{"id":1652,"date":"2024-07-12T10:40:56","date_gmt":"2024-07-12T10:40:56","guid":{"rendered":"https:\/\/britainwriters.com\/answers\/?p=1652"},"modified":"2024-07-12T10:41:00","modified_gmt":"2024-07-12T10:41:00","slug":"brozierz-ltd-engineering-industry-assignment","status":"publish","type":"post","link":"https:\/\/britainwriters.com\/answers\/brozierz-ltd-engineering-industry-assignment\/","title":{"rendered":"Brozierz Ltd Engineering Industry Assignment"},"content":{"rendered":"\n<h3 class=\"wp-block-heading\"><strong>Assignment Task<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Brozierz Ltd, operate in the engineering industry. They feel that some of their older equipment need to be replaced. They seek your help to calculate their cost of capital. Their present capital structure is as follows:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>300 000 R2 ordinary shares now trading at R2,40 per share.<\/li>\n\n\n\n<li>100 000 preference shares trading at R2,50 per share (issued at R3 per share). 10 % p.a. fixed rate of interest.<\/li>\n\n\n\n<li>A bank loan of R 500 000 at 12 % p.a. (payable in 5 years\u2019 time)<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Additional information:<\/strong><\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>The company\u2019s beta is 1,4. A return on market of 15% and a risk free rate of 6%.<\/li>\n\n\n\n<li>Its current tax rate is 28%.<\/li>\n\n\n\n<li>Its current dividend is 50c per share and they expect their dividends to grow by 7% p.a.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Required:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 Assuming that the company uses the Capital Asset Pricing Model (CAPM) to calculate their cost of equity, calculate their weighted average cost of capital.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2. A further R 750 000 is needed to finance the expansion. Which option should they use (from ordinary shares, preference shares or loan financing) and why?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Altar Ltd\u2019s Statement of Financial Position for 2020 and 2021 financial years are belo<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td><strong>Assets<\/strong><\/td><td><strong>2020<\/strong><\/td><td><strong>2021<\/strong><\/td><\/tr><tr><td>Non-Current Assets<\/td><td>6 000 000<\/td><td>7 200 000<\/td><\/tr><tr><td>Inventory<\/td><td>205 000<\/td><td>330 000<\/td><\/tr><tr><td>Receivables<\/td><td>320 000<\/td><td>415 000<\/td><\/tr><tr><td>Cash<\/td><td>120 000<\/td><td>420 000<\/td><\/tr><tr><td>&nbsp;<\/td><td>6 645 00<\/td><td>8 365 000<\/td><\/tr><tr><td><strong>Equity and Liabilities<\/strong><\/td><td>&nbsp;<\/td><td>&nbsp;<\/td><\/tr><tr><td>Share Capital (R2 shares)<\/td><td>4 000 000<\/td><td>4 400 000<\/td><\/tr><tr><td>Share Premium<\/td><td>300 000<\/td><td>420 000<\/td><\/tr><tr><td>Retained Income<\/td><td>600 000<\/td><td>740 000<\/td><\/tr><tr><td>Long term Debt<\/td><td>1 100 00<\/td><td>2 100 000<\/td><\/tr><tr><td>Payables<\/td><td>645 000<\/td><td>705 000<\/td><\/tr><tr><td>&nbsp;<\/td><td>6 645 000<\/td><td>8 365 000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Abbreviated Income Statement for the year ended 2021 R<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Sales<\/td><td>1 200 000<\/td><\/tr><tr><td>Cost of sales<\/td><td>600 000<\/td><\/tr><tr><td>Depreciation<\/td><td>60 000<\/td><\/tr><tr><td>Interest expense<\/td><td>40 000<\/td><\/tr><tr><td>Net Income Before Tax<\/td><td>500 000<\/td><\/tr><tr><td>Tax (30%)<\/td><td>150 000<\/td><\/tr><tr><td>Dividends<\/td><td>210 000<\/td><\/tr><tr><td>Retained Income<\/td><td>140 000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Note&nbsp;<\/strong>:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">a. Shares are currently trading at R2,60 per share.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">b. The new shares were issued at the beginning of the year.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Required:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.1 Calculate the current ratio for 2021 and comment. The ratio for 2020 was 1:1.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.2 Calculate the dividend yield for 2021 and explain the importance of your answer.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.3 With regard to the Share Capital:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.3.1 Calculate the number of new shares issued.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.3.2 Calculate the premium per share.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.4 Calculate the Price Earnings (PE) ratio for 2021 and explain this ratio.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.5 Calculate the market-to-book ratio and state the significance of this ratio.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question Three<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A manufacturer that manufactures product Triple J provides the following information for May 2021<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Budgeted figures:<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Variable manufacturing overheads<\/td><td>R 20 000<\/td><\/tr><tr><td>Fixed manufacturing overheads<\/td><td>R 48 000<\/td><\/tr><tr><td>Labour hours<\/td><td>4 000<\/td><\/tr><tr><td>Expected production<\/td><td>1 000 units<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Actual results:<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Variable manufacturing overheads<\/td><td>R 19 135<\/td><\/tr><tr><td>Fixed manufacturing overheads<\/td><td>R 49 880<\/td><\/tr><tr><td>Labour hours worked<\/td><td>4300<\/td><\/tr><tr><td>Actual production<\/td><td>1050 unit<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Required:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.1 Calculate the following variable manufacturing overhead variances:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.1.1 Efficiency variance&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.1.2 Expenditure variance<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.1.3 Total variable overhead variance&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2 Calculate the following fixed manufacturing overhead variances:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2.1 Expenditure variance&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2.2 Volume variance&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2.3 Total fixed overhead variance<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question Four<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.1 Analyse the reasons for a business holding cash balances.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.2 Evaluate the consequences of over\/under investment in current assets.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.3 Describe three (3) different forms of finance and provide an example of each.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.4 Differentiate between Pay as You Earn (PAYE) and Provisional tax.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.5 Analyse any five (5) reasons why an organisation chooses to grant credit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Governance And&nbsp;Sustainability<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following extract and answer the question that follows:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The King Reports on Corporate Governance were ground-breaking codes of corporate governance in South Africa issued by the King Committee on Corporate Governance. Four reports were issued in 1994 (King I), 2002 (King II), 2009 (King III) and 2016 (King IV).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Compliance with the King Reports is a requirement for companies listed on the Johannesburg Stock Exchange. The King Reports on Corporate Governance have been cited as \u2018the most effective summary of the best international practices in corporate governance.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Unlike other corporate governance codes such as Sarbanes-Oxley, the code is non- legislative and is based on principles and practices. It also espouses an \u2018apply or explain\u2019 approach.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The philosophy of the code consists of the three key elements of leadership, sustainability, and good corporate citizenship. It views good governance as essentially being effective, ethical leadership.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Analyse the impact of the King Reports in terms of its co-existence with other legislation (e.g. the Companies Act) that applies to companies and directors.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Provide a comprehensive discussion on the importance for South Africa to favour private enforcement as opposed to public enforcement to enhance corporate governance and indicate the approaches that need to be complied with to achieve this.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Three<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Reflect on the relevance of corporate social responsibility and assess the ethical and philanthropic responsibilities placed on the corporation by corporate stakeholders and society as a whole.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Four<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.1 In order to satisfy the community expectations, as a shareholder in a corporate company propose how you would engage and encourage companies to implement strategic corporate social responsibility.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">4.2 Examine the relationship between morals and ethics in decision making that relates to the determination of appropriate corporate conduct.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Leadership&nbsp;and&nbsp;Human&nbsp;Capital&nbsp;Development<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following article and answer the questions that follow Solving the skills gap<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Everywhere skills transform lives, generate prosperity and promote social inclusion. And if there is one lesson the global financial crisis had taught us in the late 2000s, then it is that we cannot simply bail ourselves out of economic turmoil, stimulate ourselves out of a recession or just print money our way out of a crisis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A much stronger bet for countries to grow and develop in the long run is to equip the working population with better skills to collaborate, compete and connect in ways that drive their lives and their societies. The current pandemic has dramatically reinforced this, changing skill demands overnight and creating huge demands for just-in-time adult learning.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">OECD\u2019s Survey of Adult Skills shows that what people know, and what they do with what they know, has a major impact on their life chances. On average across countries, the median hourly wage of workers scoring at Level 4 or 5 in literacy \u2014 who can make complex inferences and evaluate subtle truth claims or arguments in written texts \u2014 is more than 60% higher than for workers scoring at the baseline Level 1. The survey also shows that this impact goes far beyond earnings and employment. In the countries surveyed, individuals with poorer foundation skills are far more likely to report poor health, to believe that they have little impact on political processes, and not to participate in associative or volunteer activities.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In one way, skills have become the global currency of 21st-century economies. But this \u2018currency\u2019 depreciates rapidly as the requirements of labour markets evolve and individuals lose the skills they do not use. For skills to retain their value, they must be<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">continuously developed throughout life. In a fast-changing world, lifelong learning has become the key to solving the skills gap, which is about constantly learning, unlearning and relearning when the context changes. We used to learn to do the work, now learning has become the work.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To succeed with converting education into better jobs and lives, we need to better understand what those skills are that drive outcomes, ensure that the right skill mix is being learned over the lifecycle, and help economies make good use of those skills.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The essential starting point is to better anticipate and respond to the evolution of skill demand in societies. In the past, education was about teaching people something. Now, it\u2019s about making sure that individuals develop a relia ble compass and the navigation skills to find their own way through an increasingly uncertain, volatile and ambiguous world. These days, we no longer know exactly how things will unfold, often we are surprised and need to learn from the extraordinary, and sometimes we make mistakes along the way. And it will often be the mistakes and failures, when properly understood, that create the context for learning and growth. We live in this world in which the kind of things that are easy to teach and test have also become easy to digitise and automate. The future is about pairing the artificial intelligence of computers with the cognitive, social and emotional skills and values of humans. It\u2019s going to be our imagination, our awareness and our sense of responsibility that will help us harness technology to shape the world for the better.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These days, algorithms behind social media are sorting us into groups of like-minded individuals. They create virtual bubbles that often amplify our views but leave us insulated from divergent perspectives; they homogenise opinions and polarise our societies. So, tomorrow\u2019s schools need to help students think for themselves and join others, with empathy, in work and citizenship. They will need to help them develop a strong sense of right and wrong, a sensitivity to the claims that others make on us, and a grasp of the limits on individual and collective action. At work, at home and in the community, people will need a deep understanding of how others live, in different cultures and traditions, and how others think, whether as scientists or artists.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The growing complexity of modern living, for individuals, communities and societies, means that the solutions to our problems will also be complex: in a structurally imbalanced world, the imperative of reconciling diverse perspectives and interests, in local settings but with often global implications, means we need to become good in handling tensions and dilemmas. Striking a balance between competing demands \u2014 equity and freedom, autonomy and community, innovation and continuity, efficiency and democratic process \u2014 will rarely lead to an either\/or choice or even a single solution. We need to think in a more integrated way that recognises interconnections. Our capacity to navigate ambiguity has become key.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Integrating the worlds of learning and work<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">We also know that adult learning and skills development are far more effective if the world of learning and the world of work are integrated. Compared to purely government- designed curricula taught exclusively in educational institutions, learning in the workplace allows people to develop \u2018hard\u2019 skills on modern equipment, and \u2018soft\u2019 skills such as teamwork, communication, and negotiation through real-world experience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Hands-on workplace training is also an effective way to motivate disengaged adults to re-engage with education. Employers have an important role in training their own staff, even if some, particularly small and medium-sized enterprises, need public assistance to provide such training. Trade unions can also help to shape education and training, protect the interests of existing workers, ensure that those in work use their skills adequately, and see that investments in training are reflected in better-quality jobs and higher salaries.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In short, government and business need to work together to gather evidence about skill demand, present and future, which can then be used to develop up-to-date instructional systems and to inform education and training systems.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A wide spectrum of full- or part-time lifelong-learning activities needs to be available to address the skills gap: from work-related employee training, formal education for adults, second-chance courses to obtain a minimum qualification or basic literacy and numeracy skills, language training for immigrants, and labour-market training<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">programmes for job-seekers, to learning activities for self-improvement or leisure. There is much that can be done to dismantle barriers to participation in continued education and training:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">First, making the returns on lifelong learning more transparent can help to increase the motivation of users to invest in adult education and training. Governments can provide better information about the economic benefits (including wages net of taxes, employment and productivity) and non-economic benefits (including self- esteem and increased social interaction) of adult learning.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Second, less educated individuals tend to be less aware of education and training opportunities or may find the available information confusing. A combination of easily searchable, up-to-date online information and personal guidance and counselling services to help individuals define their own training needs and identify the appropriate programmes needed, as is information about possible funding sources.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Third, clear certification of learning outcomes and recognition of informal learning are also incentives for training. Transparent standards, embedded in a framework of national qualifications, should be developed alongside reliable assessment procedures. Recognition of prior learning can also reduce the time needed to obtain a certain qualification and thus the cost of foregone earnings.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Fourth, it is important to ensure that programmes are relevant to users and are flexible enough, both in content and in how they are delivered to adapt to adults\u2019 needs. Several countries have recently introduced one-stop shopping arrangements, with different services offered in the same institution. This approach is particularly cost-effective as it consolidates infrastructure and teaching personnel and makes continuing education and training more convenient. Distance learning and the open educational resources approach have significantly improved users\u2019 ability to adapt their learning to their lives.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Questions One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 \u201cSkills have become the global currency of 21st-century economies\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Evaluate this statement<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2 \u201cAdult learning and skills development are far more effective if the world of learning and the world of work are integrated\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Explain why this integration is important and assess how the barriers to achieving this integration can be overcome. (15)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following article and answer the questions that follow<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">6 ways the COVID-19 pandemic could change our approach to human capital<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The COVID-19 pandemic has illustrated the inextricable link between human health and organisational success. Investors and regulators, in turn, are looking to corporate boards of directors to step up their governance of human capital.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Companies with well-established human capital governance frameworks are considered better investments, capable of creating more long-term value; and regulators, such as the US Securities and Exchange Commission, have urged companies to disclose in upcoming earnings releases the actions they\u2019ve taken to protect the health of their employees.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Amid these changes and a still-unfolding COVID-19 crisis, employees are increasingly seen by boards of directors as vital stakeholders, critical to business recovery. As boards bring human capital governance to the fore, we see a renewed focus on employees and rapid changes in six areas: employee pay, well-being, inclusion and diversity (I&amp;D), future of work, leadership and culture.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Employee pay: a focus on fairness<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The COVID-19 pandemic has expedited the speed at which organisations are changing their pay programmes through pay reductions, incentive resets and pay premiums. The crisis has also reframed the way organisations segment their workforces to include essential and frontline workers. As it continues, organisations may need to consider long-term strategies to determine which changes will be temporary versus those that will be permanent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In addition, serious conversations about racial injustice and fair treatment of all cohorts in society are raising further questions of whether pay programmes have other biases, beyond gender.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These issues could significantly impact whether the organisation is truly delivering \u201cfair pay\u201d that is unbiased and aligned with the organisation\u2019s I&amp;D strategies. To help ensure pay equity, boards must understand the effectiveness of their organisations\u2019 fair pay strategies. The fairness of how pay practices and programmes are designed and administered will need to be a top priority, as pay issues can be symptomatic of broader talent diversity issues.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Well-being: critical to sustaining operations Change and uncertainty have strained employees physically, emotionally and financially. Even before COVID-19, employee emotional and financial well-being were top concerns for businesses. Now, as companies continue to adapt to changing pandemic conditions, workforce health, resilience and well-being are even more critical to sustaining operations.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With widespread stay-at-home orders, employers have adjusted, reduced or suspended operations and shifted workforces online, all of which have affected overall employee well-being. As companies begin to reimagine the new workplace, employee health and safety will continue to be crucial. Boards will need to ensure that the right frameworks are in place and that management\u2019s well-being strategies sufficiently address top employee concerns while minimising company risk.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Inclusion and diversity: time to reconsider strategies<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is a particularly important time for boards and executives to revisit their I&amp;D strategies. Starting from the top, the composition of some boards might be less diverse than expected or optimal, which can create risks through the need for greater diversity of thought to navigate this uncertain time. In other parts of the organisation, frontline worker furloughs have changed diversity statistics, particularly when those furloughs reduce diversity across the remaining workforce.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">We also know that race will continue to be an important topic within many organisations and that companies will continue to be under pressure from investors and other stakeholders to demonstrate real and measurable progress in greater diversity among board members, senior management and the overall workforce.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A robust I&amp;D strategy will not only decrease operational risk but also enhance levels of innovation: in an inclusive environment, diverse thought and perspectives increase as more people from different backgrounds share their insights.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Future of work: fast-tracked<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.1 \u201cWhile the \u201cfuture of work\u201d was well underway before the pandemic, COVID-19 has clearly hastened its arrival.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Elaborate on the term \u201cfuture of work\u201d and discuss the impact this will have on leadership and human capital ma<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.2 \u201cBoards should expect management to revisit the leadership capabilities that best support long-term value creation with deliberate consideration of their business\u2019 purpose, values and cultures. Management should clearly articulate the new attributes of good leaders and establish processes to develop the right leaders based on these requirements.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Analyse the personality traits\/type that would best suit a leader in the above situation and evaluate the role of emotional intelligence in this context.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>QuestionTwo<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Talent management is not just a simple human resource key term one will come across. It is also committed to hire, manage, develop, and retain the most talented and excellent employees in the industry. In fact, talent management plays an important role in the business strategy since it manages one of the important assets of the company\u2014 its people.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Detail the challenges faced by organisations regarding the acquisition and retention of talent, justifying the significance of talent management in your discussion.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Four<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following article and answer the question that follows:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">5 Key Trends from Deloitte\u2019s 2021 Global Human Capital Trends Report<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deloitte\u2019s latest 2021 Global Human Capital Trends Report makes the compelling argument that organisations need to shift from a \u201csurvive\u201d mindset to a \u201cthrive\u201d mindset. In today\u2019s post, we\u2019ll share the five key trends from this report as well as additional insights related to design thinking and innovation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The Survive vs Thrive Mindset<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deloitte describes the \u201csurvive\u201d mindset as \u201caccepting each new reality and working within it to accomplish what an organisation has always done,\u201d whereas the \u201cthrive\u201d mindset orients companies to \u201creimagine norms and assumptions in ways that were not possible before.\u201d A thrive mindset is one step above survival and aims to do not just what\u2019s possible today, but what will dominate tomorrow.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Trend #1: Designing Work for Well-Being<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations were moving toward well-being and work-life balance well before COVID- 19, but the pandemic \u2013 and the various shifting that occurred in the workplace because of it \u2013 really kicked this process in high-gear. This trend is continuing forward, with the focus being on how to design well-being into work itself. Remote working arrangements and the ways in which well-being is incorporated into these environments will be at the forefront for many organisations in 2021. Employers will also need to learn how to navigate their own business-related goals with the priorities identified by their employees \u2013 from improving the customer experience to increasing innovation and improving employee well-being.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Critically discuss the role of HR in ensuring that an organisation goes \u201cbeyond survival \u201cand focuses \u201con a \u2018thrive\u2019 mindset\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Strategic&nbsp;And&nbsp;Change&nbsp;Management<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following articles and answer the questions that follow: ARTICLE 1<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Timing of Shoprite\u2019s R1bn deal is perfect<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The company has made a sharp move snapping up assets that are perfectly located<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">26 AUGUST 2021<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Days after Shoprite unveiled a more than R1bn deal to buy Massmart\u2019s discount grocery chains, data showed SA\u2019s unemployment rate hit another unwanted record, vindicating the grocery retailer\u2019s strategy of bulking up on its discount offering.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The timing of the deal is perfect. For one thing, the pandemic has not only shifted much of the shopping online permanently, it has also turned some customers into budget-savvy consumers after multiple industries fired workers or forced employees to take deep pay cuts.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With industries such as airline, hotel, restaurant and alcohol still running on fumes as revenue-sapping restrictions remain in place amid the slow Covid-19 vaccine rollout, it would not be unreasonable to imagine that, for many, salaries have not recovered to pre-pandemic levels, and that most of the people laid off will not be returning any time soon.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Even though Shoprite, under its Checkers chain, has launched an onslaught on Woolworths\u2019 turf with an aggressive top-of-the-pyramid strategy in a laudable diversification drive, the deal with Massmart underscores CEO Pieter Engelbrecht\u2019s determination to keep the company\u2019s raison d\u2019etre largely intact, which is that there are more people at the bottom of the pyramid than the top.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Discount retail is not popular only with consumers; companies in the sector are among the must-haves in fund managers\u2019 portfolios. Mr Price is among the top- performing stocks on the JSE, having doubled in value from the lows of 2020 when it<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">became clear the pandemic was set to wreak havoc on the economy. And you are likely to find few investors complaining about the price at which Shoprite snapped up the assets, which are located at taxi ranks and rural shopping malls \u2014 the heartland of its vast budget-conscious customer base.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Shoprite scooped up the stores as valued on Massmart\u2019s books, or net asset value \u2014 a valuation metric that takes no account of the future prospects of a business.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Granted, Shoprite is getting supermarket chains that have not been profitable: their combined losses widened from just under R300m in 2019 to more than R360m in 2020, an indication of the scale of the challenge facing Engelbrecht in ensuring that some of the more than R8bn in revenue flows to the bottom line.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is also safe to assume that the Competition Commission, which probes all mergers and acquisitions for antitrust and public interest issues like black ownership and job losses, is almost certainly going to put in place a job cut freeze moratorium if it approves the deal. That will only make difficult any plan to push through a punishing job-cutting strategy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That said, Shoprite boasts one of the highest profit margins in the industry, ammunition that helped it withstand an onslaught from Walmart, the intention of which was to push Massmart deeper into grocery retail with price and margin strategy when it acquired a controlling stake in the business a decade ago. Alongside its perfected cut-price business model, the margins give it more than enough room to revive the 56 stores, as well as ensure that three other fruit and vegetables outlets in Durban, Cape Town and Johannesburg and a meat-processing warehouse keep pumping out profits.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">As alcohol becomes more central for retailers, Shoprite is acquiring 43 liquor stores without the administrative hassle of having to apply for licences. The four liquor bans since Covid-19 hit SA in March 2020 have been brutal on retailers, but the stores are expected to have a bright future in the long term.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>ARTICLE 2<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Shoprite bets on precision retailing to woo customers<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Technology is radically changing the global retail landscape, with rewards programmes at the centre of that transformation. Here at home, Shoprite, through its rewards programme, is at the axis of this retail makeover. Furthermore, the Covid-19 pandemic has accelerated the digital transformation of SA\u2019s retail sector.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But what do customers benefit from these developments that include precision retailing?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">My cousin Yazeed is a regular pragmatic chap. Not surprisingly, he is sceptical about rewards programmes even if they are linked to technology improvements. \u201cYou see, those retail rewards programmes, promoted through smart cards, are meaningless and make some amongst us feel important as they fatten our wallets,\u201d said Yazeed.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cShow me, even with bad debts, one person who doesn\u2019t have more than five of those<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">rewards cards. The only role they play is to provide us with a false sense of affordability and creditworthiness and get us to be imbeciles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThey are just smart cards that force you to buy recklessly, but they need to be cut to pieces like those expensive credit cards and thrown into a bin.\u201d Explaining the benefits of retail precision regarding rewards programmes was not going to be easy, I thought to myself.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cLook, Yazeed,\u201d I said, pointing to an article quoting a retail fundi. \u201cI am pleased to have been part of the successful transformation of Shoprite\u2019s retail model, utilising technology to enable greater precision in matching our retail offering to customer preferences,\u201d Christo Wiese, Shoprite\u2019s former chair, was quoted as saying.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wiese recently said Shoprite\u2019s capability in this regard was in line with international retailing lead practice. I could tell Yazeed was neither making sense of this \u201cmumbo jumbo\u201d nor particularly interested.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cShoprite Xtra Savings Rewards Programme is meant to offer a data-driven retail environment that enables customer profiling and the ability to tailor services to meet customer needs,\u201d I proudly stated. Yazeed kept quiet. He was not following the logic.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I needed him to understand that retail precision was important to shoppers and retailers to maintain and grow their profitability. In 2018, Shoprite \u2014 SA\u2019s largest retailer \u2014 expanded management capacity and employed new talent to future-proof the business and lead innovation in customer experience, e-commerce, analytics, supply chain, financial services and sustainability.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This was the first step towards ensuring precision retailing was delivered to millions of Shoprite\u2019s customers. The following year, customer data assisted Shoprite to adjust and revise 57 merchandise categories. Without data, that would have been a pipe dream. In 2020, Shoprite\u2019s growth was increasingly data-driven to extend its pricing and promotional leadership and refine inventory management.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In 2021, its homeward pivot is showing signs of paying off as the group on Tuesday reported an 8.1% increase in sales of merchandise. In rand terms, this growth equates to an additional R12.6bn in sales on 2020\u2019s restated base. The total was a record R168bn in sales for the year.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Shoprite\u2019s core supermarkets in SA reported strong sales growth of 9.3% from a high base. The segment\u2019s R133.9bn in sales was a combined effort from Shoprite and Usave businesses, which increased sales by 8.8%, and Checkers and Checkers Hyper businesses, which increased sales by 10.9%.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Those are huge numbers that are not easy to replicate by other local retailers such as Pick n Pay, Spar and Woolworths. \u201cThis growth is a testament to our loyal customers and the relentless commitment of our team who ensured we delivered unsurpassed value, either in-store or digitally, throughout the year,\u201d Shoprite CEO Pieter Engelbrecht said on Tuesday.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThere is no doubt the digitally-led future being ushered in for many as a result of the Covid-19 crisis is already a day-to-day reality for Shoprite. However, from an IT perspective, with the adoption of our single system of record a few years ago, the team has become increasingly collaborative and innovative.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But how has Shoprite prepared for this future?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Years ago, Shoprite ensured it would remain the top grocery retailer in SA. But the road was fraught with challenges and losses. Before 2018, Shoprite invested in enterprise resource planning (ERP), which unfortunately negatively affected its profits. That year, the grocer lost more than R1bn in sales.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For the past few years, Shoprite has been implementing an ERP system in SA based on software from Germany\u2019s SAP. The company spent billions on this software solution. The ERP system and software integration enabled Shoprite to do things it would not have been able to do in the past.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That said, 2018 was a transformational year for Shoprite, and the IT re-platforming was an imperative and represented the culmination of years of planning. It is now making the retailer competitive. Shoprite has signed up 20.3-million Xtra Savings Rewards Programme clients in the 53 weeks to July 4. The rewards programme will fuel customer spending. This is an excellent achievement by Shoprite.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In that regard, it is way ahead of its main rival, Pick n Pay, which has 8.5-million active Smart Shoppers, who swipe their rewards cards for 75% of all sales.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Clearly, the Xtra Savings Rewards Programme, launched by the Shoprite supermarket chain in October 2020, is ahead of its competitors and setting the trends.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It seems Shoprite\u2019s investment in digital infrastructure, particularly the integrated ERP system, has enabled real-time oversight of the entire business.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Shoprite seems to have learnt a considerable amount about its customers\u2019 shopping patterns and preferences in a short time. This is an exciting initiative and a significant first step in its digital transformation towards a more straightforward, smarter Shoprite.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The system has been transformational in how Shoprite manages, views and uses information, and will prove more significant as it starts using it more critically.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That said, this will help the retailer to create a truly differentiated customer experience by leveraging customer data and advanced analytics, enabling it to be more precise in managing inventory, making merchandising decisions and offering a more personalised customer experience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The retailer\u2019s brick-and-mortar footprint remains key to its ability to drive growth and expansion into new channels as it uses its improved technology-driven insight to make informed retail decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Furthermore, as part of its focus on precision retailing, Shoprite\u2019s on-demand grocery delivery service Checkers Sixty60 is now SA\u2019s top grocery app with more than 1.5-<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">million app downloads.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Checkers Sixty60 and Checkers relentlessly innovate to respond to customers\u2019 demands for hyper-convenience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The mobile app delivers groceries and drinks at the touch of a button and offers the same value for money for which Checkers is renowned. Users can track the status of their order and delivery in real-time. The on-demand grocery delivery app has scaled rapidly, operating nationwide from 233 stores, which serve as micro-fulfilment centres.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These innovations are Shoprite\u2019s effort to innovate to simplify the customer experience across physical and digital interactions. They stand the retailer in good stead.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To diversify its revenues, Shoprite launched its mobile virtual network operator (MVNO), called K\u2019nect Mobile, offering competitive rates and several other rewards to customers.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In terms of diversification, it seems Shoprite\u2019s future is to grow and monetise its ecosystem of value for customers. It can deliver significant benefits to its customers and workers after launching a new ground-breaking digital business hub, ShopriteX.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">ShopriteX combines data science, technology and innovation with its operational strength to provide increasingly enhanced customer experiences.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThe next era of growth for us is about precision retailing,\u201d said Engelbrecht. \u201cShopriteX will use our rich customer data to supercharge a \u2018Smarter Shoprite\u2019 and ultimately fuse the best of digital with our operational strength across the continent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThrough a culture of innovation and start-up-like pace, our teams are making grocery shopping more personalised for customers while removing friction from the retail experience.\u201d It seems Shoprite\u2019s hunt for profits is betting on data-driven retailing.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">ARTICLE 3<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Why gung-ho Shoprite sees no slowdown<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">09 SEPT E MB ER 2021 G IU LIET T A T A LEV I<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It\u2019s hard to overstate just how good Shoprite\u2019s profit margins are. Not only is 6.1% more than double that of Pick n Pay or Spar, it comfortably bests world leaders like US retailers Walmart (3.3%) and Kroger (1.95%) and even private German powerhouse Aldi (3.9%). Results for the year ended June show a 21% jump in trading profit, to R10.3bn, as shoppers spent more on their baskets, even as they visited stores less frequently. The FM spoke to CEO Pieter Engelbrecht.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Can you sustain these margins?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: First, what makes that number so great is that I can still say to you unambiguously that Shoprite is the lowest-priced supermarket in SA. We are price mad and we will not be beaten on price. That margin comes from efficiencies, from running a very tight ship, and my standard answer is that I think we can maintain that.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Does that make you a takeover target? Or has that ship sailed past SA?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: What I\u2019ve found lately is that a lot of the international retailers are retreating to<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">their home markets. It\u2019s becoming increasingly difficult to trade in foreign markets because of a global change \u2014 [partly] from governments promoting &#8220;buy local&#8221;, and [supporting] local business.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Bloomberg Intelligence suggests that you need to rebuild your non-SA margins to justify continued capital spend there. Do you agree?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: We already changed our operating model quite significantly in terms of local sourcing and that has had quite an effect. We were able to increase profitability fourfold to R307m, [within] the short-term target we set of R300m-R500m, with a lot of efficiencies, improvement on things like shrinkage and wastage, and I think it\u2019s a sustainable result with the 10 countries that remain in that segment.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Shoprite has spent R800m buying back shares \u2014 will that continue, because it does suggest a shortage of opportunities for your capital?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: We were mandated at the mid-R150s for a buyback, so I think the price is now a bit expensive, but that still remains one of the items we will explore, looking at our cash position.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Having said that, you talk about a &#8220;plethora&#8221; of opportunities. You\u2019ve just bought some businesses from Massmart, including Masscash and Cambridge Food. What else can you do?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: It\u2019s the Massmart acquisition [and] there are some other acquisitions we\u2019re exploring, both of a physical nature as well as digital. Then there\u2019s the whole momentum we have on the digital [side] of the business and better use of marketing spend we can achieve, plus the 133 new stores we want to open.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Masscash will add about R10bn of revenue \u2014 it\u2019s right up our alley \u2014 and then I don\u2019t see the end of market share growth, especially in the Checkers brand.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Checkers on its own commands less than 15% market share and I believe there\u2019s still headroom to grow.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Why will Masscash and Cambridge succeed in Shoprite if they didn\u2019t in Massmart?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: Well, food retail is what we do: our supply chain is geared to that, our way of pricing, how we market, how we run our various divisions. Until recently, the Mass business was not in food at all, apart from Makro. It will integrate very easily within our structures.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The riots in July damaged 231 of your stores. What was going through your head when it played out? How much damage do you feel it has done to SA?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: It\u2019s going to take us a decade to recover. When those trucks were burnt on that Friday night, I immediately knew that trouble was coming. We had our first ops meeting on that Sunday at 4am and come first light on Monday, we had choppers in the air. I probably didn\u2019t sleep more than an hour at a stretch for two weeks. We were running flat out to try to protect our assets; fortunately, we did not lose one of our distribution centres and [that] allowed us to recover much quicker. It was incredible, the level of execution from the Shoprite team in being able to reopen a completely destroyed store in six days. I spent quite a few hours in those choppers myself, and I estimated the loss at R50bn, what I saw with my eyes. I can\u2019t say it\u2019s not going to happen again, but I think the country will be better prepared.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Are you fearful of a skills exodus, which becomes especially acute when you\u2019re throwing a lot at developing the digital side?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">PE: Ja, I am concerned about it. People like Amazon in the UK offer \u00a31,000 just as a joining fee, everybody\u2019s running almost for the same talent and some of these software installers that I worked with recently said the tech talent in SA is of the best in the world.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Checkers Sixty60 saw 1.5 million downloads this&nbsp;year. Is this ahead of where you hoped you\u2019d be with it?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 Undertake a detailed SWOT analysis of Shoprite.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Consider the following and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A customer\u2019s decision to purchase a specific product or service is based on the cost and the perceived value. The following figure depicts four quadrants based on the cost\/price component (vertical axis) and the perceived quality or value (horizontal axis)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2 Identify and critically discuss the strategies implemented by Shoprite, including in your discussion the inherent risks relating to these strategies.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.3 Explain the references to the top and bottom of the \u2018pyramid\u2019 (Article 1) in the context of Shoprite\u2019s strategic actions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.4 Evaluate the following statement from Article 2:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201c\u2026\u2026it seems Shoprite is setting itself up to win in the long term through precision retailing\u2026\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.5 Discuss the strategic leadership role of Pieter Engelbrecht in Shoprite\u2019s quest to sustain its competitive advantages.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">While the \u201cfuture of work\u201d was well underway before the pandemic, COVID-19 has clearly hastened its arrival. Boards now have an opportunity to recalibrate their organisations\u2019 talent strategies (mid- and post-pandemic) to adapt to our evolving reality.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A. Opportunistic Strategies in this quadrant are generally not sustainable, but may be possible under specific conditions<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">B. Premium Strategies in this segment rely on achieving high profit margins<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">C. Economy Strategies in this segment rely on reducing production cost and price and rely on high sales volumes or competing is segments less attractive to competitors<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">D Best value Strategies in this quadrant rely on providing good quality at attractive prices and achieving sales volumes<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.1 Describe, using appropriate examples, the strategies mentioned in quadrants B, C and D showing the relative advantages and disadvantages of each.(15)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.2 Discuss the factors that may affect the choice of strategy<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>GLOBAL POLITICAL ECONOMY<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the extract below and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Why the world needs Globalisation 2.0, rather than a retreat into protectionism&nbsp;<\/strong>Historically, China was a trading nation, and it continues to be one today. China is now the world\u2019s largest trading nation, accounting for 13.2 per cent of global goods exports and nearly 11 per cent of global imports.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And that upward trend shows no sign of abating, especially in the Covid-19 era when China\u2019s economy has recovered quickly while many other parts of the world are still battling waves of coronavirus outbreaks. The first half of 2021 saw China\u2019s total trade volume increase by 27.1 per cent, with exports expanding 28.1 per cent and imports by 25.9 per cent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">China is also rapidly becoming a major provider of outbound investment funds, as the world\u2019s industrial manufacturing clusters begin to move to countries with lower labour costs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In 2019, China\u2019s outward foreign direct investment amounted to US$137 billion, which was ranked the second largest in the world. Its outward investment has grown significantly in recent years in light of the Belt and Road Initiative in many developing countries.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Without doubt, China\u2019s astonishing achievement in international trade and investment over the past three decades has been one of the resounding success stories of globalisation. But this rewarding global trade environment is beginning to come under assault, posing unprecedented challenges to corporate China\u2019s expanding trade networks.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Former US president Donald Trump summed up the antagonism when he declared at the United Nations General Assembly in September 2019: \u201cThe future does not belong to globalists. The future belongs to patriots.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When the coronavirus pandemic hit, the naysayers of globalisation finally found the excuse they needed, holding up Covid-19 as solid proof of the inherent pitfalls of<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">globalisation, as if the pandemic would not have affected them if their country were untouched by globalisation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The opponents of globalisation say it has resulted in a supply chain network that is too concentrated in China, making the supply chain susceptible to shocks such as a pandemic or a natural disaster.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Their prescription is one of \u201ceconomic sovereignty\u201d, which essentially means autarky, in the supply of an ever-expanding list of goods that have a bearing on national economic security, ranging from medical supplies to hats, boots and other equipment that are needed for a foot soldier in a war.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Even though globalisation has brought immense benefits to many countries, especially developing countries that are not resource-rich or do not have extensive manufacturing, the deglobalisation school of thought appears to be gaining momentum among many politicians in these countries.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If left unaddressed, the envy, animosity, malice and feelings of sour grapes that are brewing in the minds of some influential people among China\u2019s trading partners will fester. Ultimately, it may coalesce into a vast global wave of anti-China sentiment, especially against the backdrop of China\u2019s growing trade surplus and foreign exchange reserves.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">While US President Joe Biden\u2019s campaign for \u201cextreme competition\u201d with China may include some of the US\u2019 staunchest allies in the West, the anti-globalisation campaign targeting China may win over some poor developing countries as well. This could develop into a major headache for Chinese diplomats.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Like any game, there will be winners and losers. In globalisation, while the winners are the majority, especially in emerging-market economies, the few losers are mostly those in the developed world whose jobs have gone because they cannot compete. That doesn\u2019t mean that these people do not need help; they do.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Globalisation in its current stage is far from perfect; there is plenty of room for improvement. The pandemic has thrown up a list of issues that we should address. This includes the need for a robust and resilient global supply network, a timely global virus mitigation and containment response through the coordination of the World Health<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organization, and support for countries with inadequate and fragile medical infrastructure.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deglobalisation is not just a vain attempt to turn the clock back. Rather, it will also pit the liberal global economic order that the US itself established after World War II against its domestic partisan politics, based on protectionism and localism.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">From the developing world\u2019s perspective, deglobalisation is not an experiment that regions already suffering religious strife and political instability can afford to dabble in, given the risk of further instability.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">While a retreat into protectionism may improve income equality in some countries, it will reduce the income of both rich and poor, and poverty will worsen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The Chinese stance is an honest admission that globalisation has its problems, but these are problems we can and should address.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The world needs to move into phase two of the globalisation process, which I call \u201creglobalisation\u201d, in which we work on mitigating inequality and strengthening supply chain resilience. A liberal world order needs to be open and inclusive to trade.&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Defend the claim that \u201cthe world needs globalisation 0 rather than retreat into protectionism\u201d. Discuss the extent with which you agree with this statement.<\/li>\n\n\n\n<li>Highlight some of the main tools that can be implemented by a country that opts for (15)<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Discuss the main theories underlying mercantilism and justify its relevance in current times by providing examples of countries that are implementing mercantilist (20)<\/li>\n\n\n\n<li>Critically discuss the importance of regional integration for developing countries and justify its role in assisting Africa during the pandemic (20)<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question Three<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the extract below and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">COVID-19 impacts on foreign direct investments in sub-Saharan Africa<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In June of this year, the United Nations Conference on Trade and Development (UNCTAD) released its 2021 World Investment Report, in which it focuses on investing in a sustainable recovery from the pandemic. The report itself looks at how the COVID- 19 pandemic impacted foreign direct investment globally and investment priorities for the recovery phase. The complex health and economic challenges created by the pandemic throughout the African continent have significant impacts on the foreign direct investment (FDI) both to and from the region. In fact, Africa\u2019s share of total global FDI inflows for developing economies fell from 6.3 percent to 5.9 percent between 2019 and 2020 (Figure 1). Although FDI inflows were already on a decline, COVID-19 continued to have a negative impact on investment globally and regionally.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Figure 1. Foreign direct investment inflows, 2007-2009 and 2018-2020<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Overall, FDI inflows to sub-Saharan Africa decreased by 12 percent between 2019 and 2020, but a few countries did see investments grow. In fact, Central Africa registered a consistent increase in FDI with inflows increasing to $9.2 billion from $8.9 billion. East Africa and southern Africa, on the other hand, saw 16 percent drops in inflows each since 2019. Notably, even within regions the impacts of the pandemic varied. For example, in West Africa, Ghana saw a 52 percent decline in FDI inflows in the year 2020\u2014a drop from $3.9 billion to $1.9 billion; meanwhile, inflows to Nigeria slightly increased from $2.3 billion in 2019 to $2.4 billion in 2020.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">FDI outflows were also impacted by the COVID-19 pandemic, but, again, varied across and within regions (Figure 2): According to the report, FDI outflows from Africa fell by two-thirds from $4.9 billion in 2019 to $1.6 billion in 2020. Notably, the highest outflows came from Togo, which, according to the report, were mostly to other African countries. For example, Togolese company Afrik Assurances opened financial services operations in Benin and C\u00f4te d\u2019Ivoire during the pandemic. While Ghana saw a decrease in outflows, it still made up a significant percentage of total outflows from the continent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Another notable trend was the significant drop in outflow investment for southern Africa, which, according to the authors, is due to South African multinational enterprises repatriating capital from foreign countries.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Figure 2. Foreign direct investment outflows, 2007-2009 and 2018-2020<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The report authors, overall, remain optimistic despite these drops. In fact, UNCTAD suggests that Africa will see a rise in both FDI inflows and outflows in the year 2021 with potential to reach pre-COVID levels in 2022. Notably, the report also suggests that<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">the African Continental Free Trade Area and the Sustainable Investment Protocol (phase II of the AfCFTA) could boost FDI flows in the long term as well. In the long run, for a successful recovery, the authors stress increasing vaccine availability and call for international financial support, among other country-focused policies.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Taking the article into consideration, formulate policies that would allow Africa to \u201csee a rise in both FDI inflows and outflows in the year 2021 with potential to reach pre-COVID levels in 2022\u201d.<\/li>\n\n\n\n<li>Critically evaluate the role of exchange rate systems in influencing FDI and trade level<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>12.2.1 Information And&nbsp;Knowledge&nbsp;Management<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following article and answer the questions that follow: Managing Technology in Operations Management<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In last decade or so technology has changed the way organisations conduct their business. The advent of technology in operations management has increased the productivity of organisations.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Technology and Operations Management<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The scope of technology and operations management has evolved over a period and has moved from development of products into design, management and improvement of operating systems and processes. The utilisation of technology in operations management has ensured that organisations are able to reduce the cost, improve the delivery process, standardise and improve quality and focus on customisation, thereby creating value for customers.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Integration of Technology with Production System Technology drives efficiency in organisations and increases the productivity of the organisation. However, bringing technology into the production system is a highly complex process, and it needs the following steps:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Technology Acquisition<\/strong>: Technology acquired should align with overall objectives of the organisation and should be approved after an appropriate cost-benefit analysis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Technology Integration<\/strong>: Technology affects all aspects of production i.e. capital, labour and customer. Therefore, a solid technology integration plan is required.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Technology Verification<\/strong>: Once technology has been integrated, it is important to check whether it is delivering operational effectiveness.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Technology in Manufacturing and Design<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Technology is being extensively used in the customisation of products and services. The usage of computers and supporting electronic systems is an integral part of the modern industrial and services industry. Current techniques can be broadly classified into following categories:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Computer-Aided Design (CAD): CAD facilitates linking of two more complex components of design at very high level of accuracy thus delivering higher productivity.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Computer-Aided Manufacturing System (CAM): Precision is very essential in operating any machines and therefore, Computerized Numerically Controlled machines are used, thus ensuring highest level of accuracy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Standard for the Exchange of Product Data: As the name suggests product design is transmitted among CAM and CAM in three dimensions. Standard for The Exchange of Product Data process sharing of product across all phases of product life cycle and serves as neutral file exchange.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Software Systems in Manufacturing<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There are various software systems available to integrated operations and manufacturing functions with other business functions of organisation. Some of the common software systems are Enterprise Resource Planning (ERP), Supply-Chain Management (SCM), New-Product Development (NPD) and Customer Relationship Management (CRM).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Enterprises Resources Planning (ERP) links all business functions like manufacturing, marketing, human resource and finance through a common software platform. The main benefits of the ERP solution are that it not only reduces database errors but also delivers value to customer through faster delivery and order fulfillment.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Automation in Production and Operations<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Automation reduces manual intervention in the manufacturing process. It increases productivity and reduces margin of error thereby facilitating economies of scale. There is this-advantages of automation also, such as unemployment, high breakdown cost and initial capital investment. Therefore, automation may not be suitable in all situations and in the end alignment with an overall organisation objective is important.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Challenges<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Technology can be a facilitating factor in bringing about change in operations and production management. But it may not be feasible to use technology in all aspects with challenges coming through high initial cost of investment, high cost of maintenance, and mis-management.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Questions:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 Examine with the use of relevant examples from the article how technology can be integrated into a production system. (20)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2 Determine how supply chain information management systems can increase productivity and create efficiencies in the supply chain. (10)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.3 Assess the importance of enterprise applications in eliminating the \u201cSilo\u201d effect<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There is no one single information system that will satisfy all the needs of an organisation. At first glance, it can be difficult to comprehend all the different systems in a business, and even more difficult to understand how they relate to one another.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With regards to the above information, discuss the role, concept and purpose of each of the different information systems that serve different management groups.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Three&nbsp;<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.1 Assess the impact of information system on an organisations resistance to change.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2 Examine the five moral dimensions with regards to information systems.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>12.2.1 Operations And&nbsp;Supply&nbsp;Chain&nbsp;Management<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Numerous supply networks and channels are involved in the production and delivery of products and services. Before goods reach the customer, they go through a chain of processes that could include anything from operations management to logistics, procurement, IT and warehousing. Supply Chain Management (SCM) can be defined as the integrated management of supply chain activities, and has the primary goal of creating value, boosting infrastructure, leveraging global logistics and delivery.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Select an organisation you are familiar with and answer the following:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Supply Chain&nbsp;Technology<\/strong>:&nbsp;There is no doubt that technology can help to simplify supply chain management, which will enable organisations to operate more efficiently, giving more visibility and control over inventory, and ultimately help to reduce operational costs. With this in mind: 1.1 Identify the new technologies that can be used in the supply chain. 1.2 Give an overview of the technology used in your organisation\u2019s supply chain and indicate how such technologies are integrated with your supply chain partners. 1.3 Identify the seven (7) principles of supply chain management and demonstrate, using appropriate examples, how your organisation applies these principles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Inventory Management and Risk Pooling<\/strong>:&nbsp;The effective management of inventories in the supply chain is one of the key factors for success in any organisation. The major challenge is balancing the supply of inventories with the demand for goods. Ideally, an organisation would want to have enough inventories to satisfy the demands of its customers without losing revenue due to a stock-out situation. 1.4 Discuss how inventories are managed and what your organisation\u2019s inventory management policies are<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Evaluating Supplier&nbsp;Performance:&nbsp;<\/strong>1.5 Give an overview of the Key Performance Indicators (KPI) that your organisation uses in evaluating the performance of its suppliers.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Khoza\u2019s Manufacturing makes calculators for the local retail markets. They have received an order of 4500 calculators. The order is due for delivery on week 5. Each calculator consists of a cover, process chip and keypad. The cover is made up of a display unit and 2 battery housings. The cover is made by the firm and takes 2 weeks to produce. The process chip and keypads are ordered and the lead time is three weeks. Final assembly requires 1 weeks. There are scheduled receipts as follows:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.1 Construct a Bill of Material (BOM) for the above.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.2 Draw an Assembly Time Chart.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.3 Develop a net requirement plan for Khoza\u2019s Manufacturing.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Three<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Month<\/td><td>Actual Sales 2020<\/td><td>Forecast 2021<\/td><\/tr><tr><td>May<\/td><td>100<\/td><td>105<\/td><\/tr><tr><td>June<\/td><td>80<\/td><td>&nbsp;<\/td><\/tr><tr><td>July<\/td><td>110<\/td><td>&nbsp;<\/td><\/tr><tr><td>August<\/td><td>115<\/td><td>&nbsp;<\/td><\/tr><tr><td>September<\/td><td>105<\/td><td>&nbsp;<\/td><\/tr><tr><td>October<\/td><td>110<\/td><td>&nbsp;<\/td><\/tr><tr><td>November<\/td><td>125<\/td><td>&nbsp;<\/td><\/tr><tr><td>December<\/td><td>120<\/td><td>&nbsp;<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">3.1 Calculate the 2021 forecast for the months of June to December using the exponential smoothing method with a smoothing constant of \u03b1 = 0.2<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2 Calculate the Mean Absolute Deviation (MAD)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2 Compute the Mean Absolute Percentage Error (MAPE)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>12.2.1 Managerial&nbsp;Economics<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One&nbsp;<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the extract below and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">South Africa Battery Manufacturing and Supply Market Report 2021 &#8211; ResearchAndMarkets.com<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This report focuses on the manufacture of batteries and includes comprehensive information on the state of the sector including primary, automotive, energy storage, industrial and lithium-ion batteries, electric vehicles, technology, recycling and other environmental factors.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There are profiles of nine companies including Eveready, the only primary battery manufacturer in South Africa and other major brands such as Energizer and Duracell.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Other companies profiled include AutoX, involved in the automotive battery replacement market, and First National Battery (under Metindustrial), a major player in the original equipment manufacturer sector, and a supplier of industrial batteries.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The Manufacture and Supply of Batteries in South Africa<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Demand for lithium-ion batteries is expected to increase as internal combustion engine vehicles lose share to electric vehicles. While South Africa has no lithium-ion battery cell manufacturers, several companies are involved in battery pack assembly.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Demand for all types of batteries is also expected to come from the rollout of renewable energy projects. Battery demand in South Africa is being driven by the growth in the number of renewable energy projects, an increasing number of homeowners and by industrial and commercial users looking for a reliable energy source as load-shedding continues.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Electric Vehicles<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Global sales of new energy vehicles (battery, hybrid and fuel cell) accelerated in 2020, despite the decrease in new vehicle sales due to the pandemic.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The number of electric vehicles in South Africa is small, although studies indicate the importance of local vehicle manufacturers moving away from combustion engine vehicles to ensure the industry&#8217;s long-term sustainability. Electric vehicles are expensive and there is a limited charging infrastructure. Import tariffs are a significant inhibitor for investment in electronic vehicle manufacturing.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Stationary Energy Storage<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In South Africa, the energy storage market continues to grow, as new independent power producer projects come on stream and as load-shedding continues. Load- shedding is driving demand for back-up power and uninterrupted power supply applications, particularly in commercial, industrial and agricultural applications where the costs of energy insecurity are high. (Source: https:\/\/www.businesswire.com\/news\/home\/20210902005487\/en\/South-Africa- Battery-Manufacturing-and-Supply-Market-Report-2021&#8212;ResearchAndMarkets.com)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 Taking the article into consideration, explain what is likely to happen to prices of batteries due to the aforementioned changes in demand and\/or supply.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2 Given the nature of electric cars, explain the importance of price elasticity of demand to electric car manufacturers.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the extract below and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">South Africa needs more competition in its mobile market<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In the recent State of the Nation address President Cyril Ramaphosa hailed the South African Competition Commission\u2019s ruling to dramatically reduce data prices as \u201can important step to improve lives, bring people into the digital economy and stimulate online businesses\u201d.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Late last year the Commission told dominant operators to reduce their retail prices by between 30% and 50% within two months. But will the proposed interventions produce these outcomes?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">South Africans do indeed pay some of the highest prices for data on the continent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The country is ranked 19 out of 46 countries on the RIA African Mobile Pricing (RAMP) Index. The prices of the first-entrant operators \u2013 MTN and Vodacom \u2013 remain high relative to Cell C and Telkom Mobile, which dropped their prices in the first half of last year.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But the commission\u2019s cuts in retail prices will not fix poor competitive outcomes in the market. That can only be resolved by regulating the underlying bottlenecks in the wholesale market. These include the costs of roaming and facilities leasing.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The bottlenecks are correctly identified in the commission\u2019s summary report. It urges the sector regulator \u2013 the Independent Communications Authority of South Africa \u2013 to remedy the situation urgently.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Telecommunications regulators around the world define markets and determine dominance to design the appropriate ex-ante regulation to promote competition. Ex-ante regulations are those designed to protect consumers in the retail market by safeguarding fair competition in wholesale markets where the bottlenecks occur. They design regulations in the interest of delivering affordable user prices and efficient investments.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It\u2019s for this reason that South Africa\u2019s 2005 Electronic Communications Act requires the communications regulator to undertake a market review to determine and remedy market dominance. But it has failed to conclude a review for over 10 years. This would have created a more level playing field for late entrants by reducing the negative duopoly effects of MTN and Vodacom on the market. One such effect is high prices.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Prices and profit levels of the incumbents are high, as the benchmarking by the commission correctly shows. This indicates that the operators could accommodate retail<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">price reductions. But the right price for data ought to result from effective regulation and competition in the wholesale market.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Regulator\u2019s failures<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The regulator has failed for more than a decade to finalise this critical determination. It has undertaken the market review three times at enormous public expense, twice to completion. Last year it made an interim finding on markets but failed to propose remedies for dominance.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Operators should not be penalised for their business success in a fair competitive market. But the dominance of the incumbents, MTN and Vodacom, in the wholesale market prevents the late entrants, Cell C and Telkom Mobile, from competing fairly and being able to exert pricing pressure.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is because data quality is as important as price. Probably more so. At the height of the #datamustfall campaign South African\u2019s continue to forgo the far lower prices offered by Cell C and Telkom Mobile for the more expensive, higher quality network of the dominant operators. This while the market share of the dominant players continued to increase at the expense of the late entrants.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Vodacom and MTN\u2019s dominance gives them the liquidity to reinvest in their network infrastructure, extending coverage and improving quality. Vodacom was swift off the mark a few years ago. It used the profits from its successful voice business to invest in its data network. It quickly became the most pervasive and best quality network.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This enabled Vodacom (and later MTN when it had woken up to the fact that it could not milk its voice services any longer) to attract more customers, and become more profitable. This placed the operators in a better position to enhance the quality of their networks by re-engineering their existing networks to offer competitive 4G services. This was in the absence of the regulator releasing this high-demand spectrum allocated for 4G use for over six years.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Even in the absence of anti-competitive practices, this has created a virtuous business cycle for the dominant operators. And a vicious one for smaller operators.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Unintended consequences<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">As welcome \u2013 or as politically expedient \u2013 as the commission\u2019s decision is for cash strapped consumers there are several possible unintended consequences of the retail price intervention.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If the communications authority doesn\u2019t address the wholesale issues urgently, the outcome could be that Vodacom and MTN, with dramatically reduced prices, will attract price-sensitive users from the late entrant networks. This would leave Cell C and Telkom Mobile unable to compete on either price or quality.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With dominant operators\u2019 prices more attractive, and late entrants unable to address critical quality challenges, this will intensify the factors driving subscribers to the dominant operators\u2019 networks.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The public focus has been on the mandatory retail price reductions for operators and the immediate relief it would provide to consumers \u2013 but policy makers and the regulators should consider possible unintended consequences of this intervention for the critical sector to the new economy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Undoubtedly, one possible outcome is the inhibition of critical network investment. R70 billion of MTN and Vodacom\u2019s significant surpluses have gone into network investment over the past three years. This is despite not receiving any new spectrum during this time.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Although prices are indeed too high \u2013 and the profitability of the dominant operators is excessive \u2013 their significant role in the economy has to be recognised and carefully managed. The lack of signalling by the commission of the nature and extent of the remedies imposed hit the share prices of Vodacom and MTN.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There is no benefit in this for anyone, least of all the country\u2019s fragile, zero-growth economy. Of particular concern is that it may result in negative investor sentiment while still failing to address the underlying reasons for the high communication costs in the country.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The commission was at pains to point out that its intervention was a response to the absence of effective regulation by the communications authority in the wholesale market. This included the critical issues of releasing the high demand spectrum that has stifled cost-effective 4G deployment in South Africa.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.1 Describe the characteristics of the mobile market structure and identify the type of market it belongs to.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2.2 Taking into consideration the conditions for successful collusion, discuss the extent to which collusion is likely in the mobile network market.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Three<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the extract below and answer the questions that follow:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The rand is on a run \u2013 here\u2019s where it could be heading towards the end of 2021<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Global uncertainty has increased over the past two months, unsettled by Covid-19 mutations and new lockdown restrictions, which is likely to impact the rand and other emerging market currencies, says Nedbank.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The frequent restrictions on economic activity in many parts of the world continue to aggravate supply shortages and transport bottlenecks, keeping prices of raw materials and intermediate goods elevated, the bank said in a research note this week.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cWhile temporary distortions, mainly pandemic-related disruptions, appear to cause global inflation, the US will start to normalise monetary policy over the next 12 months. This event will affect capital flows to the emerging market economies, but the impact could be less severe if commodity prices remain relatively firm and the global recovery continues.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cGiven these counterbalancing forces, we have revised our rand forecasts to reflect a more resilient picture over the near term. We still expect a mild depreciation during the rest of this year, followed by more significant weakness in 2022.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The bank forecasts that the local unit will likely trade weaker towards the R14.83\/dollar mark towards the end of 2021, increasing to the R15\/dollar mark by mid-2022. Similar weakening is expected against the pound and euro, however not to the same extent as the greenback.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The below table shows the fully monthly exchange rate forecasts for the coming months by Nedbank\u2019s group economic unit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The South African rand traded around R14.15 against the dollar, hovering at its strongest level since early July, as the greenback remained subdued, financial services firm Citadel noted. \u201cThe risk rally continues to bolster the performance of the local currency, as markets continue to position themselves for a Dovish Fed for longer than expected,\u201d it said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">At 12h30 on Friday (10 September), the rand was trading at the following levels again the major currencies:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Dollar\/Rand: R14.11 (-0.35%)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pound\/Rand: R19.57 (0.40%)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Euro\/Rand: R16.70 (-0.23%)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Economic recovery<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In a separate research note, Nedbank said that it expects local economic recovery, even if the country is to see a fourth wave of Covid-19 infections and further lockdown restrictions at the end of 2021.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This comes after the economy fared better than expected in the first half of the year, expanding by 7.5% year-on-year.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cWe still expect a weaker performance in the third quarter, reflecting the impact of stricter lockdown and the destructive riots in Kwazulu-Natal and parts of Gauteng.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThe monthly statistics reflect sharp declines in July, but new vehicle sales and the purchasing managers\u2019 indices point to a convincing return to growth in August, which is likely to gather pace in September. The recovery should broaden over the final quarter even if the country were to experience another wave of new cases and tighter restrictions.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Much of the momentum will continue to come from exports and consumer spending, Nedbank said. It added that the ongoing global recovery, coupled with elevated<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">commodity prices, will continue to underpin exports. At the same time, subdued inflation, low-interest rates and moderate-income growth will support consumer spending.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The turnaround in fixed investment is encouraging, supporting anecdotal reports pointing to an increased workflow for construction companies. However, the pace of recovery in fixed investment off these low levels will be slow, continually undermined by ample spare capacity, weak confidence, electricity shortages and structural constraints, it said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cGiven the government\u2019s stretched finances, spending is likely to remain relatively stagnant. Within the context of the revisions and the stronger first half, GDP growth of over 5% now seems plausible for 2021.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The South African economy advanced by 19.3% year-on-year in the second quarter, after a downwardly revised 2.6 ?cline in the previous period, comfortably beating market expectations of 17.5%, Citadel pointed out.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cIt was the strongest expansion on record, coming off a low base from last year, and further assisted by the relaxation of lockdown restrictions amid the Covid-19 pandemic.\u201d 3.1 Explain, with the aid of a diagram, the impact of a depreciation of the rand on the South African economy. (15)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.2 Taking the article into consideration, explain the expected performance of the South African economy according to some of the key macroeconomic variables.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3.3 Highlight the main benefits of increasing trade for the South African economy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>12.2.1 Strategic&nbsp;Marketing<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;One<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the following article and answer the questions that follow: Using Marketing Information Systems (MIS)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What a marketing information system is and how it helps your business If your company puts time and resources toward market research, you want to make the most of your investment by managing and implementing that information. Using a marketing information system (MIS) is one way to deal with the volumes of data created by research firms or even by small business owners.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What Is a Marketing Information System?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A marketing information system gathers, stores, analyses, and distributes marketing data to the managers and teams that need it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An MIS is made up of three components:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1. The four types of data that can be analysed by the MIS.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">2. Computer hardware and software that gathers and analyses data, then uses the results to generate reports.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">3. An output system that distributes reports to marketing and advertising decision-makers.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The Four Types of Data in a Marketing Information System<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An MIS is designed to be a multifunctional system and can handle data from multiple sources.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These data usually fall into one of four categories discussed below:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Acquired databases<\/strong>: Enormous amounts of marketing, sales, and consumer information can be stored and accessed via database, many of them available at low or no cost to companies. Government databases, for instance, contain economic and demographic information on individuals, groups, and companies. Databases and reports generated by companies like Deloitte can provide information on consumer behaviour and business trends. Businesses of all sizes can input these databases into their MIS and use them to make marketing and expansion decisions.<\/li>\n\n\n\n<li><strong>Internal company data<\/strong>: Data from sales and marketing activities within your company can be sent to the MIS and turned into valuable reports. You can also integrate an MIS with a company intranet, or internal communications network, to access information on different business units, departments, and even employees.<\/li>\n\n\n\n<li><strong>Marketing intelligence<\/strong>: You can access information about your target market environment through smart intelligence systems that monitor competitors&#8217; websites, industry trade publications, and marketplace observations by employees and managers. Other avenues for market intelligence include trade shows, talking with customers and prospective customers, conversing with distributors, product testing and comparison, and mystery shopping. All these data points can be entered into your marketing information system.<\/li>\n\n\n\n<li><strong>Marketing research<\/strong>: The marketing research and data integrated into the MIS includes information from syndicated and custom research reports, which you can gather from secondary research or new primary research. The more specific and unique the information your marketing research information provides about your business environment, competitors, and customers, the more value it will have to your company.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Why Use a Marketing Information System?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An MIS can be used to keep your internal teams informed and on task. It can also allow you to communicate more efficiently and reliably with an external market research company. And, since the data is stored within the system, you can continue to use it in the future as you make strategic growth decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The more systems you have within your business, the more efficient your business can become. Using an MIS provides relevant information to your marketing and sales departments on a reliable basis, allowing your teams to make strategic, profitable decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>QuestionsOne<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.1 With reference to the article and with the use of relevant examples elaborate on the four categories of marketing data that serves as input to a marketing information system<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.2 Elaborate on the advantages marketers have for observing the external environment<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">1.3 Examine the importance of a marketing information system.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Two<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Major societal forces today, major, and sometimes interlinking, societal forces have created new marketing behaviours, opportunities, and challenges.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With regards to the above information examine the new marketing realities that are impacting the marketing strategies of contemporary organisations.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Question&nbsp;Three<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Elaborate on the strategies a marketing manager could implement to counteract the challenges of the mature product life cycle stage.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Assignment Task Question One Brozierz Ltd, operate in the engineering industry. They feel that some of their older equipment need to be replaced. They seek your help to calculate their cost of capital. Their present capital structure is as follows: Additional information: Required: 1.1 Assuming that the company uses the Capital Asset Pricing Model (CAPM) [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1652","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Brozierz Ltd Engineering Industry Assignment - My Blog<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/britainwriters.com\/answers\/brozierz-ltd-engineering-industry-assignment\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Brozierz Ltd Engineering Industry Assignment - My Blog\" \/>\n<meta property=\"og:description\" content=\"Assignment Task Question One Brozierz Ltd, operate in the engineering industry. They feel that some of their older equipment need to be replaced. They seek your help to calculate their cost of capital. 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