Cover -- Copyright -- Acknowledgements -- Table of Contents -- ABOUT THE EDITORS -- THE WITS BUSINESS SCHOOL CASE CENTRE -- LIST OF CONTRIBUTORS -- PREFACE -- SECTION A: ECONOMICS -- 1 NETCARE BREAST CARE CENTRE OF EXCELLENCE: WHAT OPPORTUNITY IN AFRICAN MEDICAL TOURISM?1 -- The Medical Tourism Industry -- Context of the Study -- The Netcare Study -- Conclusion -- Exhibit 1: Provider of Funds for Patients' Medical Visits to South Africa -- Exhibit 2: Reasons for Seeking Medical Care at Milpark Hospital -- References -- Exhibit 3: Patients' Reasons for Choosing South Africa -- 2 REGULATING HAWALA: INFORMAL REMITTANCES POST 9/11 -- Migration and Remittances -- The Hawala System -- Conclusion -- Background to the FATF1 -- Exhibit 1a: Summary of the FATF Recommendations -- Exhibit 1b: Summary of the FATF IX Recommendations on Terrorist Financing -- Exhibit 2: Remittance Flows to Developing Countries, from Recorded/Formal Sources -- Exhibit 3: Schematic Representation of a Typical Hawala Transaction -- Exhibit 4: Relationship between the Positive and Negative Characteristics of Hawala -- References -- 3 COMPETITION COMMISSION VS SOUTH AFRICAN AIRWAYS (2005) -- Background to the Competition Commission -- Background to South African Airline Companies -- Background to the 2005 Case Against SAA13 -- SAA's Case20 -- The Commission's Case19 -- The Commission's Arguments -- Exhibit 1: Timeline for Nationwide and Comair Cases -- Conclusion -- Exhibit 3: SAA's Override Incentive Schemes -- Exhibit 4a: SAA's Market Share Relative to its Competitors - June 2000 to July 2001 -- Exhibit 2: Competition Act - Section 8 -- Exhibit 4b: Domestic Market Share of SAA Using Various Data Sources - 2001 -- Exhibit 4c: Market Share of SAA Based on Revised Estimates -- COMPETITION COMMISSION VS SOUTH AFRICAN AIRWAYS (2005) EPILOGUE -- References.

4 BUSINESS PROCESS OUTSOURCING AND OFFSHORING: COULD YAHLUMA COMPETE? -- Background on Yahluma -- Global Outsourcing Market -- The Call Centre Industry in South Africa -- The South African Government Initiative -- Yahluma's Model -- Conclusion -- Exhibit 1: Typical Contact Centre Structure Showing Yahluma's 2007 Interim Organisation -- Global Recession -- Exhibit 3: Human Resource Costs - 2008 -- References -- Exhibit 2: Call Centres in South Africa -- SECTION B: HUMAN RESOURCES -- 5 THE FOSCHINI GROUP LIMITED: TRANSFORMING HUMAN RESOURCES -- The Foschini Group: a Background -- The Companies and Brands within the Group -- Fashion Retail in South Africa -- Beginning the Change in The Foschini Group Human Resources -- Naidoo's Aspirations -- 2014 Vision -- The Foschini Group in 2009 -- Phase One -- The Implementation Plan -- Conclusion -- Exhibit 1: Timeline of The Foschini Group -- Looking Forward -- Exhibit 2: The Foschini Group Corporate Structure -- Exhibit 3: The Foschini Group Human Resources Structure -- Exhibit 4: The Foschini Group's 2014 HR Vision -- References -- 6 BRUCE CLARKE AT RAND MERCHANT BANK -- RMB and the South African Banking Industry -- RMB's Structured Finance Division -- Matthew Thompson -- Company Culture -- Bruce Clarke -- Conclusion -- Exhibit 1: Analysis of Total Assets and Percentage Growth for the Top Four Banks in South Africa -- Exhibit 2: RMB's Value System - Abridged -- References -- 7 FNB METRO: WAKING UP TO CHANGE -- Industry Context -- FNB Background -- Problems Identified at FNB Metro -- Conceptualising Change -- The Vuka Process -- Conclusion -- Results -- Exhibit 1: Old FNB Metro Structure -- Shock Therapy -- Exhibit 3: Perceptions of FNB Retail's Vision Attributes and Values -- Exhibit 2: New FNB Metro Structure -- Exhibit 4: Outline of the Vuka Sessions -- References.

Exhibit 5: Umhlangano Process and Checklist for Facilitators -- 8 NEDCOR TREASURIES INTEGRATION: GOOD FORTUNE OR GOOD PROCESS? -- Background on Nedcor -- Group Integration -- The Treasuries -- The Executive Intervenes -- Process Complete -- Treasuries Integration -- Exhibit 1: Anticipated Integration Timetable -- Exhibit 2: Integration Architecture -- Conclusion -- Exhibit 3: New Treasury Organogram -- References -- Exhibit 4: Project Unicorn Structure -- SECTION C: MARKETING -- 9 NEW BALANCE SOUTH AFRICA: OUTRUNNING THE OPPOSITION -- Background on New Balance -- Competitive Environment -- Marketing Strategy -- Marketing Implementation -- The Next Step -- Exhibit 1: Factors Influencing the South African Sports Footwear Market -- Business Approach -- Exhibit 3: Shoe Counts 2003-2006 Comrades Marathon -- Exhibit 4: Product Categories Owned by New Balance, Indicated in terms of Rand Expenditure, 2006 -- Exhibit 5: New Balance as a Percentage of the Athletics Market in South Africa, 2004 -- Exhibit 6: Company Structure Brand Map -- Exhibit 7: Examples of Recent Advertisements -- Exhibit 8: Demographics of Runners in South Africa -- Exhibit 9: New Markets -- Exhibit 2: Two Oceans Shoe Count 2004-2006 -- References -- 10 KULULA.COM: NOW ANYONE CAN FLY -- Background on the Low-Cost Airline Industry -- Background on kulula.com -- Marketing Strategy11 -- Implementation and Tactics -- Communication Results17 -- Conclusion -- Exhibit 1: Sales Range (Capacity x Min/Max Monthly Load Factors Experienced) -- Exhibit 4: Recall of Advertising - How did Consumers Reac? -- References -- Exhibit 3: Comparison of Distribution Costs -- 11 HARLEY-DAVIDSON® MOTOR COMPANY: BONDING WITH THE BIKER -- A Brief History of Harley-Davidson® -- The Harley Rider -- Harley-Davidson® in South Africa -- Marketing Strategy -- The Bonding Process -- The Journey Continues.

Exhibit 1: Harley-Davidson Unit Sales for South Africa: 1998-2006 -- The Harley Mystique -- Exhibit 3: Amid Motorcycle Unit Sales per Category -- Exhibit 2: Harley-Davidson Price List 2007 -- References -- 12 HANSA PILSENER: FROM NICHE TO MAINSTREAM BRAND -- Company Background2 -- South African Liquor Market -- The Competition -- Background to Hansa -- 1976 - 1979 Relaunches and Repositioning -- Early 1980s - Improving the Masculine Image and the Germanic Heritage -- Late 1980s - Successful Differentiation of the Brand -- 1984 - A Turning Point -- The Saaz Hop -- Conclusion -- Exhibit 1: SAB Financial Review for 1992 to 1998 -- Hansa Finds its Niche -- Exhibit 2: Total Domestic Alcohol Market in South Africa 1995 -- Exhibit 4: Beer South Africa: Expenditure on 'New Items' and Fuel Costs -- Exhibit 5: Distribution Model - Product Flow -- Exhibit 3: Total Domestic Alcohol Market in South Africa 2000 -- References -- SECTION D: OPERATIONS -- 13 AVIS RENT-A-CAR, SOUTH AFRICA1 -- The Company -- Car Rental at JIA -- Avis at JIA -- FIFA Soccer World Cup 2010 -- Conclusion -- References -- 14 JOHANNESBURG HOSPITAL PHARMACY OPTIMISING OPERATIONS -- Reasons for Change -- Legislation, Regulations and Policies -- The Challenges -- Current Operations6 -- A New Way of Doing Things -- Exhibit 1: The Eight Principles of Batho Pele -- Exhibit 2: Objectives of the Pharmacy -- References -- 15 KULULA.COM IN TURNAROUND MODE -- Background on kulula.com -- kulula.com's Positioning in the Market -- Turnaround -- The Turnaround Process -- Constraints -- Conclusion -- Exhibit 1: easyJet Turnaround Table -- Exhibit 2: kulula.com's Current Detailed Turnaround Process (45 minutes) -- Exhibit 3: Causes and Vulnerable Areas -- Exhibit 5: Ten Factors Driving Overall Airline Satisfaction -- SECTION E: FINANCE -- 16 THE PHONE SHOP: GROWTH AND THE ENTREPRENEUR (PART A).

The Phone Shop's Beginnings1 -- Brill's Background -- An Opportunity in the Making? -- Exhibit 1: The Phone Shop Financial Statements: 2005 and 2006 -- References -- 17 THE PHONE SHOP: GROWTH AND THE ENTREPRENEUR (PART B) -- Seizing the Opportunity -- A Partner Buys In -- Managing the Business -- Conclusion -- Exhibit 1a: The Phone Shop's Balance Sheet: 2005-2007 -- Exhibit 1b: The Phone Shop's Income Statement: 2005-2007 -- References -- 18 TIA'S MUESLI: SMALL DOG IN THE BIG DOGS' LAIR -- South African Food Retailers: The Big Dogs -- Challenges Facing Small Suppliers -- Competition Commission Investigation -- Tia's Muesli: The Small Dog -- Bitten by the Big Dog -- Softening the Bite? -- Conclusion -- Exhibit 1: Main Financial Figures of the Four Major Supermarket Groups -- Exhibit 2a: Examples of Tia's Muesli Product Lines -- Exhibit 2b: Examples of Tia's Muesli Product Lines -- References -- 19 BLUE FINANCIAL SERVICES GROUP: THE PERILS OF RAPID EXPANSION -- Background to Micro-lending and Microfinance in Africa -- Micro-lending -- The Early Days of Blue Financial Services13 -- Rapid Expansiong -- A Black Cloud over Blue Financial Services -- Conclusion -- Exhibit 1: Blue Financial Services - Expansion and Products Available by Country 2009 -- Exhibit 2: Blue Financial Services Group Holdings as at February 2010 -- Exhibit 3a: Blue Financial Services - Share Price History 2006 to October 2010 -- Exhibit 3c: Blue Financial Services - Average Daily Trading Volumes, November 2006 to May 2010 -- Exhibit 3d: Blue Financial Services - Summary Income Statements -- Exhibit 3e: Blue Financial Services -Summary Balance Sheet Data -- Exhibit 3f: Blue Financial Services - Summary Cash Flow Statements -- EPILOGUE Mayibuye's Turnaround Strategy for Blue Financial Servicesm -- References -- 20 PAMODZI INVESTMENT HOLDINGS: TO LIST OR NOT TO LIST?.

Ntsele's Background.