Bcom Y3 Aa Calendar July 2022 Final

REGENT Business School
Bachelor of Commerce
Year 3
JULY 2022
Academic and Assessment Calendar

BACHELOR OF COMMERCE YEAR 3 – ACADEMIC AND ASSESSMENT CALENDAR - DISTANCE
CONTENTS PAGE
1. MESSAGE FROM THE PROGRAMME COORDINATOR 3
2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR 4
3. CONTACT INFORMATION 4
4. STUDENT SUPPORT SERVICES 5
5. PROGRAMME STRUCTURE AND DUE DATES 6
6. WORKSHOPS 7
7. PROGRAMME ASSESSMENT 9
8. ASSIGNMENT SUBMISSION GUIDELINES 10
9. PRESCRIBED/RECOMMENDED READINGS 11
10. ASSIGNMENT SCHEDULE 14
11. EXAMINATIONS 91
APPENDIX A: ASSIGNMENT COVER SHEET 96
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REGENT BUSINESS SCHOOL (RBS) – JULY 2022
1. MESSAGE FROM THE PROGRAMME COORDINATOR
Welcome to REGENT Business School (RBS).
It gives me great pleasure in addressing you as the Programme Coordinator for the Bachelor of
Commerce Degree. We at RBS are excited that you have joined and hope that this year brings
you much enjoyment, enthusiasm and most importantly, a fruitful academic learning
experience.
The Bachelor of Commerce programme at RBS is an expansive Degree course that aims to
develop your analytical, communication/inter-personal and problem-solving skills.
The Degree has a particular focus on understanding the factors that drive economic and
managerial behaviour at the individual and organisational levels and allows for an opportunity
to develop your functional as well as reflective competencies in areas such as:
• Management,
• Leadership,
• Entrepreneurship and;
• Administration.
Through the duration of your studies, you will receive academic support from your facilitators,
and electronic content will be uploaded to the student portal. Studying towards this programme
requires a lot of hard work, but there is no better sense of personal achievement than the
satisfaction experienced at graduation upon completion of your studies.
I therefore wish you the very best throughout your studies and look forward to getting to know
you better in the months ahead.
Best wishes
Shaheen Khan
BCOM Programme Coordinator
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2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR
The objective of the academic and assessment calendar is to clearly define the rollout for the
academic year ahead, and assist the student in grasping the assessment terminology and
requirements. Students will find the programme structure inclusive of the module outlines,
timeframes and other important deliverables.
The calendar contains all the formative assessments that need to be completed and submitted,
together with the summative assessment dates.
The assessment and academic calendar is a supplementary booklet, and it is imperative
that it be referenced in conjunction with the General Handbook for the academic year.
3. CONTACT INFORMATION
RBS OFFICES
REGENT Business School offers its academic programme via the distance learning mode of
delivery. All administration of academic programmes are conducted at REGENT Business
Schools Head Office in Durban. The Johannesburg Office provides administrative support
services and helps facilitate communication between the Head Office and students.
The contact details of the offices are follows:
Durban – Head Office

Physical Address:
35 Samora Machel Street
Durban
4001
South Africa
Postal Address:
PO Box 10686
Marine Parade, 4056, South Africa
Telephone: +27 31 304 4626
Fax:+27 31 304 7303
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SUPPORT CENTRES
Johannesburg Pretoria Cape Town
Physical Address: Physical Address: Physical Address:
13 Frost Avenue Hillcrest Office Park Podium Level, Block D
Sunnyside 177 Dyer Road The Boulevard Office Park
Auckland Park Hillcrest 40 Searle St
Johannesburg Pretoria Woodstock
2092 0083 Cape Town
7925
Telephone: +27 11 482 1404 Telephone: +27 12 764 1300 Telephone: +27 21 422 5267
East London Namibia – Windhoek Namibia – Ongwediva

Physical Address: Physical Address: Physical Address:
6 – 8 Donald Road Unit 8 Coolmaster Complex
Vincent Moth Centre Ongwediva
East London Centaurus Road Main Road
5217 Windhoek Namibia
Telephone: +27 43 721 1271 Telephone: +264 6122 1480 Telephone: +264 6523 8567
Swaziland - Mbabane Swaziland - Eswatini

Physical Address: Physical Address:
Shop No.13 Plot 132
The New Mall Mbhabha Street
Lot 2202, Extension 1 Manzini (next to Eswatini
Mbabane Milling)
Telephone: +268 240 49440 Telephone: +268 2505 5890
WEBSITE: http://www.regent.ac.za
Email: studentsupport@regent.ac.za
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4. STUDENT SUPPORT SERVICES: STUDENT ENGAGEMENT HUB
Student centric education is one of the major policy objectives of REGENT Business School. In
pursuance of this policy, the institution established a dedicated office to deal with student
enquiries called the Student Engagement Hub managed by a team which is committed to the
principle of excellence in service delivery.
More importantly, the Student Engagement Hub gives meaning and credence to the
institution’s motto – “Taking The Distance Out Of Distance Learning”. The team at the Hub
ensures that the many challenges and problems experienced by students with distance
learning are dealt with efficiently.
Furthermore, to coordinate all student queries and ensure timeous and appropriate feedback; a
specially designed system has been developed with the following focus:
➢ Formalisation of all queries and generation of reference numbers for future communication.
➢ Coordination of communication between students and the different divisions of the Regent
Business School.
➢ Finalisation of each query.
➢ Identification of student challenges, with strategies to support students with a view to
mitigating challenges.
REGENT Business School is committed to the success and well-being of its students through a
rewarding and fulfilling study experience.
We wish you everything of the best with your studies. Please feel free to contact the support
staff of RBS by email at
studentsupport@regent.ac.za
5. PROGRAMME STRUCTURE
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BCOM YEAR 1
SEMESTER MODULES YEAR MODULES (ANNUAL)
(EXAMINATIONS IN SEMESTER 1) (EXAMINATIONS IN SEMESTER 2)
• Business Communication 101 • Business Management 1
• Statistics 102 • Economics 1
• Accounting 1
BCOM YEAR 2
(EXAMINATIONS IN SEMESTER 1) (EXAMINATIONS IN SEMESTER 2)
• Commercial Law 201 • Business Management 2
• Information Systems 202 Students choose any 2 of the following:
• Economics 2
• Accounting 2
• Human Resource Management 2
• Marketing 2
• Health Management 2
• Supply Chain Management 2
• Project Management 2
• Information Technology 2
• Risk Management 2
• Retail Management 2
BCOM YEAR 3
(EXAMINATIONS IN SEMESTER1) (EXAMINATIONS IN SEMESTER 2)
• Entrepreneurship 301 • Business Management 3
• International Business 302 or Taxation 302 Students choose any 2 of the following: (follow up from
nd
2 year electives)
• Economics 3
Note: • Accounting 3
If a student is registered for Accounting 3, then • Human Resource Management 3

he/she has to register for Taxation 302 • Marketing 3
5.1. IMPORTANT PROGRAMME DATES
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The due dates for programme deliverables inclusive of workshop, assignment, and exam
dates, have been revised and will be communicated via the “myRegent” portal. Please await a
communique in this regard.
6. WORKSHOPS
Workshops will be held in Webinar format in “MSTeams”. A schedule with links will be sent
through via email.
6.1 WORKSHOP VENUES FOR SEMESTER ONE AND TWO

COUNTRY CITY VENUE
South Africa Durban
35 Samora Machel (Aliwal) Street, Durban

South Africa Johannesburg 13 Frost Avenue, Sunnyside, Auckland Park,
Johannesburg
Lot 132 City Centre, Swaziland
Swaziland Manzini
Mbhabha Street
Commercial Area, Manzini – Near Swaziland Milling
• Workshops will be held at the venues above, depending on student enrolment.

• In addition, workshops could be held at venues not mentioned above, depending on
student enrolment.
• Workshop schedules may be adjusted on the day of the workshop.
Students should carry all study material to each workshop.
6.2 WORKSHOP MODULES AND STRUCTURE

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Workshops will be conducted for the following modules:

WORKSHOP
SEMESTER ONE: JULY – DECEMBER 2022
SEMESTER ONE START DATE
• International Business 302 Or Taxation 302

• Entrepreneurship 301
• Business Management 3
ELECTIVES Commencement date
• Economics 3 20 August 2022
• Accounting 3
• Marketing 3
WORKSHOP
SEMESTER TWO: JANUARY – JUNE 2023
SEMESTER TWO START DATE
• Business Management 3
ELECTIVES
• Economics 3
• Accounting 3
Commencement date
• Marketing 3 18 February 2023
Special Note: Elective workshops will be conducted subject to sufficient
student numbers
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7. FORMATIVE ASSESSMENT (ASSIGNMENTS)
• For annual modules a student is required to submit two assignments per module
(assignment 1 and assignment 2)[formative] and one formal written examination
(summative). Both assessments are compulsory.
• For semester modules a student is required to submit one assignment (formative) and
one formal written examination per module (summative). Both assessments are
compulsory.
• The final mark is computed as a weighted average of 40% from the formative
component and 60% of the summative component.
N.B A student is required to obtain a final mark of at least 50%, a sub-minimum of 30%
for the formative component and at least 40% for the summative component to pass a
module.
• Refer to the General Handbook, for details pertaining to REGENT Business
School’s Assessment Policy
8. ASSIGNMENT SUBMISSION GUIDELINES
The submission of assignments is compulsory. Students who do not submit an assignment for
a module may be refused entry to the examination in that module. There is normally one
assignment per module. The dates indicated in the assignment submission schedule are the
final due dates. Students will be penalised if they submit assignments after the final
submission date. Hand written assignments will not be accepted.
Ensure that an assignment cover page is attached to your assignment before submitting.
Please print your own assignment cover page. Assignments that do not have an assignment
cover page will not be processed for assessment. A sample copy is attached at the back of this
academic and assessments calendar.
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8.2 Mode of Submission
Kindly note that all assessments for your registered modules must be submitted through the
REGENT Online portal.
Take note of the following important requirements:
• Ensure that you use a computer, or an appropriate device
• Ensure that you have stable internet connectivity;
• You must be online to download the assignment question and online to upload your
answer booklet
To submit your assessments, please note the following steps:
Step 1: Click on your browser, and type in https://regentonline.ac.za

Step 2: Enter in your student number and password
Your login password format is Rbsddmmyyyy, where ddmmyyyy is your date of birth.
Once you have typed in your student number and password, click on Log in.
Step 3: Click on the module that you want to submit the assignment for.
Step 4: Now click on Compulsory Assignment. (this is a section heading in your course)
Step 5: Read through the instructions for the assignment. A detailed guideline document is
available on the portal
Should you have any queries, then kindly write to studentsupport@regent.ac.za
It is imperative that the General Handbook be further referenced on the

assignment rules and guidelines for submission of assignments.
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9. PRESCRIBED/RECOMMENDED READINGS
Based on the publication of new editions as well as ongoing programme design
development and review, the prescribed lists of textbooks are subject to review and/or
change on a regular basis. The latest edition of each book should beused. Students are further
encouraged to consult their module guides for additional and recommended readings.
MODULE BCOM YEAR 3 - TEXTBOOK/S
Title: Introduction to Business Management- 10th Edition

Author/s: Du Toit, G S Erasmus, B J and Strydom, J W
Publisher: Oxford University Press
Title: Business Management - A Value Chain Approach-
2nd Edition
Business Management 3
Author/s: Nieman and Bennet
Publisher: Van Schaik
Title: Management- 5th South African Edition

Author/s: Hellriegel, Slocum and Jackson
Publisher: Oxford University Press
Title: Marketing Management- 15th Edition
Marketing 3 Author/s: Kotler and Keller
Publisher: Prentice Hall
Title: Economics for South African Students- 6th Edition

2020
Author/s: Mohr P, Fourie and Associates
Economics 3 Publisher: Van Schaik
Title: Economics- 3rd Edition 2020

Author/s: Parkin, Powell and Mathews
Publisher: Harlow: Pearson Addison-Wesley
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Title: Gripping GAAP – 2020 Edition

Accounting 3 Author/s: CL Sowden-Service
Publisher: Lexis Nexus
Title: Health Service Management- 2011 Edition

Author/s: Muller/ Bezuidenhout/Jooste
Publisher: Juta
Title: Introduction to Health Services Management- 3rd

Edition
Health Management 3
Author/s: Booyens
Publisher: Juta
Title: Managing in Health and Social Care- 2nd Edition

Author/s: Martin, Charlesworth and Henderson
Publisher: Routledge
Title: Human Resource Management: 10th Edition

Human Resources Author/s: Nel P.S, Werner A, Poisat P, Sono T, du
Management 3 Plessis, Ngalo Q
Publisher: Oxford Southern Africa
Title: Entrepreneurship and how to establish your own
business: 5th Edition, 2015
Entrepreneurship 301
Author/s: Nieuwenhuizen,C. Strydom, J
Publisher: Juta
Title: International Business, Competing in the global
marketplace – 13th edition.
International Business 302
Author/s: Hill W. Charles
Publisher: McGraw-Hill
Title: Notes on South African Income Tax: 40th Edition
Taxation 302 Author/s: Haupt, P.
Publisher: Hedron Tax Consulting and Publishing
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Title: Operations Management 3rd edition (2013).

Supply Chain Management 3 Author/s: Kruger, Ramphal and Maritz
Publisher: Oxford.
Title: Successful Project Management. 7th edition 2018

Project Management 3 Author/s: Gido, J and Clements, JP
Publisher: Cengage Learning
Title: Systems Analysis and Design 12th Edition, 2020
Information Technology 3 Author/s: Shelly, GB, Rosenblatt, HJ

Publisher: Tilles scott, Cashman Series
Title: Retail Management a South African Perspective.

Title: Algorithms for Visual Design using the
Retail Management 3 Author/s: Terblanche, et al. (2016). 2 nd Edition
processing Language.
Publisher: Oxford
Author/s: Terzidis, T
Title: Risk Management
Publisher: (2016),Inc
Willey Publishing 4th Edition.
Risk Management 3 Author/s: Valsamakis A.C., Vivian R.W., du Toit G.S.
Publisher: Heinemann
Publisher: Willey Publishing Inc
All prescribed textbooks may be purchased
Publisher: fromPublishing
Willey Shesha Books
Inc or any other
accredited bookseller. You can contact Shesha Books on +27 31 3322702 or email
sales@sheshabooks.co.za for further details.
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10. ASSIGNMENT SCHEDULE
MODULE ASSIGNMENT SUBMISSION DATE
SEMESTER ONE
Entrepreneurship 301 05 September 2022

International Business 302 12 September 2022
Taxation 302 12 September 2022
Business Management 3 20 September 2022
Project Management 3 23 September 2022
Accounting 3 27 September 2022
Health Management 3 30 September 2022
Retail Management 3 30 September 2022
Risk Management 3 04 October 2022
Marketing Management 3 07 October 2022
Supply Chain Management 3 11 October 2022
Economics 3 14 October 2022
Human Resource Management 3 18 October 2022
Information Technology 3 24 October 2022
SEMESTER TWO
Project Management 3 - Assignment 2 06 March 2023
Accounting Management 3 - Assignment 2 13 March 2023
Health Management 3 - Assignment 2 17 March 2023
Retail 3 - Assignment 2 17 March 2023
Business Management 3 - Assignment 2 22 March 2023
Risk Management 3 27 March 2023
Economics 3 03 April 2023
Human Resource Management 3 11 April 2023
Supply Chain Management 3 17 April 2023
Marketing Management 3 24 April 2023
Information Technology 3 02 May 2023
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10.1 ASSIGNMENT QUESTIONS: SEMESTER ONE (JULY – DECEMBER 2022)

ENTREPRENEURSHIP 301 [100]
QUESTION ONE [55]
Read the following and answer the question that follows:
Exclusive: The Rags-To-Riches Tale Of How Jan Koum Built WhatsApp Into Facebook's
New $19 Billion Baby
Jan Koum picked a meaningful spot to sign the $19 billion deal to sell his company WhatsApp
to Facebook earlier today. Koum, co-founder Brian Acton and venture capitalist Jim Goetz of
Sequoia drove a few blocks from WhatsApp’s discreet headquarters in Mountain View to a
disused white building across the railroad tracks, the former North County Social Services
office where Koum, 37, once stood in line to collect food stamps. That’s where the three of
them inked the agreement to sell their messaging phenom –which brought in a minuscule $20
million in revenue last year — to the world’s largest social network.
Koum, who Forbes believes owns 45% of WhatsApp and thus is suddenly worth $6.8 billion
(net of taxes) -- was born and raised in a small village outside of Kiev, Ukraine, the only child of
a housewife and a construction manager who built hospitals and schools. His house had no hot
water, and his parents rarely talked on the phone in case it was tapped by the state. It sounds
bad, but Koum still pines for the rural life he once lived, and it’s one of the main reasons he’s
so vehemently against the hurly-burly of advertising.
At 16, Koum and his mother immigrated to Mountain View, a result of the troubling political
and anti-Semitic environment, and got a small two-bedroom apartment through government
assistance. His dad never made it over. Koum’s mother had stuffed their suitcases with pens
and a stack of 20 Soviet-issued notebooks to avoid paying for school supplies in the U.S. She
took up babysitting and Koum swept the floor of a grocery store to help make ends meet. When
his mother was diagnosed with cancer, they lived off her disability allowance. Koum spoke
English well enough but disliked the casual, flighty nature of American high-school friendships;
in Ukraine, you went through ten years with the same, small group of friends at school. “In
Russia, you really learn about a person.”
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Koum was a troublemaker at school but by 18 had also taught himself computer networking by
purchasing manuals from a used bookstore and returning them when he was done. He joined a
hacker group called w00w00 on the Efnet internet relay chat network, squirreled into the
servers of Silicon Graphics and chatted with Napster co-founder Sean Fanning.
He enrolled at San Jose State University and moonlighted at Ernst & Young as a security
tester. In 1997, he found himself sitting across a desk from Acton, Yahoo employee 44, to
inspect the company’s advertising system. “You could tell he was a bit different,” recalls Acton.
“He was very no-nonsense, like ‘What are your policies here; What are you doing here?’” Other
Ernst & Young people were using “touchy-feely” tactics like gifting bottles of wine. “Whatever,"
says Acton. "Let’s cut to the chase.”
It turned out Koum liked Acton’s no-nonsense style too: “Neither of us has ability to bullshit,”
says Koum. Six months later Koum interviewed at Yahoo and got a job as an infrastructure
engineer. He was still at San Jose State University when two weeks into his job at Yahoo, one
of the company’s servers broke. Yahoo co-founder David Filo called his mobile for help. “I’m in
class,” Koum answered discreetly. Filo had a small team of server engineers and needed all
the help he could get. “I hated school anyway,” Koum says. He dropped out.
When Koum’s mother died of cancer in 2000 the young Ukrainian was suddenly alone; his
father had died in 1997. He credits Acton with reaching out and offering support. “He would
invite me to his house,” Koum remembers. The two went skiing and played soccer and ultimate
Frisbee.
Over the next nine years, the pair also watched Yahoo go through multiple ups and downs.
Acton invested in the dotcom boom and lost millions in the 2000 bust. For all of his distaste for
advertising now he was also deep in it back then, getting pulled in to help launch Yahoo’s
important and much-delayed advertising platform Project Panama in 2006. “Dealing with ads is
depressing,” he says now. “You don’t make anyone’s life better by making advertisements work
better.” He was emotionally drained. “I could see it on him in the hallways,” says Koum, who
wasn’t enjoying things either. In his LinkedIn profile, Koum unenthusiastically describes his last
three years at Yahoo with the words, “Did some work.”
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In September 2007 Koum and Acton finally left Yahoo and took a year to decompress, traveling
around South America and playing ultimate frisbee. Both applied, and failed, to work at
Facebook. "We're part of the Facebook reject club," Acton says. Koum was eating into his
$400,000 in savings from Yahoo, and drifting. Then in January 2009, he bought an iPhone and
realized that the seven-month-old App Store was about to spawn a whole new industry of apps.
He visited the home of Alex Fishman, a Russian friend who would invite the local Russian
community to his place in West San Jose for weekly pizza and movie nights. Up to 40 people
sometimes showed up. The two of them stood for hours talking about Koum’s idea for an app
over tea at Fishman’s kitchen counter.
Jan Koum signs the $19 billion Facebook deal paperwork on the door of his old welfare
office in Mountain View, Calif. (Photo courtesy of Jan Koum)
“Jan was showing me his address book,” recalls Fishman. “His thinking was it would be really
cool to have statuses next to individual names of the people.” The statuses would show if you
were on a call, your battery was low, or you were at the gym. Koum could do the backend,
but he needed an iPhone developer, so Fishman introduced Koum to Igor Solomennikov, a
developer in Russia that he’d found on RentACoder.com.
Koum almost immediately chose the name WhatsApp because it sounded like “what’s up,” and
a week later on his birthday, Feb. 24, 2009, he incorporated WhatsApp Inc. in California. “He’s
very thorough,” says Fishman. The app hadn’t even been written yet. Koum spent days
creating the backend code to synch his app with any phone number in the world, poring over a
Wikipedia entry that listed international dialing prefixes — he would spend many infuriating
months updating it for the hundreds of regional nuances.
Early WhatsApp kept crashing or getting stuck, and when Fishman installed it on his phone,
only a handful of the hundreds numbers on his address book - mostly local Russian friends -
had also downloaded it. Over ribs at Tony Roma’s in San Jose, Fishman went over the
problems and Koum took notes in one of the Soviet-era notebooks he'd brought over years
before and saved for important projects.
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The following month after a game of ultimate frisbee with Acton, Koum grudgingly admitted he
should probably fold up and start looking for a job. Acton balked. “You’d be an idiot to quit
now,” he said. “Give it a few more months.”
Help came from Apple when it launched push notifications in June 2009, letting developers
ping users when they weren’t using an app. Jan updated WhatsApp so that each time you
changed your status — “Can’t talk, I’m at the gym” — it would ping everyone in your network.
Fishman’s Russian friends started using it to ping each other with jokey custom statuses like, “I
woke up late,” or “I’m on my way.”
“At some point, it sort of became instant messaging,” says Fishman. “We started using it as
‘Hey how are you?’ And then someone would reply.” Jan watched the changing statuses on a
Mac Mini at his townhouse in Santa Clara and realized he’d inadvertently created a messaging
service. “Being able to reach somebody halfway across the world instantly, on a device that is
always with you, was powerful,” says Koum.
The only other free texting service around at the time was BlackBerry’s BBM, but that only
worked among BlackBerries. There was Google’s G-Talk and Skype, but WhatsApp was
unique in that the login was your own phone number. Koum released WhatsApp 2.0 with a
messaging component and watched his active users suddenly swell to 250,000. He went to
see Acton, who was still unemployed and dabbling in another startup idea that wasn’t going
anywhere.
The two sat at Acton’s kitchen table and started sending messages to each other on
WhatsApp, already with the famous double check mark that showed another phone had
received a message. Acton realized he was looking at a potentially richer SMS experience –
and more effective than the so-called MMS messages for sending photos and other media that
often didn’t work. “You had the whole open-ended bounty of the Internet to work with,” he says.
He and Koum worked out of the Red Rock Cafe, a watering hole for startup founders on the
corner of California and Bryant in Mountain View; the entire second floor is still full of people
with laptops perched on wobbly tables, silently writing code. The two were often up there,
Acton scribbling notes and Koum typing. In October Acton got five ex-Yahoo friends to invest
$250,000 in seed funding, and as a result, was granted cofounder status and a stake. He
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officially joined on Nov. 1. (The two founders still have a combined stake in excess of 60% — a
large number for a tech startup — and Koum is thought to have the larger share because he
implemented the original idea nine months before Acton came on board. Early employees are
said to have comparatively large equity shares of close to 1%. Koum won’t comment on the
matter.)
The pair were getting flooded with emails from iPhone users, excited by the prospect of
international free texting and desperate to “WhatsApp” their friends on Nokias and
BlackBerries. With Android, just a blip on the radar, Koum hired an old friend who lived in LA,
Chris Peiffer to make the BlackBerry version of WhatsApp. “I was skeptical,” Peiffer
remembers. “People have SMS, right?” Koum explained that people’s texts were actually
metered in different countries. “It stinks,” he told him. “It’s a dead technology like a fax machine
left over from the seventies, sitting there as a cash cow for carriers.” Peiffer looked at the eye-
popping user growth and joined.
Through their Yahoo network, they found a startup subleasing some cubicles on a converted
warehouse on Evelyn Ave. The whole other half of the building was occupied by Evernote, who
would eventually kick them out to take up the whole building. They wore blankets for warmth
and worked off cheap Ikea tables. Even then there was no WhatsApp sign for the office. “Their
directions were ‘Find the Evernote building. Go round the back. Find an unmarked door.
Knock,’” says Michael Donohue, one of WhatsApp’s first BlackBerry engineers recalling his first
interview.
With Koum and Acton working for free for the first few years, their biggest early cost was
sending verification texts to users. Koum and Acton were using cutthroat SMS brokers like
Click-A-Tell, who'd send an SMS to the U.S. for 2 cents, but to the Middle East for 65 cents.
Today SMS verification runs the company about $500,000 a month. The costs weren’t so
steep back then, but high enough to drain Koum’s bank account. Fortunately, WhatsApp was
gradually bringing in revenue, roughly $5,000 a month by early 2010 and enough to cover the
costs then. The founders occasionally switched the app from "free" to "paid" so they wouldn't
grow too fast. In Dec. 2009 they updated WhatsApp for the iPhone to send photos and were
shocked to see user growth increasing even when it had the $1 price tag. “You know, I think we
can actually stay paid,” Acton told Koum.
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By early 2011 WhatsApp was squarely in the top 20 of all apps in the U.S. App Store. During a
dim sum lunch with staff, someone asked Koum why he wasn't crowing to the press about it.
“Marketing and press kicks up dust,” Koum replied. “It gets in your eye, and then you’re not
focusing on the product.”
Venture capitalists didn’t need the press to tell them WhatsApp was going viral. Koum and
Acton were batting away all requests to talk. Acton saw VC funding as a bailout. But Sequoia
partner Jim Goetz was persistent, spending eight months working his contacts to get either
founder to engage. He’d met with a dozen other companies in the messaging space like
Pinger, Tango, and Baluga, but it was clear WhatsApp was the leader, and to Goetz’s surprise
the startup was already paying corporate income taxes: “The only time I’ve seen that in my
venture career.” He eventually sat down with Koum and Acton at the Red Rock Cafe, answered
a “barrage” of their questions and promised not to push advertising models on them but act as
a strategic advisor. They eventually agreed to take $8 million from Sequoia on top of their
$250,000 seed funding.
Two years later in Feb. 2013, when WhatsApp’s user base had swelled to about 200 million
active users and its staff to 50, Acton and Koum agreed it was time to raise some more money.
“For insurance,” says Acton, who recalled that his mother, who ran her own freight forwarding
businesses, used to lose sleep over making payroll. “You never want to be a position where
you can’t make payroll.” They decided to hold a second funding round, in secret. Sequoia
would invest another $50 million, valuing WhatsApp at $1.5 billion. At the time Acton took a
screenshot of WhatsApp’s bank balance and sent it to Goetz. It read $8.257 million, still, in
excess of all the money, they’d received years before.
Now with an even bigger number in his bank account, Acton went to a local landlord, interested
in leasing a new three-story building around the corner. The landlord didn’t know who
WhatsApp was, but the money talked. The new building is now under construction, and
WhatsApp will move in this summer as its staff doubles to 100.
In early February 2014, Koum zooms past the new building in his Porsche on the way to a
boxing class that he often misses, and is now late for. Will, he finally put up a “WhatsApp”
sign? “I can’t see a reason for there being a sign. It’s an ego boost,” he scoffs. “We all know
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where we work.” Later he pulls up to nondescript block building in San Jose, grabs a gym bag
and walks into a dimly lit gym for a private lesson with a diminutive, gum-chewing coach
standing next to a boom box blasting rap music. “He likes Kanye,” the coach says smiling. He
holds two mitts up high as Koum throws slow but powerful punches. Every few minutes Koum
sits down for a break, slipping the gloves off and checking for messages from Acton about
WhatsApp’s servers. Koum’s boxing style is very focused, the coach says. He doesn’t want to
get into kickboxing like most other students but just get the punching right. You could say the
same for a certain messaging service that wants to be as straightforward as possible.
It’s true, Koum says, ruddy-faced as he puts on his socks and shoes. “I want to do one thing,
and do it well.”
Ryan Mac and Kerry Dolan contributed reporting for this story.
1.1 Identify some of the key lessons Koum learned whilst owning WhatApp. How have these
lessons impacted on him? (10)
1.2 What would you consider to be the key characteristics of an entrepreneur that Koum
possesses (10)
1.3 One of the personal characteristics of entrepreneurs is to be creative. Explain how

entrepreneurs apply creative methods to develop new ideas. (20)
1.4 Discuss the concept of disruptive innovation using examples from the article. (15)
QUESTION TWO [25]

For the franchisor, the franchise is an alternative to building "chain stores" to distribute goods
that avoids the investments and liability of a chain. The franchisor's success depends on the
success of the franchisees. The franchisee is said to have a greater incentive than a direct
employee because they have a direct stake in the business.
Comprehensively discuss the above statement by making reference to the advantages and
disadvantages of the franchisee and the franchisor.
22
QUESTION THREE [20]

There are various forms of business ownership in society at large.
Critically discuss any two (2) forms of business ownership by making reference to the
advantages and disadvantages. Your answer must also reflect the procedures and legal
requirements of these ownerships.
END OF ENTREPRENEURSHIP 301 ASSIGNMENT
23
10.1.2 INTERNATIONAL BUSINESS 302 [100]
QUESTION 1 [40]
Read the following article and answer the questions that follow:
How Africa’s entrepreneurs are changing the direction of globalisation
Africa has not been spared from the impact of globalisation as the world’s economies and
societies have become more and more integrated. There has however, been more movement
of ideas, technology and goods into the continent than out. But if globalisation is to deliver its
promised prosperity and benefits, bi-directional, mutually beneficial and cooperative
engagement between Africa and the rest of the world is imperative. Today, African
entrepreneurs are using their imagination to drive the next wave of globalisation, exporting
innovative African-baked technology.
The challenges of doing business in Africa are widely known: weak infrastructure; immature
capital markets; poor quality of education; low GDP per capita, which shrinks the disposable
incomes of would-be consumers; and populations spread across staggering distances, which
complicates delivery. These issues can blur Africa’s potential. But it is precisely the quantity
and depth of these challenges that enable African entrepreneurs to appreciate problems and
inefficiencies in a way that’s not possible when the challenges are not so serious.
Africa is in a position to solve its challenges using exponential technologies, and in doing so, it
can leapfrog what exists in countries with higher gross national income (GNI). And because
today’s solutions will use exponential technologies, African entrepreneurs can take those
innovations to places around the world where the problem may be relatively smaller, but where
valuable efficiencies could still be generated, using their ready-built and ready-to-scale
solutions. Here are some African companies already proving this.
IoT.nxt
The increasing appetite for Internet of Things (IoT) solutions has spurred a proliferation of
startups and large corporates focusing on industry applications, data analytics and machine
learning solutions to extract the value of the data that IoT makes available. IoT.nxt, based
24
in South Africa, saw that big business in Africa faced a crippling problem. Inadequate
infrastructure and basic equipment meant businesses simply weren’t ready to go digital, and
companies were not willing to invest in unproven technologies.
IoT.nxt innovated around this customer friction, to bring lots of disparate end devices
equipment online, onto a digital platform so that their clients could enter the digital age without
replacing all their existing equipment. Unknowingly at the time, they built an advantage in
connecting devices at the edge to enable the IoT.
Companies in higher GNI countries are facing the same equipment challenges and cost
pressures in connecting devices at the edge. Accordingly, IoT.nxt is positioned within the global
IoT landscape, with growing interest coming from the US and Germany. Dell is also now
preinstalling IoT.nxt’s technology into their gateways as an “IoT in a box” solution.
DataProphet
With all the excitement around data analytics, delivering business value often gets lost.
DataProphet has carved out a niche in artificial intelligence for eliminating defects in the
manufacturing and automotive industries. Root-cause analysis as a traditional approach has
worked really well when there hasn’t been too much data, where only two to three things were
measured. But now, with the increase in data available, it is simply too difficult for a single
process engineer to analyse every different data point. Through digitization, industrial plants
are now armed with unprecedented amounts of data with no real guidance on how to use
it. Artificial intelligence is well setup to easily establish an understanding of what leads to these
defects by analysing the historical data.
DataProphet achieved exemplary results by using data that clients already have and giving
good feedback to their operators. The company can now track where in the manufacturing
process defects are arising and how; what caused them; and how to prevent them happening
again. The net result is that DataProphet has now reduced defects in industrial plants from
double digits to single digits, and even, in some case, to zero.
25
The occurrence of defects in manufacturing is a global issue, which the company has tackled
successfully on home soil in South Africa, and has now begun exporting the solution to
overseas markets.
Aerobotics
Chronic food insecurity is a pertinent issue in Africa, where there will be 1.3 billion more people
to feed by 2050. Aerobotics have built an analytics platform – probably the biggest in the world
of analysed plants and crops – to help address this challenge. Farmers in developing countries
are often not highly skilled; have weak access to information, finance and insurance; and can
struggle to grow beyond subsistence farming. The main barrier to growth is a paucity of data
about their land, farming practices and raw materials.
Aerobotics has captured vast amounts of data on arable land and crops using drones equipped
with multispectral cameras that can detect the concentration of chlorophyll in the crops’ leaves,
for example, or which plants or trees need more water or nutrients. Through their proprietary
artificial intelligence software, Aerobotics’ platform can discover and analyse problems, pests
and diseases affecting individual trees or vines on a farm. In addition to crop health, the
software also measures size, height and canopy volume. Using the data collected and by
leveraging machine learning, it can predict with greater reliability the yield in any given area,
based on a photo and without intervention from the farmer. By the end of 2018, Aerobotics’
software had processed 13 million trees and vines. They are now exporting their services to the
US.
These three examples illustrate the same pattern of innovation: build the solution where the
customer friction is the highest, because there you can solve a real and crippling problem with
a stronger business case. Once built, the solution can be evolved and exported to higher GNI
markets. African entrepreneurs can use their heightened imagination and “experiential wisdom”
to create solutions for problems that are not, at least initially, as noticed or as high priority in
higher GNI countries.
This “noticeability” keeps African entrepreneurs ahead of the curve. Given the nature of
exponential technologies, the solutions can then be used to disrupt other markets. This
26
dynamic puts Africa in a more progressive position in the global economy, and will be key in
driving a bi-directional, mutually beneficial approach to globalisation on the continent.
(Source: https://www.howwemadeitinafrica.com/how-africas-entrepreneurs-are-changing-the-
direction-of-globalisation/62828/)
Questions:
1.1. “Africa has not been spared from the impact of globalisation as the world’s economies
and societies have become more and more integrated.” With the aid of examples,
critically discuss the impact of globalisation in Africa. (20)
1.2. Utilizing specific examples from the article above, explain what has spurred the creation
of “innovate African-baked technolog(ies)” such as Aerobotics and DataProphet. (20)
QUESTION 2 [20]
Consider the above cartoons and provide a detailed discussion on totalitarianism as a political
system. In your discussion, include examples of countries utilising various totalitarianist political
systems.
27
QUESTION 3 [20]
One of the most important building blocks for a highly successful organisation and an
extraordinary workplace is “organisational culture”. The most important thing about cultur e
is that it’s the only sustainable point of difference for any organisation. Anyone can copy a
company’s strategy, but nobody can copy their culture.
Elaborate on the concept of organisational culture, and provide examples as to where the
culture of a society can affect management approaches and organisational behaviour.
QUESTION 4 [20]
Companies need to assess their positions before deciding on the options that are available to
them. They have to decide whether it is not prudent to hold their current position within their
national boundary, retreat to a smaller scope or expand beyond foreign markets. If the
internationalisation push/pull triggers, are considerable, companies may decide to enter foreign
markets.
Identify the internationalisation push and pull triggers and provide a brief overview on the
issues organisations must consider prior to entering foreign markets.
END OF INTERNATIONAL BUSINESS 302 ASSIGNMENT
28
10.1.3 TAXATION 302 [100]
QUESTION ONE [20]
You have been approached by a friend of the family, Lucas, who has asked you to assist in
providing some tax advice.
Lucas emigrated from South Africa in 1999 fearing the country would end up in turmoil. He runs a
very successful tyre business in Australia. He visits South Africa on an occasional basis but has no
intention of returning permanently to South Africa. He enjoys the summers here, and has spent the
following time in South Africa since emigrating:
2010 – 32 days
2011 – 92 days
2012 – 89 days
2013 – 204 days
2014 – 92 days
2015 – 108 days
2016 – 257 days
2017 – 265 days
He expects to spend 91 days in South Africa in the 2018 tax year.

He also purchased a piece of vacant land in Camps Bay for R1 million in 2011. The property is fairly
large (1 acre) and Lucas wanted to build a modest house. He had the intention of using the house for
three to five months in the summer months and letting it for the other months of the year. He is also
in South Africa regularly on business. Whilst holidaying here in January 2017, he was discussing the
worsening crime situation, and the increase in security estates.
He decided that he could subdivide the property, secure the perimeter of the property, and build six
homes. These would then be marketed as secure clusters with ocean views at R1 million each.
Lucas estimates that the cast of subdividing and securing the perimeter would be R1.2 million.
All costs would be funded by borrowing from a bank.
Required:
Draft a letter to Lucas detailing:
29
1.1 Whether Lucas is a resident for tax purposes in South Africa. (5)
1.2 Whether the development of the property would result in income of a revenue or capital
nature. (9)
1.3 Whether he would be able to deduct all his costs from any profit made. (4)
1.4 Whether the effect that Lucas’ residence status may have on the property transaction
in 1.2. (2)
QUESTION TWO [20]

Mr Coney, an SA resident, aged 49 and an employee of Trading Limited, was retrenched on
31 May 2017 when Trading Limited had effected a general reduction of staff.
In terms of his retrenchment package he received a lump sum of R60 000. In addition, he was
paid out an amount of R6 000 in respect of leave that was due to him. For the period ended 31
May 2017 Mr Coney had earned a salary of R9 000 per month. This was unfortunately the
second time that Mr Coney had lost his job. The first time was in 2015 when his employer
ceased carrying on the trade by which Mr Coney was employed. His employer paid him an
amount of R8000 as compensation at that time.
Mr. Coney used part of his lump sum to purchase an annuity, at a cost of R40 000, on 01 July
2017 for 10 years from an insurer. Under this contract Mr. Coney was to receive R600 per
month commencing from 31 July 2017. Mr. Coney used the monthly income to invest R600 in
unit trusts (capital investment).
Mr. Coney received interest of R100 and local dividends of R160 for the year ended 28
February 2018 in respect of the unit trusts.
Mr. Coney also received the following in respect of the year ended 28 February 2018:
- Interest on special savings accounts R23 000
- Rentals from a flat inherited from his late father R55 000
- Annuity from a domestic family Trust R12 000
30
The annuity was funded equally out of South African dividend and interest income.
Required:
Calculate Mr. Coney’s taxable income for the year of assessment ended 28 February 2018.
QUESTION THREE [20]

James Saunders is an expert art dealer with galleries in Cape Town and Johannesburg.
During 2018 year of assessment he made sales amounting to R1 200 000. In the previous year, he
had closing stock of art amounting to R300 000. His cost of sales amount in the income statement
was R600 000. He also made purchases from his overseas suppliers amounting to R500 000. The
following items were not included in these figures:
• An incompetent sales assistant spilt turpentine over a new crate of imported paintings from Italy.
While James insisted that they were damaged beyond repair resulting in a loss to him of R5
000, the commissioner for SARS is refusing to allow the write-down.
• James took a painting from stock for his personal use in his home. The market value at that time
was R30 000 and that paintings had cost him R24 000.
• James frames some of his purchased paintings if the artist cannot afford a decent frame.
He purchased twenty frames for a total of R20 000 during the year and had three frames on
hand at the end of the year.
• During the year the also sold a few paintings to Matthew Proxenos, who is his brother-in-law, for
R4 000 when the market value was R7 500.
• Operating expenses incurred during 2018 year of assessment, all of which are deductible in
terms of section 11(a), amounted to R120 000. Ignore VAT.
Required:
3.1. Calculate James taxable income for the year of assessment ending February 2018. (15)
3.2. Assume James sold the paintings that he took home during the year for R50 000, to
his sister, when the market value had risen to R80 000. Calculate his capital gains tax
implications and clearly indicate with reasons the impact on taxable income (if any). (5)
31
QUESTION FOUR [20]

Interdict (Pty) Ltd is a category ‘G’ vendor i.e. the company has a one month VAT period.
Interdict is a retailer of industrial Machinery. The following information is given for March 2017.
1. Ten machines were purchased at a cost of R2 850 000 (incl. VAT); all machines have the same
cost of R285 000 each (incl. VAT).
2. The standard mark up on cost (including VAT) is 50% i.e. cost plus VAT is then increased by 50%
to derive selling price.
3. Five machines were sold for cash.
4. One machine was sold in terms of an instalment credit agreement. The contract provides for
60 monthly payments of R8 900 (at the end of the month), beginning at the end of March.
5. One machine was leased in terms of a finance lease at a monthly rental of R8 000 (payable at the
end of the month).
6. An old machine which was held as opening stock and was reflected at R240 000 in the stock
account of the ledger, was sold to Don Reece, at cost inclusive of VAT. Don who is a 20%
shareholder of Interdict is not a vendor. The market value of this machine was R175 000 at date
of sale.
7. On 25 March a second-hand machine was purchased from a non-vendor for R180 000. Its market
value was R205 200. Interdict paid R100 000 immediately to secure the purchase and will pay a
balance at the end of April.
8. The second-hand machine in point 7 above was immediately sold to a vendor who was a
connected person in relation to Interdict, for R200 000.
9. On 1 March 2017, a fire in the warehouse totally destroyed 2 machines purchased in January for
R319 200 (VAT incl) each. Interdict’s insurer paid out R280 000 for each machine as
compensation on the 25 March 2017.
10. The fire also totally destroyed a truck which had been bought second hand from a non-vendor the
previous year. The insurer paid out compensation of R80 000 in respect of this truck.
32
11. During March, Interdict purchased two new water bottles for the cold water dispensing machine in
the staff canteen. These bottles cost R1 800 (VAT incl) each and were paid for, in March.
Required:
Calculate the VAT effect in respect of the above transactions for the month of March 2017.
Prepare you answer in Columnar format i.e. Have two columns, one for inputs and one for outputs.
QUESTION FIVE [20]

On 01 November 2017, Sarah Wrangler sold the primary residence that she and Joe had lived in
for the amount of R3 750 000. Sarah was the sole owner of the property and had purchased it on
01 October 2008 for the amount of R1 900 000, Sarah improved the property at a cost of R300 000.
His employer had sent Joe overseas and Sarah and the children went with him. They were overseas
from 1 December 2012 to 1 January 2017. Sarah had remained in the house (after their return and
Joe’s subsequence death) until date of sale.
Whist Joe, Sarah and the children were overseas; they remained mainly resident in South Africa for
tax purposes. They did during their absence; contemplate emigrating to the overseas country. In this
regard, they put the house on the market for 8 months, starting 01 April 2017. Eventually they
decided that they would ultimately like to return to South Africa and took the house off the market
(i.e. did not sell)
Throughout their time overseas, the house was rented out. No deductions were claimed against the
rental income.
Required:
Calculate and discuss the capital gain effects (after any specific exclusions) for Sarah on the sale of
the house.
Assume that current tax rates apply for the foreseeable future.
END OF TAXATION 302: ASSIGNMENT
33
10.1.4 ACCOUNTING 3: ASSIGNMENT 1 [100]
QUESTION ONE [30]

Spotless Limited is a company operating in the household cleaning industry. The following
information has been presented to you:
Extracts from Balance Sheet as at 31 December 2018

2018 2017
R R
Property, plant and equipment ? 355 000
Expenses prepaid (allowable deduction for 2018) 10 000 0
Income tax received in advance(taxable in the year 28 000 15 000
of receipt)
Additional information:
- The tax base of the property, plant and equipment balance at 31 December 2017
was R290 000.
- During 2018 depreciation was R35 000 and wear and tear allowed was R25 000.
There was no other movement of property, plant and equipment during 2018.
- Profit before tax is R300 000.
- Dividend income of R5 000 was earned during 2018.
- There are no other temporary or permanent differences other than those evident
from the information provided.
- The normal income tax rate is 30%.
Required:
1.1 Calculate the deferred income tax balance at 31 December 2017 and 2018. (7)
1.2 Calculate the current income tax for the year ended 31 December 2018. (9)
1.3 Journalise the current and deferred income tax adjustments for the year
ended 31 December 2018. (6)
1.4 Disclose the deferred tax note to the balance sheet as at 31 December 2018 in
accordance with International Financial Reporting Standards (IFRS). (8)
34
QUESTION TWO [40]
Muff and Tuff Limited consists of a chain of muffin outlets that makes and sells muffins to the
public. The financial director is finalising the preparation of the financial statements for the year
ended 31 December 2017 and has identified the following issues for discussion in a meeting
with the company’s IFRS consultant:
a) Costs of R100 000 estimated to be incurred for relocating a staff member, D. Young,
from the company’s head office in Durban to Cape Town to set up shop and manage a
new store. The staff member will physically relocate during July 2018. (7)
b) Long-service leave, estimated to be R300 000, owing to employees in respect of past

services. (9)
c) Provision of R150 000 for the replacement of a machine. The replacement is required
every four years and the machine was four years old as at 31 December 2017. (7)
d) Damages awarded against Muff and Tuff Limited resulting from a court case decided on
22 December 2017. The judge has announced that the amount of damages will be set at
a future date, expected to be in March 2018. Muff and Tuff Limited has received advice
from its lawyers that the amount of the damages could be anything between R100 000
and R30 million. (10)
e) An amount of R550 000 owing to Sugar works Limited for raw materials provided in
December 2017. (7)
The company’s financial statements are authorised for issue on 24 February 2018.
Required:
Discuss how each of the above issues should be recognised and disclosed in the financial
statements of Muff and Tuff Limited at 31 December 2017 with reference to International
Financial Reporting Standards.
35
QUESTION THREE [30]
A manufacturing enterprise trading as Zee Manufacturers (Pty) Ltd employs mostly the local
population. The company has been awarded a government grant of R200 000 on 1 January
2017 for its efforts in respect of job creation. This grant was given to Zee Manufacturers (Pty)
Ltd to subsidise 20% of future wages. The company had complied with all the conditions laid
out to obtain the grant during the previous financial year (2016). The only condition that
remained on 1 January 2017 is to incur future wages.
Wages incurred: R
31 December 2017 300 000
31 December 2018 400 000
31 December 2019 500 000
Required:
Provide the journal entries in the company’s general journal for the years ended 31 December
2017 to 2019, assuming that the company’s policy is to present such a grant as grant income.
Dates and journal narrations are required.
END OF ACCOUNTING 3: ASSIGNMENT 1
36
10.1.5 BUSINESS MANAGEMENT 3: ASSIGNMENT 1 [100]

READ THE ARTICLE BELOW AND ANSWER THE QUESTIONS THAT FOLLOW:
WHY NANDO’S IS CLUCKING ITS WAY TO THE TOP
Running a company — regardless of size — in South Africa can be challenging. Resource

constraints, economic and political uncertainty all make consumer spending rather
conservative at times. Nando’s Business Development Director Trudi van Niekerk knows this.
“The biggest daily challenge is that we are people-reliant, so we are driven to make the
guest experience a good one,” says Van Niekerk.
“We ensure the guest leaves with the best possible experience, even if the staff is having a bad
day.”
Nando’s knows what it’s doing. Van Niekerk says it’s about the people who make the chicken.
“We invest heavily in our people; our Nandocas. Be it training or taking care of their basic
needs such as health care and ongoing education.” It’s a differentiator that has seen the
franchise chain continuing to grow year-on-year, even with the massive amount of global
competition flooding the market.
“We operate in a very competitive environment and over the past 30 years many large
international food brands have entered the local market,” affirms Van Niekerk.
“Despite this, we have shown very impressive growth in both sales and market share in recent
years. We have invested heavily in our brand and today it is one of the most loved brands in
South Africa. We never compromise on product quality and we truly believe we sell the best
tasting flame grilled peri-peri chicken in the world.”
Keeping the brand grounded
“Nando’s owns a third of its existing footprint, which helps it to stay in touch with its market and
the restaurant business model, which in turn, benefits franchisees,” says Van Niekerk. Not only
does this mean the company will suffer most if the business goes awry, but it’s a great way to
try out new products and ideas without using franchisees’ funds. “It provides us with a great
platform for trialling new staff incentives, looking at different layouts and testing new menu
products’ viability.”
37
Nando’s has established itself in around 21 countries and plans to continue expansion in the
near future, along with rolling out a lot more of its drive-thru models, which have proven very
successful within the South African market, according to Van Niekerk.
“We’re potentially taking that idea into other markets we’re currently trading in. We’re
also very focused on some new menu innovation ideas.”
Van Niekerk delves further into Nando’s success, future plans, and how Nedbank is helping to
get them there.
Why is it important for successful franchises to have a strong relationship with their
banking partners, and how does it benefit both the franchisor and the franchisee?
Having a strong relationship with their banking partners is critical for franchisees as it will assist
them both in their short-term cash flow needs as well as their future growth plans. They need to
have a financial partner that understands their business and can advise them of the best
funding or investment mechanisms.
Nedbank’s Franchise Division has built up a strong track record and understanding of
franchised businesses over the years. They understand the financial implications of a
franchised business and are geared to tailor-make banking packages for a particular brand.
What attracts franchisees to Nando’s?

The important thing in business is to have a business model that works. Franchisees need a
healthy pay-back period so that they can generate a good return on investment. In addition to
this, we provide a strong support base to our franchised system.
What are some of your biggest achievements that other franchise brands can learn
from?
We have always stuck to our core values, namely pride, passion, courage, integrity and family.
Those values are the point from which we make all of our business decisions, and act as a
guiding light, no matter what challenges or innovations we are facing.
What role do your marketing campaigns and social media presence play in your
success as a business?
Our ads define and create the brand character that is Nando’s. We have become a social
commentary brand in SA and we can say what other people are thinking. But we never lose
38
sight of the fact that the goal of the advertising is to get guests to the restaurants, and to make
people remember and think about the brand.
Fundamentally we are a brand that cares about the things that most South Africans care about,
and so when we’re ‘firing things up’ (be it online or on TV) we are connecting with the hearts of
our consumers. That connection builds brand love and has built the Nando’s business you
know and love today.
(Source: Entrepreneur Magazine, 2017)
QUESTION ONE [30]
“The biggest daily challenge is that we are people-reliant, so we are driven to make the
guest experience a good one….we ensure the guest leaves with the best possible
experience, even if the staff is having a bad day…..we never compromise on product
quality and we truly believe we sell the best tasting flame grilled peri-peri chicken in the
world.”
Critically evaluate the validity of the statement above by discussing the practices, principles
and techniques that Nando’s implements, or may utilise in future in order to maintain optimal
levels of quality.
QUESTION TWO [20]
“We have always stuck to our core values, namely pride, passion, courage, integrity and
family. Those values are the point from which we make all of our business decisions,
and act as a guiding light, no matter what challenges or innovations we are facing.”
In light of the statement above, discuss the steps involved in the strategic planning process, as
well as the role of creating an effective vision and mission in achieving organisational
objectives.
39
QUESTION THREE [20]
Discuss the various campaigns, initiatives and other factors that affect Nando’s success
as a business. In addition to the article above, please conduct your own research.
QUESTION FOUR [30]
4.1 “Fundamentally we are a brand that cares about the things that most South
Africans care about….”
With reference to the statement above, discuss the various levels of corporate social
responsibility that Nando’s and other businesses should uphold. (14)
4.2 Discuss the various stakeholders to an organisation such as Nando’s and explain the
concerns of each one. (16)
N.B. Students are required to conduct research in order to complete assignment questions.
END OF BUSINESS MANAGEMENT 3: ASSIGNMENT 1
40
10.1.6 ECONOMICS 3: ASSIGNMENT 1 [100]
QUESTION ONE [30]
“Market failure is the economic situation defined by an inefficient distribution of goods and
services in the free market. Furthermore, the individual incentives for rational behaviour do not
lead to rational outcomes for the group.”
In terms of the above statement, discuss market failures and provide an explanation of how
they can be rectified.
QUESTION TWO [20]
Disucss the impact of expansionary monetary policy on the IS-LM model.
QUESTION THREE [30]
There are two (2) main types of inflation. Critically analyse the sources of these two (2) types of
inflation.
QUESTION FOUR [20]

List and discuss the five (5) main types of unemployment. Include in your answer a discussion
of the type of unemployment prevailing in your country and measures to combat it.
END OF ECONOMICS 3: ASSIGNMENT 1
41
10.1.7 HEALTH MANAGEMENT 3: ASSIGNMENT 1 [100]

QUESTION ONE [25]
Discuss the steps involved in an epidemic study
QUESTION TWO [25]
Study the disaster management plan of your healthcare organization and provide a critical
evaluation of the important components of the plan; and standards for the disaster
management plan and the guiding framework.
QUESTION THREE [25]
Continuous Quality Improvement (CQI) is a strategic approach to providing the best healthcare
possible. It is a preventive strategy that uses constant innovation to improve work processes
and systems by reducing time-consuming, low-value activities. Discuss the principles that
guide Continuous Quality Improvement in a health care organisation
QUESTION FOUR [25]
Business Excellence: This model facilitates business excellence by applying underlying

principles of the model. The South African Excellence Model (SAEM) integrates the ISO 9001
quality principles and business results giving a cyclical quality management model. Discuss the
assumptions, concepts and principles of this model.
END OF HEALTH MANAGEMENT 3 ASSIGNMENT 1
42
10.1.8 HUMAN RESOURCE MANAGEMENT 3: ASSIGNMENT 1 [100]

QUESTION 1 [40]
Learning and development of the future is being ubered
According to the IDC 2018 Digital Transformation Predictions report, spending on digital
transformation will reach an impressive $1.7tn globally. The fact that this figure represents a
42% increase from 2017 demonstrates the importance of staying on top of disruption for
organisations around the world.
When it comes to Learning and Development (L&D), digitisation and tech-enabled learning are
transforming the role L&D plays in the organisation. It’s not only technology making waves,
evolving human resources present some interesting disruptions of their own.
A generation ago, people pursued a single career during their lifetime. Now reinventing oneself
multiple times is the rigueur du jour. This shift makes access to development more valuable to
employees. This conflicts with the reality that many firms still perceive training as little more
than a cost centre. Some are opting to scale down or drop employee training programs – a
worrying trend particularly prevalent in small to mid-size organisations.
For many organisations, the L&D function needs some refurbishment so it can serve the
business better in the face of game-changing business models, IT, and user behaviour. L&D
practitioners are likewise addressing their contribution as they evolve from course creators and
content curators into genuine problem solvers.
Some of the biggest problems include:

• A lack of capacity and mental bandwidth to accommodate conventional learning.
One of the biggest challenges is the lack of time available to learn new skills. Diaries are full to
capacity. Today’s frenetic lifestyle and hyper-connectivity translates into a barrage of
information. In a world of many distractions, headspace comes at a premium. This makes
extended sessions of content heavy classroom learning difficult to schedule and potentially
ineffectual.
43
• Legacy models that struggle to keep pace. Change is happening faster than ever. So fast
that the actual rate of change is accelerating. While organisations are ramping up their agility
and responsiveness, education and L&D have fallen noticeably behind. Qualifications that were
once relevant for a decade or more are obsolete in less than half that time, which means skills
need to be updated more frequently. However, courseware and teaching methodologies
continue to follow legacy models that simply can’t keep up.
• Not teaching the right things, at the right time. Two candidates join a team at the same
time. They each have unique expertise and expectations. They also each have their own skills
gaps to address. et these two individuals will often be required to attend the same course with
the same content because that is what the programme dictates. Standardisation has its place,
but too much rigidity is slowly eroding value, while frustrated employees seek to learn outside
the company’s platforms.
• Failure to deliver real value. As long as L&D teams continue to design, develop, and deliver
based on what has worked in the past, they perpetuate the illusion of value. Like marketing,
L&D has traditionally been difficult to evaluate and almost impossible to link to a specific
business outcome. Consequentially, much L&D depends on a 'pay and pray' approach in the
hopes that the content eventually finds its mark. Success comes in the form of ticked boxes
and anecdotal evidence, with no real means of measuring effectiveness. With resources at a
premium, this shotgun approach can no longer be tolerated.
So, where to from here?

The good news is that change is rarely the issue, rather the gaps it creates. Transformation
doesn’t have to be complicated or move away from the core human aspects of L&D that
already work, for example, social learning, real-time feedback, and coaching. With the right
vision and leadership, these obstacles become excellent opportunities to realign L&D with the
organisation. By becoming more like a hand-in-glove as opposed to a tool-in-hand, L&D is
finding workarounds that translate into better returns for the business, more motivated
employees, and systems that are inherently more future-proof.
• Enable information to be consumed differently. Adjustments can be as simple as making
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courseware available on mobile devices, so it can be consumed anywhere the user cares to
use it - at their desk, after hours or on route to a client. Meanwhile, micro-learning is ideal for
delivering learning when and where it’s needed most, in smaller, yet purposeful increments that
are easy to digest. By accepting 'digital learning' as a way of learning and not a type of
learning, we are able to see it for the opportunity it is.
• Personalise learning. One-size-fits-all is as good as a miss. New digital tools make

personalised learning more affordable and readily accessible. Customised programmes that
consider existing skills and close specific knowledge gaps are more productive, more
rewarding, and offer a better ROI in the long term.
• Use L&D as a key differentiator when it comes to attracting – and retaining talent.Entire
industries have emerged in the last few years. As quickly as conventional roles become
obsolete, new ones are created. The skills required to fill them are equally fluid. Fortunately,
millennial employees are less fixated on careers for life and more focused on continual
development and enrichment. The opportunity for personal growth and to learn new skills and
technologies has rocketed to the top of the employee priority list. Progressive L&D
programmes can entice quality talent and encourage commitment to the organisation.
• Develop L&D strategies that support rapid learning. On-demand consumption, learning
on-the-go, and gamification goes a long way towards creating an agile, optimised platform. The
best way to make up for learning deficits is through collaborative within industries. Sharing
knowledge might sound counter-intuitive, but competition is making way for curiosity and
collaboration across like-minded organisations looking to develop scarce skills and upskill at a
rapid pace.
In closing, the essence of digital transformation is as much about shifting mindsets as it is

about replacing technologies. In a relatively short time, L&D has made great strides. From long
content-intense courses to a variety of multimedia, mobile apps micro-learning experiences,
and intelligent, responsive learning platforms that lend themselves to personalisation.
Employees live in an experience-rich world and are coming to expect the same from their
workplace. There is a lot to be learned from the likes of YouTube, Google, Uber, and Netflix.
45
These disruptors might have a technology platform, but their success comes from the manner
in which they are able to engage their target market. As much as L&D is looking inwardly,
much can be gained from drawing inspiration from the outside world, where learning is a
natural and instinctive process.
(Source: http://www.bizcommunity.com/Article/196/371/181194.html)
QUESTIONS:
1.1. In light of the above article, critically discuss the challenges facing training and
development and provide suggestions as to how organisations may address these
challenges. (20)
1.2. “Digitisation and tech-enabled learning are transforming the role L&D plays in the
organisation.” Explain in detail what is meant by tech-enabled learning, delineating the
advantages and disadvantages associated with this method. (20)
QUESTION TWO [20]
Afrisam is a leading producer of cement and cement mix products. As an 80 year old African
brand, it is a pioneer in sustainability issues and growth. A significant amount of emphasis is
placed on leadership development at Afrisam. Accredited programmes such as the Supervisory
Management Skills Programme and the Management Development Programme equip
managers with the necessary skills to become effective leaders.
Explain why Afrisam places such emphasis on management development and explain the
process of developing these programmes.
QUESTION THREE [20]
On-the-job training, also known as OJT, is teaching the skills, knowledge, and competencies
that are needed for employees to perform a specific job within the workplace and work
environment. Employees learn in an environment in which they will need to practice the
knowledge and skills taught in the on-the-job training.
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Briefly describe four on-the-job training methods, and explain the drawbacks associated with
these methods.
QUESTION FOUR [20]
Discuss the phase in the training process that determines the extent to which the training
activities have been met and the stated objectives achieved.
END OF HUMAN RESOURCE MANAGEMENT 3: ASSIGNMENT 1
47
10.1.9 MARKETING MANAGEMENT 3: ASSIGNMENT 1 [100]

QUESTION ONE [50]
Huawei passes Apple in smartphone share for the first time
Huawei Technologies pulled ahead of Apple to claim the No. 2 position in global smartphone
shipments in the second quarter just behind Samsung Electronics, solidifying the rise of
Chinese competitors. Huawei shipped 54.2 million phones in the quarter, 41% more than a
year earlier, to jump ahead of the iPhone maker for the first time, according to market research
firm IDC. The telecoms giant accounted for 16% of the market, compared with 21% for South
Korea’s Samsung and 12% for Apple. Xiaomi Corporation and Oppo, both based in China,
rounded out the top five. Chinese smartphone makers have been gaining influence as their
domestic market grows and they expand abroad. Huawei has pushed into Europe and Africa,
though it’s failed to crack the massive US market. Apple tends to sell iPhones at higher prices
than its rivals and profits from services like iTunes, which helped it top earnings estimates for
the quarter. “The importance of Huawei overtaking Apple this quarter cannot be overstated,”
said Ben Stanton, a senior analyst at Canalys, which also reported the shift in quarterly market
share.
“It is the first time in seven years that Samsung and Apple have not held the top two positions.
Huawei’s exclusion from the US has forced it to work harder in Asia and Europe to achieve its
goals.”
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Canalys pointed out that the second quarter has historically been a weak one for Apple. The
Cupertino, California-based company introduces new phones late in the year, then usually
sees sales climb in the fourth and first quarters. That momentum for the iPhone X, which starts
at $1 000, wasn’t sustained into the second quarter, the firm said. Globally, the smartphone
market continued its slowdown with shipments slipping 1.8% for the quarter to 342 million units.
The number of smartphones shipped in 2017 fell 0.3%, according to IDC, the first decline after
years of strong growth.
Samsung earnings took a hit from the sluggish market when it reported earnings on Tuesday.
The South Korean company, which makes memory chips and screens as well as smartphones
themselves, reported net income that fell short of analysts’ estimates. “Huawei’s momentum
will obviously concern Samsung, but it should also serve as a warning to Apple, which needs to
ship volume to support its growing services division,” Stanton said in a statement. “If Apple and
Samsung want to maintain their market positions, they must make their portfolios more
competitive.”
Source: https://www.fin24.com/Companies/ICT/huawei-passes-apple-in-smartphone-share-for-
the-first-time-20180801
49
1.1 Using relevant examples from the article, explain what position Huawei held in the smart
phone market before 2018. (10)
1.2 “Huawei has pushed into Europe and Africa, though it’s failed to crack the massive US
market.”
Using relevant research examine why Huawei failed to gain success in the US market.
(15)
1.3 Using relevant marketing theory discuss which stage of the product life cycle the
smartphone market is in. (15)
1.4 Discuss why the market leaders Apple and Samsung have not performed well in the
third quarter of 2018. (10)
QUESTION TWO [25]
Marketing strategy is derived from the objectives determined by the organisation. The
marketing manager must ensure that the marketing strategy is aligned towards the attainment
of corporate objectives.
With regards to the above information determine the formulation and control of marketing
strategies.
QUESTION THREE [25]
In order to be branded, products must be differentiated. Physical products vary in potential for
differentiation. Marketers are always looking for new dimensions of differentiation.
With regards to the above examine the different types of differentiation strategies for products
and services.
END OF MARKETING MANAGEMENT 3: ASSIGNMENT 1
50
10.1.10 INFORMATION TECHNOLOGY 3: ASSIGNMENT 1 [100]
QUESTION ONE [30]

1.1. Within the traditional file system, it is impossible to store the same data in different
Locations. This results in great inefficiency, misuse of system resources and other
issues.
With regards to the above information explain each of the challenges associated with
data redundancy. (15)
1.2. Discuss how a database management system secures the integrity and consistency of
data. (15)
QUESTION TWO [30]

2.1. Discuss why the object orientated model is best suited for today’s complex data
environments. (15)
2.2. Identify and discuss which degree of data abstraction is best suited to provide
identification and high-level descriptions for main data objects. (15)
QUESTION THREE [30]
3.1. Discuss how a data base table can implement referential integrity. (10)
3.2. Read the following case scenario and answer the questions that follow:
STAR College is divided into several schools. Each school is administered by a dean
who is a professor.
Each professor can be the dean of only one school, and a professoris not required to be
the dean of any school. Therefore, a 1:1 relationship exists between PROFESSOR and
SCHOOL. The cardinality can be expressed by writing (1,1) next to the entity
PROFESSOR and (0,1) next to the entity SCHOOL. Each school comprises several
departments.
The smallest number of departments operated by a school is one, and the largest
number of departments is indeterminate (N). Each department belongs to only a single
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school; thus,the cardinality is expressed by (1,1). Thus, the minimum and maximum
number of schools that a department belongs to is one.
3.2.1. Construct an entity relationship diagram with correct notations and symbols
for STAR College (10)
3.2.2. Discuss the design compromises that database designers must make. (10)
QUESTION FOUR [10]
4.1. Refer to the following table and answer the question that follows:
Order Form
Order Number: 0123 Date: 11/10/2018

Customer Number: 4786
Customer Name: MBS Enterprises
Customer Address: 31 Samora Machel Street
City- Country: Durban, South Africa
ProductNo Description Quantity Unit Price

A 123 Toner 100 R150.00
B 234 Paper 200 R100.00
C 345 Ink 5 R80.00
4.1.1 Construct the third normal form of the document using normalization. (10)
END OF INFORMATION TECHNOLOGY 3: ASSIGNMENT 1
52
10.1.11 PROJECT MANAGEMENT 3: ASSIGNMENT 1 [100]
QUESTION ONE [25]
Provide a critical discussion on the methods to resolve resource overloads (20)

Referencing (5)
QUESTION TWO [25]
AMBC (Pty Ltd) is considering investing in one of three potential projects. The
details of the three projects being considered are summarised below:
Year Project A Project B Project C
0 (R 38 000) (R 78 000) (R 25 000)
1 R 11 000 R 42 200 R 11 000
2 R 11 000 R 18 000 R 4 000
3 R 11 000 R 18 000 R 2 000
4 R 12 000 R 17 000 R 1 000
Present value factors based on 10 % cost of capital for the duration:

Year 1 = 0.909
Year 2 = 0.826
Year 3 = 0.751
Year 4 = 0.683.
You are required:

2.1 Determine which of the above projects has the highest net present value.
Assume the cost of capital to be 10%. (12)
2.2 Determine which of the above projects has the shortest payback period. (9)
2.3 Briefly discuss the merits of the NPV method. (4)
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QUESTION THREE [25]
Critically review and discuss the methods in reducing the project schedule. (20)
Referencing (5)
QUESTION FOUR [25]
The success of any project depends on the logistics for the project. In World War 2 (WW2), the
Allied Forces and the German forces were engaged in battle in the Sahara Desert. The two
opposing forces logistical lines had stretched over 1 500 km. The Allied forces had to push the
Germans back but the Allied forces logistical line was too long and could not give enough
support to the front line. On the other side the Germans were closer to their logistical line and
in turn pushed back the Allied Forces until their logistical line was too stretched out to give
support to their front line. This pushing forward and backward had continued for 2 years.
In view of the statement above discuss the importance of the project supply chain management.
(20)
Referencing (5)
END OF PROJECT MANAGEMENT 3: ASSIGNMENT 1
54
10.1.12 SUPPLY CHAIN MANAGEMENT 3: ASSIGNMENT 1 [100]
QUESTION ONE [40]
Read the case study, and then answer the questions that follow
Zara is an international fashion retailer which has gained considerable acclaim, being one of
the leaders of the high-street fashion industry, and regularly producing new products for the
market, at a rate that is quicker than its competitors can achieve, due to the strong supply
chain in place. Despite this, the organisation is facing continual challenges, both in terms of
consumer demand and costs; therefore, a detailed strategic analysis needs to be undertaken,
to look at broader forces that are upon the industry and identifying ways in which the company
can then use its own strengths and opportunity to establish an even stronger position within the
high street fashion industry.
By focusing on what it does best, namely using an efficient supply chain, will enable it to beat
its competitors to the market and to produce new products, on a regular basis, thus allowing
the company to gain a competitive advantage in the war which is emerging among these high-
street brands.
Manufacturing and Supply Chain Operations Make Zara Unique in Its Industry
Factories can increase and decrease production quickly, thus there is less inventory in the
supply chain and less need to finance that inventory with working capital. They do only 50 – 60
percent of their manufacturing in advance versus the 80 – 90 percent done by competitors. So
Zara does not need to place big bets on yearly fashion trends. They can make many smaller
bets on short term trends that are easier to call correctly.
Zara buys large quantities of only a few types of fabric (just four or five types, but they can
change from year to year), and also does the garment design and related cutting and dyeing in-
house. This way fabric manufacturers can make quick deliveries of bulk quantities of fabric
directly to the Zara DC – the Cube. The company purchases raw fabric from suppliers in Italy,
Spain, Portugal and Greece. And those suppliers deliver within 5 days of orders being placed.
Inbound logistics from suppliers are mostly by truck.
55
The Cube is 464,500 square meters (5 million square feet), and highly automated with
underground monorail links to 11 factories within a 16 km (10 mile) radius of the Cube. All raw
materials pass through the cube and all finished goods also pass through on their way to
stores.
Source: (Zara website – http://www.zara.com).
Question:
1.1 With reference to the case study, comment on Zara’s competitive advantage. (12)
1.2 Explain the effect of innovation and increased customer satisfaction on Zara’s
business. (10)
1.3 With reference to the case, briefly discuss the term “inbound logistics”, and explain
its impact on Zara’s business. (8)
1.4 Discuss the main tools that Zara should use to ensure that all relevant stakeholders
clearly understand its strategy. (10)
QUESTION TWO [30]
2.1 Effective strategic planning articulates not only where an organization is going and the
actions needed to make progress, but also how it will know if it is successful. In this regard,
discuss, in detail the steps involved in the strategy formulation process. (15)
2.2 Describe and explain the main tactical logistics activities (10)
2.3 Explain the usefulness of the Balanced Scorecard for a business. (5)
QUESTION THREE [30]
3.1 With the aid of a diagram, discuss the concept of “Bullwhip Effect”‖. (10)
3.2 Distinguish between forward and reverse logistics. Provide relevant examples for
each. (10)
3.3 With the use of relevant examples, elaborate on the strategic role of procurement
within any business. (10)
END OF SUPPLY CHAIN MANAGEMENT 3: ASSIGNMENT 1

56
10.1.13 RISK MANAGEMENT 3: ASSIGNMENT 1 [100]

QUESTION ONE [20]
Read the case study below and answer the question that follows:
Research Points to Enterprise Risk Management as One Factor of Resilient Companies
CGMA magazine recently highlighted a report titled Roads to Resilience, by Cranfield School of
Management that highlights insights the report authors gleaned from their case study analysis
of companies that faced a major crisis. The report authors created a guide on resilience
inspired by their studies of companies that faced near disaster. The report found Enterprise
Risk Management to be one of the main distinguishing factors employed by resilient
companies.
What Makes Up Enterprise Risk Management?
There are 4 main parts to ensuring your organisation is prepared to rapidly respond to a crisis
in an effective manner:
1. Decisive and appropriate actions – The ability to take quick action is important to
prevent manageable issues from becoming full-fledged problems.
2. Identified teams and processes – Processes must be in place to serve as a guide

to the organization. However, processes alone are not enough, skilled employees
need the initiative to adapt the process to current issues or problems at hand.
3. Empowered responses – Organizations should allow their employees a certain

level of autonomy so they can respond and solve issues as they arise.
4. Rehearsed reaction plans – Practiced reaction plans increase the chances that a
company will have the ability to operate the plan effectively and quickly. Due to
employee familiarity with the plan the company has an opportunity to prevent
incidents or issues from becoming larger problems.
Common Factors in Resilient Companies
The authors also highlight observations based on their case study analysis about factors
commonly observed by them in resilient companies:
57
1. Risk Radar – Resilient companies seem to have a unique “risk radar” capability
which gives the organization an early warning about issues before they become
problems.
2. Resources and Assets – Resilient companies have resources and assets that they
use in diversified ways to minimize excessive exposures to risks from a single
source.
3. Strong Relationships and Networks – Resilient organizations maintain strong

relationships with customers, suppliers, contractors, and other stakeholders and they
seek to understand how their risk could become your risk and vice versa.
4. Review and Adapt – Resilient organizations are able to keep up with changes and
find ways to amend their processes to new situations and they constantly evaluate
and improve risk-management procedures.
Source: https://erm.ncsu.edu/library/article/resilience-and-rapid-response
Questions:
Explain, in detail, the benefits of implementing Enterprise Risk Management and discuss the
barriers/hindrances to the successful implementation of Enterprise Risk Management.
QUESTION TWO [15]

Operational risk is the exposure to losses resulting from internal failures or shortcomings of
people, processes and systems.
With reference to the above statement, critically discuss the following three (3) components of
operational risk:
2.1 People (5)
2.2 Processes (5)
2.3 Systems (5)
QUESTION THREE [20]
Describe the following four (4) types of lists:
3.1 Master Risks List
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3.2 Risks by Services List
3.3 Top Risks List
3.4 Retired Risks List
QUESTION FOUR [20]
Distinguish between risk probability, risk impact and risk exposure. Include their impact on Risk
Analyses within your answer.
QUESTION FIVE [25]
5.1 Classify the five (5) general steps involved in risk management. (10)
5.2 Various organisations have laid down principles for risk management. There
are risk management principles laid down by the International Standardization
Organisation (ISO) and by the Project Management body of knowledge (PMBOK).
With reference to the above statement, explain the principles of Risk Management. (15)
END OF RISK MANAGEMENT 3: ASSIGNMENT 1
59
10.1.14 RETAIL MANAGEMENT 3: ASSIGNMENT 1 [100]
QUESTION ONE [50]
Read the case study, and then answer the questions that follow:
CHECKERS South Africa

This chain of supermarkets provides a product range suitable for the discerning shopper in a
world-class retail environment. It focuses strongly on fresh produce and offers a wide range of
choice food and non-food items to a more affluent clientele. Checkers has become a regular
shopping destination for time-pressed consumers. It has strongly developed lifestyle
departments with speciality ranges in wine, cheese, meat, deli foods and coffee.
Each store has a Consumer Centre at the entrance that provides customers the opportunity to
air their wishes and views, and also provides valuable information on a variety of topics through
consumer leaflets.
The brand boasts two store formats namely supermarkets and large-format hyper stores.
There are currently over 200 Checkers supermarkets with an emphasis on specialist
departments such as the bakery, butchery, Cheese World, delicatessen counter, and Wine
Route. Checkers’ Coffee Collection counters now also offer takeaway coffees in selected
stores. Over the past year the focus on convenience has seen a strong increase in prepared
food and the fruit and vegetable departments were expanded.
Checkers in-house service departments include:
• Money Market that offers customers the convenience of purchasing domestic air tickets,
booking bus tickets, buying electricity and doing money transfers;
• Computicket where customers can buy tickets to various leisure events, including theatre
and concerts as well as travel packages; and
• MediRite pharmacies that provide easily accessible and affordable healthcare services,
enabling customers to collect their prescription medicine as part of their grocery shopping.
Source:http://www.fastmoving.co.za
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QUESTIONS
1.1 “Checkers has become a regular shopping destination for time-pressed consumers.”
In this regard, expand on Checkers’ customer service philosophy. (10)
1.2 Discuss the current promotion strategy at Checkers, and justify whether it is
appropriate or not. (12)
1.3 Explain the role of Checkers in-house service departments in sustaining customer
satisfaction. (10)
1.4 Describe your understanding of Checkers branding strategy, and state your own future
strategy recommendations. (10)
1.5 Identify and explain the type of competition that Checkers operates under.
Substantiate your response with suitable examples. (8)
QUESTION TWO [20]
“Category management is a retailing and purchasing concept in which the range of products
purchased by a business organization or sold by a retailer is broken down into discrete groups
of similar or related products (Kincade and Woodard, 2004).”
In relation to the above statement, examine the category management process and its
implications in the retail sector. Substantiate your answer with relevant business examples.
(20)
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QUESTION THREE [15]
Every retailer’s primary goal is to profitably serve and satisfy specific needs of the chosen
target markets.
In this regard, critically discuss the fundamental challenges that affect the Retail Environment
today. (15)
QUESTION FOUR [15]
Retail competition entails two or more companies in the same industry or a similar industry
which offers a similar product or service. Based on the above statement, discuss relevant
strategies used by retailers to outperform their competitors. (15)
END OF RETAIL MANAGEMENT 3: ASSIGNMENT 1
62
10.2. ASSIGNMENT QUESTIONS: SEMESTER TWO (JANUARY - JUNE 2023)

10.2.1 ACCOUNTING 3: ASSIGNMENT 2 [100]
QUESTION ONE [65]
This question consists of four parts. You are required to answer all four parts
Ignore VAT.
Lux Ltd requires your advice with regards to the appropriate accounting treatment of the
following transactions for the year ended 31 December 2017. It is expected that these financial
statements will be authorised for issue on 28 February 2018.
Part A
The directors of Lux Ltd signed a contract with an IT company for the implementation and use
of a new point of sale software system to capture sales and returns, thereby reducing costs
and improving operational efficiencies in the business. The cost of the new system amounts to
R 2 000 000. A deposit of R1 000 000 was paid when the contract was signed, and the balance
is due once the new system has been installed and tested. The carrying amount of the existing
software system amounted to R500 000 at 31 December 2017.
The contract was signed on 30 November 2017 and the new system was installed during
December 2017 and January 2018. It is expected that the installation of the new system will be
completed by 31 January 2018. The new system will run parallel to the existing system for the
initial 6 month period. Thereafter, the existing system will be discontinued.
All sales staff and cashiers are required to attend training sessions in order to learn the new
system. The total cost of training in terms of the training contract for all staff amounts to
R500 000 and is payable on 31 January 2018. At 31 December 2017, half of the staff had
completed the training.
Lux Ltd received a tax ruling from SARS indicating that similar software systems qualify for
wear and tear allowances over 3 years, once installed. Staff training costs are deductible for
tax purposes when paid.
Part B
Lux Ltd purchased a machine on 1 January 2014 at a cost of R4 000 000. The machine had an
expected economic useful life of 8 years with a residual value of R500 000. In terms of its
63
operating conditions, the machine requires a complete overhaul every 4 years. The estimated
cost to overhaul the machine during January 2018 amounts to R500 000. For tax purposes, the
machine qualifies for wear and tear allowances, deductible on a straight-line basis over 5
years.
Part C
At 31 December 2017 a debtor, Silver Ltd, owing R1 000 000 at that date, indicated that it
would not be able to meet its full obligation, and a s a result, Lux Ltd recognised a doubtful
debt allowance of R500 000 in relation to this debtor. However, Silver Ltd secured a significant
contract in January 2018 and managed to settle the full amount due on
20 February 2018.
In addition to the doubtful debt allowance relating to Silver Ltd, Lux Ltd has correctly
recognised an allowance for other uncollectible debts, amounting to R150 000.
SARS allows 25% of amounts considered uncollectible, as a deduction for tax purposes.
Required:
Part A
Draft a memo to your client discussing the accounting treatment of the following items in the
financial statements of Lux Ltd for the year ended 31 December 2017:
- Existing point of sale system (definitions and recognition criteria are not required) (7)
- New point of sale system (7)
- Costs to train staff (7)
Part B
Prepare all journal entries relating to the machine and the overhaul for the financial year ended
31 December 2017. If no journal entries are required, state that fact and motivate your answer.
Current and deferred tax entries are not required. (8)
Part C
Discuss whether the doubtful debt allowance in the books of Lux Ltd, relating to Silver Ltd, is
appropriate at 31 December 2017. Ignore deferred tax. (5)
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Part D
a) Using the information provided in Parts A, B, and C, prepare a deferred tax table in
order to calculate the deferred tax asset/liability of Lux Ltd at 31 December 2017.
Assume all expenses are deductible for tax purposes when paid, unless stated
otherwise.
The company tax rate is 28%. In each calculation, indicate whether a deferred tax asset
or liability exists, if any. (27)
b) Prepare the journal entry on 31 December 2017 to account for deferred tax assuming
that a deferred tax liability balance of R400 000 existed at 31 December 2016. (4)
QUESTION TWO [22]

Baker Ltd has a choice of two projects to invest in. The following details relate to these projects:
Project Y Project Z
Investment required R1700 000 R1600 000
Expected economic lifetime 6 years 6 years
Minimum required rate of return 12% 12%
Net annual cash inflows
1st year R400 000 R430 000
2nd year R420 000 R430 000
3rd year R440 000 R430 000
4th year R580 000 R430 000
5th year R520 000 R430 000
6th year R460 000 R430 000
Required:
4.1 Use the net present value method to determine which project Baker Ltd should
choose. Show all workings (17)
4.2 Justify why the net present value method (NPV) is favoured over the payback period.
(5)
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Present value interest factor of R1 per period for n periods, PVIF (i,n)
Period 12%
1 0.893
2 0.797
3 0.712
4 0.636
5 0.567
6 0.507
Present value interest factor of an annuity of R1 per period for n periods, PVIFA (i,n)
Period 12%
1 0.893
2 1.690
3 2.402
4 3.037
5 3.505
6 4.111
QUESTION THREE [13]

“In Business there are always risks involved.”
3.1 Discuss market and liquidity risks as categories of financial risk. (7)
3.2 Describe how an entity may reduce its credit and liquidity risks (6)
END OF ACCOUNTING 3: ASSIGNMENT 2
66
10.2.2 BUSINESS MANAGEMENT 3: ASSIGNMENT 2 [100]

READ THE ARTICLE BELOW AND ANSWER THE QUESTIONS THAT FOLLOW:
CORRUPTION SCANDALS SHOW WHY LEADERS SHOULD HIGHLIGHT ETHICS
Rolls-Royce leadership knew about potential corruption in 2010 but decided not to notify
authorities, according to a court ruling. The revelation raises questions over the conduct of Sir
John Rose, once hailed as Britain’s leading industrialist, who headed the group as chief
executive from 1996 to 2011. Sir John could not be reached for comment.
In January, Rolls-Royce agreed to pay £671m to the authorities in the UK, the US and Brazil. In
return, the company will not face criminal prosecution for corruption, false accounting and
failure to prevent bribery.
The agreement followed a four-year investigation by the UK’s Serious Fraud Office into the
engine-maker’s conduct over three decades. The investigation and its outcome was a humbling
moment for one of the UK’s leading companies. “The behaviour uncovered in the course of the
investigations by the Serious Fraud Office and other authorities is completely unacceptable and
we apologise unreservedly for it.
This was unworthy of everything Rolls-Royce stands for and what our people, customers,
investors and partners rightly expect from us,” Warren East, Rolls-Royce chief executive, said
when the investigation had been concluded.
Rolls-Royce said that as a result of the investigation, it was no longer using any of the
“intermediaries” implicated in the corrupt practices. The investigation into the company
uncovered corrupt behaviour in Indonesia, Thailand, India, Russia, Nigeria, China and
Malaysia.
The case, which is still continuing with the investigation of individuals, raises important
questions. How can companies ensure they behave properly while still meeting sales targets,
especially in industries where bribery and payments to intermediaries are common, even when
they are illegal?
For Rolls-Royce, the answer lies in various specific remedies. The company has introduced a
staff training programme on its policies on bribery, gifts, hospitality and lobbying. It has reduced
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the number of intermediaries it uses around the world, and says those it has kept understand
what is expected of them. It has also set up a 24-hour ethics hotline, which is available to staff
worldwide.
The reason employees behave badly is usually more complicated, however. “It is often a
combination of financial incentives, desire for status among colleagues and peer pressure that
pushes employees to cross ethical lines,” says Alison Cottrell, chief executive of the UK’s
Banking Standards Board, a private sector body set up to improve banks’ behaviour. “[They
think] ‘because everyone is doing it, it must be right’.” Whatever doubts people have about
what they are doing subside if they notice not only that the practice is the norm, but it is
encouraged by those at the top. People who are new to an organisation, and who might be
surprised at dubious-looking behaviour, come to assume it is acceptable. If it is wrong, the
thinking goes, someone would have put a stop to it?
Boards and leaders must make firm decisions. “They need to start with the values: how they
want to do their business,” says Philippa Foster Back, director of the Institute of Business
Ethics. When it comes to financial targets, “the board needs to say, ‘We will not reach the
numbers at any cost’.”
The problem is that investors and financial analysts are watching those numbers, ready to
punish companies that do not reach them. What can be done about that, especially if
competitors have no difficulty in hitting theirs?
“Conversations between companies and investors still need some work,” Ms Foster Back says.
“There’s still a focus on the numbers.” She advocates more open discussion between
companies and investors.
Companies must explain when they have to walk away from an opportunity because it is
contrary to their ethics policy. But if companies are to avoid scandal, the message from the top
needs to reach people lower down, who must be prepared to speak out if they see something
dubious happening or if they are asked to do something they find uncomfortable.
(Source: Financial Times, 2018)

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QUESTION ONE [20]
“This was unworthy of everything Rolls-Royce stands for and what our people,
customers, investors and partners rightly expect from us,” Warren East, Rolls-Royce
chief executive, said when the investigation had been concluded.”
1.1 In light of the statement above, as well as the behaviour uncovered by investigations by
the Serious Fraud Office and other authorities, discuss the specific remedies that Rolls
Royce has engaged in, in order to maintain ethical business practices while still meeting
sales targets. (7)
1.2 As a business practitioner, discuss additional strategies and techniques that can be
adopted by Rolls Royce in order to improve their ethical climate. (13)
QUESTION TWO [30]
“Companies must explain when they have to walk away from an opportunity because it
is contrary to their ethics policy….Boards and leaders must make firm decisions….They
need to start with the values: how they want to do their business,” says Philippa Foster
Back, director of the Institute of Business Ethics. When it comes to financial targets,
“the board needs to say, ‘We will not reach the numbers at any cost’.”
With reference to the statement above, discuss the various ethical models that play a role in
determining what is considered as ethical.
QUESTION THREE [35]
“Rolls-Royce leadership knew about potential corruption in 2010 but decided not to
notify authorities, according to a court ruling…
…But if companies are to avoid scandal, the message from the top needs to reach
people lower down….”
3.1 In light of the statement above, discuss some of the leadership traits and characteristics
that are necessary in reinforcing the correct message and value systems to employees
throughout the organisation. (15)
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3.2 Discuss the behavioural and contingency approaches to leadership and provide a
rationale for its appropriateness in business. (20)
QUESTION FOUR [15]
“The investigation into the company uncovered corrupt behaviour in Indonesia,

Thailand, India, Russia, Nigeria, China and Malaysia.”
Taking the finding above into consideration, conduct a SWOT analysis for Rolls Royce.
N.B. Students are required to conduct research in order to complete assignment questions.
END OF BUSINESS MANAGEMENT 3: ASSIGNMENT 2
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10.2.3 ECONOMICS 3: ASSIGNMENT 2 [100]

QUESTION ONE [30]
“In an economic model, agents have a comparative advantage over others in producing a
particular good if they can produce that good at a lower relative opportunity cost, i.e. at a lower
relative marginal cost prior to trade.”
In terms of the above statement, discuss the sources of comparative advantage.
QUESTION TWO [20]

Explain how a government can intervene in the downswing of a business cycle. (Hint: Apply
fiscal policy to your answer)
QUESTION THREE [25]

The monetary transmission mechanism is the process through which monetary policy decisions
affect the economy in general and the price level in particular. With the aid of diagrams, fully
discuss the monetary transmission mechanism. Include in your answer a discussion of the
monetary transmission mechanism in your country.
QUESTION FOUR [25]
“Every country has macroeconomic goals that it wants to achieve. These goals or objectives
are key to ensuring long-term stability and economic success.”
In terms of the above statement, critically evaluate the progress of your country in achieving its
macroeconomic objectives.
END OF ECONOMICS ASSIGNMENT 2
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10.2.4 HEALTH MANAGEMENT 3: ASSIGNMENT 2 [100]

QUESTION ONE [25]
Performance management and performance appraisal are important components of HRMD for
purposes of creating an efficient work force and organization, and thus has several benefits.
1.1 Describe the conditions necessary for the successful implementation of performance
management. (10)
1.2 Explain the advantages of performance management. (15)
QUESTION TWO [30]
The healthcare manager must understand the importance of prevention and healthcare
education management, and be in a position to apply the concepts, and implement this
vital facet to the entire healthcare system, in terms of the management principles
involved
2.1 Define healthcare education with respect to the goals it sets out to achieve. (10)
2.2 Discuss the salient problems in health education issues raised under the nature of
healthcare education and healthcare education as an innovation (20)
QUESTION THREE [30]
Outline the major healthcare problems and the current status of maternal and child health In
South Africa, with a view to dealing with these issues and challenges in relationship to your
duties as healthcare managers.
QUESTION FOUR [15]
Senior management must get involved in planning, developing and implementing the health
and safety policies and programmes of the organization, and be proactive rather than reactive.
Explain in detail any three (3) reasons for management giving importance to health and safety
END OF HEALTH MANAGEMENT 3: ASSIGNMENT 2
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10.2.5 HUMAN RESOURCE MANAGEMENT 3: ASSIGNMENT 2 [100]

QUESTION ONE [40]
What employees want: More time off, better bosses
Employees want jobs with more paid time off and would sacrifice a high salary for a good
boss, according to new data from HR services provider Randstad.
The data, released this week, is the result of a small survey conducted in July of 763
employees across the United States. Randstad found that 63% of employees wouldn’t consider
a job opportunity that offered fewer than 15 paid vacation days, and 58% of workers say they’d
start a job with a lower salary if that meant working for a great boss.
“Today’s workers have high expectations — and the tight talent market suggests employers
should be listening closely,” says Jim Link, chief human resources officer of Randstad North
America.
Paid time off and paid family leave are some of the most popular employee benefits, and
offering robust leave and time off policies can help companies recruit and retain talent, experts
say.
Other recent employee surveys echo this point. A recent Unum survey of 1,227 working adults
found that paid family leave was the most desired workplace perk, followed closely by flexible
and remote work options and sabbaticals.
Meanwhile, the Society for Human Resource Management’s annual employee benefits report
saw the number of companies offering paid family leave jump from 19% in 2014 to 27% in
2018. The SHRM report also found that more employers are offering time off for volunteering or
serving on a community group or professional association, and more had unlimited paid time-
off banks.
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But according to Randstad, while paid time off is important, it can sometimes be outweighed by
workplace environment if an employee is deciding whether or not to leave their job.
If a worker feels their employer doesn’t respect their work, Randstad says, they may walk out
the door. The company found that 59% of respondents felt that their superiors view profits or
revenues as more important than how people are treated.
A total of 60% of respondents say they have left jobs, or would consider leaving, because they
don’t like their supervisors, and more than half (58%) say they would leave their job because of
negative office politics.
“While salary and PTO will always be factors in attraction, engagement and retention, the
intangible benefits and day-to-day experiences at work have risen in importance,” Link says. “If
the full spectrum of values — emotional, financial and lifestyle — aren’t being met, workers will
easily find opportunities elsewhere.”
(Source: https://www.benefitnews.com/news/what-employees-want-more-time-off-better-
bosses)
Questions:
1.1 In light of the above article, evaluate the role of benefits in achieving the objectives of an
organisation’s compensation system. (20)
1.2 Summarise the findings of the study above, focusing on benefits as an integral part of a
compensation system. (20)
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QUESTION TWO [20]
Provide a detailed discussion on any TWO modern methods of performance appraisal.
QUESTION THREE [20]
Elaborate on the following in the context of strategic human resource management: “The
psychological contract refers to the unwritten set of expectations of the employment
relationship as distinct from the formal, codified employment contract. Taken together, the
psychological contract and the employment contract define the employer-employee
relationship.”
QUESTION FOUR [20]
An integral component of global human resource management is the relationship between the
organisation and the global worker. Assess the variables that mediate this relationship.
END OF HUMAN RESOURCE MANAGEMENT 3: ASSIGNMENT 2
75
10.2.6 MARKETING 3: ASSIGNMENT 2 [100]
QUESTION ONE [50]

Product development from concept to consumer
Nike's 'swoosh' is one of the world's most identifiable logos and, in just 32 years, Nike has
grown to be the industry's largest Sports and Fitness Company. Revenue for Nike in financial
year 2005 was $US 13.7 billion. Nike directly employs approximately 24,300 people and Nike's
suppliers, shippers, retailers and service providers employ close to one million people on six
continents. Nike's mission is: 'To bring inspiration and innovation to every athlete in the world.'
Nike's mission statement is intentionally broad and outward looking, focussing on the needs of
athletes, and, through its corporate responsibility work, consideration is given to the needs of
communities around the world. Nike's focus is to continually seek to innovate, design and
develop products to improve athletic performance. Its overriding desire is to design products
with true performance innovation and technology benefits which help the athlete perform better.
With its latest innovation, Nike scientists and designers have developed Nike Free, a sports
shoe described as a foot-strengthening training tool. Tagged 'natural technology', Nike Free
has been designed to copy barefoot running. By running barefoot, the foot is strengthened,
gaining greater flexibility and range of motion which leads to better performance because you
are less prone to injuries.
How does Nike develop its products and decide what does and doesn't make the cut when it
comes to innovation? The Nike Sports Research Laboratory (NSRL) is located on the Nike
campus in Portland, Oregon in the United States of America. The research and development
(R&D) centre's role is to identify the physiological needs of athletes. The NSRL works directly
with Nike's design teams and has established partnerships with major universities throughout
Asia, Europe and North America. In the first phase of developing what was to become Nike
Free, the 'cooks' in the Kitchen took the NSRL description of 'natural technology' and started
asking what sort of shoe people might be looking for next. In the process of talking to athletes
and coaches, the designers spoke to Vin Lananna, then the track coach at Stanford University,
who told them about his unusual training method - having athletes run on grass without shoes.
According to Lananna, the athletes were stronger, healthier and less injury-prone. This was a
great idea but contrary to Nike's business - making and selling sports shoes.
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However, the idea led to an extensive biomechanical research project to see exactly what
happens when we run barefoot. Sports shoes provide a certain amount of control or cushioning
based on the notion that they are needed to complement the natural action of the foot. Nike
researchers wanted to know why Lananna's athletes, who ran barefoot in training, raced faster.
The challenge was to translate that barefoot experience, which promotes good biomechanics
for runners, into a shoe. The goal is to use Nike Free to help strengthen the feet in addition to
using more traditional, supportive running and training shoes.
Before Nike Free was known to the athletic world or commercially released, Nike undertook
extensive independent testing. The company used elite athletes as well as everyday runners
and a few sports journalists, i.e. people who exercise and run regularly, to undertake product
testing. In a six-month trial, 110 every-day runners used the shoe. One group, consisting of 30
men and 27 women, wore the Nike Free shoes for four 30-minute runs, four times a week. The
control group - 30 men and 23 women - used their regular personal training shoes. Outside the
four 30-minute runs a week, both groups continued their usual workout schedules. All
participants were tested at the start of the six-month period on their abilities in a number of
physical areas - shuttle runs, lateral running short sprints, and leg strength - and were tested
again at the end of the six months. These tests measured qualities such as speed,
development, coordination and optimal speed.
Researchers found some slight improvement in the control group, registering a little more
speed and a little more coordination - but not enough to be statistically relevant. However, the
test results from the group wearing the Nike Free shoes showed improvement in all the
parameters measured, and improvements in speed, lateral movement, and coordination were
significant - in the 10 to 20 percent range. In simple terms, Nike Free was acting not only as a
running shoe, but as a training technique! Athletes in the test group using Nike Free were
found to be stronger and more flexible. One of the researchers put it this way: "Nike Free is a
gym for your feet."
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Nike's challenge:
"Nike had developed a product that measurably improved athletic performance but flew in the
face of all conventional thinking."
Nike was conscious that Nike Free needed to be positioned as an additional training shoe in
your kit bag, not necessarily as a replacement to your traditional running shoes. Unlike typical
athletic shoes, Nike Free shoes allows the foot to move, flex and grip just as it would if running
barefoot. The advertising and marketing campaigns were carefully crafted to ensure that
consumers recognised Nike Free as a training shoe which could help build additional strength
and therefore the ability to train longer - not as a replacement to its other sports shoes. This
product positioning was a balancing act, requiring careful communication and application.
Education was the key to positioning the shoe in the market. Nike Free was launched under
limited and very tight distribution in the lead up to the major advertising campaign. The shoe
was distributed initially only through running speciality stores before being broadened to
general sporting goods stores. Nike Free was also placed with key people such as running
coaches, podiatrists and physiotherapists with the aim of introducing Nike Free as a new
product and training concept before taking it to the broader market.
Part of the strategy was to take this 'barefoot' shoe directly to runners. To do this, Nike used
the tried and true, labour intensive method of driving mobile vans to areas in the USA, Europe,
as well as Australia, which attracted large amounts of runners. (In the early days of the
company, co-founder Phil Knight sold shoes from a van parked at a local athletics track.)
Staffed by running and footwear experts, offering gait analyses and the chance to test Nike
Free, the mobile vans took the 'barefoot' shoe straight to consumers. This basic tactic engaged
consumers on their terms and in their own territory, letting the Nike Free story be told on an
individual basis.
Advertising is synonymous with Nike. In partnership with its advertising agency, Nike has
created some of the world's most attention-grabbing advertising. You may recall some Nike
television advertisements: the cinema epic of soccer players battling it out in the hull of a ship
or Pete Sampras and Andre Agassi playing tennis in the streets of Manhattan.
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The Nike Free advertising campaign was derived from a truth about the product. As the only
shoe on the market that works with the natural motion of your foot to make it stronger, it gives
people the ability to become stronger, better athletes than they have ever been before. The
campaign, Reincarnate, was about athletes 'leaving their old selves behind' and discovering
their potential. The tennis player Maria Sharapova, the footballer Cristiano Ronaldo and
Wimbledon champion Roger Federer were among the athletes used in a TV commercial to
advertise Nike Free, called Power to your feet.
The advertisement which ran in Australia was different from Nike's 'blockbuster' ads; there
were no spectacular crowd scenes or camera tricks. The scripts took months to write and the
advertisement was heavily dependent upon dialogue. The advertisement featured ex-Arsenal
player Thierry Henry. He is shown wrestling with his own inner demons and even doubting
himself. His new, 'reincarnated' self-wins the battle in order for him to go on to be a better
athlete and he leaves his 'old self' in the past.
Nike does not rely solely on television, cinema and outdoor advertising. Nike understands that
its consumers seek information online and as such it targets different online audiences around
the world. The Internet has become an essential component in Nike's marketing campaign.
Nike produces a range of products which are unique to a particular sport or athletic endeavour.
Nike's marketing takes into account the different needs of athletes and consumers and uses its
website to communicate with these groups via in depth content, product information and athlete
insights.
The Nike Free website is used to explain how the shoe was developed and the benefits of the
training shoe. This interactive micro-site has three sections:
• Leave your old self behind
• Go barefoot running in a shoe
• Reincarnate in this life.
The site is lively and colourful, featuring information on the development of Nike Free, the
models and technical specifications. The site challenges visitors to learn, providing them with
the tools and information to decide and act for themselves. Offered in a range of languages,
the site utilises a number of sportsmen and women to showcase how each person left their old
self behind and worked to change themselves into a better and stronger athlete. Examples
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include Lance Armstrong, world-renowned cyclist who fought to return to the peak of his sport
after his battle with cancer.
It is vital that Nike communicates to consumers how essential the input of its elite athletes is
during product development. Nike relies on their expertise and feedback to develop the best
product for athletes and, hence, the best product for consumers. These high profile coaches
and athletes are then used in Nike's advertising and communications campaign because they
are known by the consumer and they can help tell the product story.
Having a new and innovative product is one thing, but a company must ensure staff working in
sports stores understand the product, its benefits and how it should be used. To do this, Nike
created a flash-animated multi-media learning environment. Called Nike Sports Knowledge
Underground (Nike SKU), it mirrors a subway rail system with each 'stop' representing a
training activity where new shoes such as Nike Free are displayed. Participants are taken on a
three-minute course explaining design, benefits, features and top selling points of the shoe. At
the end, they take a brief quiz to ensure they know about the product and can immediately use
the information in customer dealings on the shop floor. A technical specification sheet can be
printed to help with customer queries. Appreciating that many sales people are young, Nike's
SKU is like a video game, with information packaged in short sound bites.
Nike aims to bring inspiration and innovation to every athlete in the world - and it considers
everybody to be an athlete! As a high profile, industry-leading sports company, Nike continually
strives to keep itself at the forefront of product innovation and design. Through extensive
research and development, the Nike Free shoe was created in response to the recognition that
barefoot running can strengthen athletes' feet and legs naturally.
Nike Free was developed after extensive research and product testing. With a strategic
promotion campaign, Nike hopes to deliver the message that Nike Free is not designed to
replace athletic performance footwear but to be an important part of training, thus improving
performance.
Source: http://www.afrbiz.com.au/
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QUESTION ONE [50]
1.1 Critical to the success of NIKE’s new product is the training of its sales people.
With regards to this, examine the efforts NIKE undertook to ensure that its sales
people could translate the benefits of the new product to potential customers. (10)
1.2 “Nike had developed a product that measurably improved athletic performance but
flew in the face of all conventional thinking."
With regards to the above information and using relevant examples from the article discuss
how Nike used physical and perceptual positioning strategies to establish its product
successfully with athletes. (30)
1.3 With the use of relevant examples from the article discuss the role of training NIKE
employees regarding the product attributes of the new product. (10)
QUESTION TWO [25]

2.1 Examine and briefly discuss the factors that influence an organisation on deciding
whether to enter the international market. (10)
2.2 Explain how an organisation could evaluate viable potential international markets. (15)
QUESTION THREE [25]
Ethics refers to the study of moral principles, or right and wrong, therefore marketing ethics is
all about marketers doing the right thing.
With regards to the above information critically discuss the role and concept of ethical
marketing.
END OF MARKETING 3: ASSIGNMENT 2
81
10.2.7 INFORMATION TECHNOLOGY 3: ASSIGNMENT 2 [100]

QUESTION ONE [30]
1.1. Read the information below and answer the questions that follow:
ID_NUM NAME SURNAME DEGREE_ONE DEGREE_TWO DEGREE_THREE
0786 Frank Hardy B. Comm MBA B.Sc
1.1.1. In the above table student Frank Hardy has three qualifications. Use the 1:M
relationship rule and construct a data table that displays the student’s qualifications in
the most efficient way possible. (10)
1.2. Discuss how a database management system secures the integrity and consistency of
data. (20)
QUESTION TWO [30]

2.1. Determine the characteristics of a relational database table. (10)
2.2. There are eight relational set operators. Explain each of these with the use of
relevant examples. (20)
QUESTION THREE [30]
3.1 Explain the different types of attributes. (10)
3.2 Explain the challenges encountered during database design (10)
3.3 Discuss the purpose of normalisation in database design. (10)
QUESTION FOUR [10]

4.1. Explain the function of any ten (10) SQL data definition commands
END OF INFORMATION TECHNOLOGY 3: ASSIGNMENT 2
82
10.2.8 PROJECT MANAGEMENT 3: ASSIGNMENT 2 [100]
QUESTION ONE [25]

Discuss communication issues in global projects and virtual teams. (20)
Referencing (5)
QUESTION TWO [12]
AMBC (Pty) Ltd invested R 10 000 on a project. The interest rate for the loan at the bank is 9%.
Calculate the NPV after four years if the return on investment is:
Year 1: R 1 000
Year 2: R 2 000
Year 3: R 4 000
Year 4: R 2 000
QUESTION THREE [25]
Discuss the negative effects related to a project being terminated early. (20)
Referencing (5)
QUESTION FOUR [38]
4.1 Calculate the expected times for the activities below. (10)
In practice you always round the number up to the full next number since you create
extra slack time for the project team.
Activity Predecessor Optimistic Most Likely Pessimistic Expected
A ------- 4 6 9
B A 4 5 7
C A 7 10 14
D A 3 5 7
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E C,D 3 7 9
F E,B 2 5 8
G E 4 7 9
H D 2 5 7
I F,G,H 4 6 7
J I,H 5 7 9
4.2 Draw a network diagram and calculate the critical path by using slack time. Also indicate
which activities have the most slack. (28)
END OF PROJECT MANAGEMENT 3: ASSIGNMENT 2
84
10.2.10 RETAIL MANAGEMENT 3: ASSIGNMENT 2 [100]

QUESTION ONE [45]
Cambridge Food tackles a highly competitive environment

Maybe it’s the brand’s audaciously bright signage or the smell of freshly baked bread wafting
through the air that has lured customers, but the Cambridge Food store overlooking the Bara
Taxi Rank in Soweto is surely bustling for a Monday afternoon. In the tough trading
environment, vibrant promotional posters are part of a pricing message that is one of glaring
obviousness: this is where you come for bargains. As one of the thrusts of its food retail growth
strategy, Walmart-owned Massmart aims to bump the number of Cambridge Food stores up
from 47 to 100 by the end of 2017.
The brand, which is part of subsidiary Masscash, targets consumers in the lower living
standards measures (LSMs) of 2-7, and services both retail and wholesale customers. It
operates largely from densely populated commuter nodes like train stations, bus depots and
taxi ranks, where convenience and value are key. This is the same playing field as rival
Shoprite’s Usave and Pick n Pay’s Boxer brand. Cambridge MD Kevin Vyvyan Day says the
stores sell around 1,200 loaves of fresh bread a day. “Hot bread is very important to our
business…. Sometimes we have customers queuing for up to 40 minutes just for fresh hot
bread…. We have quite a lot of hawkers that buy the bread too,” he says.
The bakery is just one of the service departments in the sprawling 2,500m² store, which also
includes a butchery, dry groceries, and fruit and vegetables. The take-away counter is also a
draw — featuring a Chesa Nyama on-site braaing service, potjie pots brimming with pap and
stew, and a variety of hot foods including the famous Cambridge sausage. “We want to draw
commuter feet in every day and give them a reason to shop. We make sure we have
appropriate offerings for breakfast, lunch and supper,” Mr Day says.
“It’s a high-quality offering that doesn’t serve only western food but culturally appropriate food,
so you will see tripe, chicken feet and samp.
“Our customers can get all the food from the street in a modern environment at a better price.”
Cambridge Food started off in the 1990s with six stores selling fresh meat in KwaZulu-Natal,
and gradually began to incorporate groceries. Massmart bought it from founder Brett Latimer in
December 2008, shortly after buying retail-wholesale hybrid Thaba Powersave Cash & Carry.
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“(Masscash) drove an aggressive acquisition trail, purchasing retail cash and carry stores such
as Savemoor Thembisa and JD’s Vosloorus. All retail stores were rebranded as Cambridge
Food by the end of 2012, which was followed by the acquisition of Rhino Cash & Carry Group,”
Mr Day says.
Total sales at Masscash grew by 3.8% on a comparable basis, with product inflation of 4.2%,
for the full year ended December, as pressure on lower-income consumers, low product
inflation and a very competitive market weighed. Across the board, retailers are feeling the
effect of curbed spending as slowing growth in incomes and in the extending of unsecured
credit, as well as the high debt burden and the rising cost of living, put strain on consumers’
wallets. “The competition has certainly intensified, with competitors increasing the frequency
and depth of their promotional activity, cutting prices particularly on known-value items, and
driving innovative service offerings, including combos, freebies and product subsidisation,” Mr
Day says.
Source:http://www.massmart.co.za/medianews/cambridge-food-tackles-highly-competitive-
environment/
Questions:
1.1 Why do you think Cambridge also added take-away counters to their retail
offerings in KwaZulu-Natal? (10)
1.2 Explain the concept of merchandise planning and how it can be applied in stores
like Cambridge. (15)
1.3 Describe how you believe Cambridge differs from other supermarkets in terms of its target
market and location. (10)
1.4 Briefly discuss the role and importance of the category captain in retail stores like
Cambridge. (10)
QUESTION TWO [25]
Some of the usual expectations of the employees within the business are; maximum
remuneration, job security, continuity, personal objectives and good and safe working
objectives. Provide an analysis on how each of these employee expectations impact on the
retail business. (25)
QUESTION THREE [15]
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Compare and contrast the different types of brands that retailers stock in order to satisfy their
desired target market. Provide examples for each brand. (15)
QUESTION FOUR [15]
Planogramming is a skill used in merchandising and retail space planning. In this regard,
explain the role and significance of planograms on the success of retail operations.
QUESTION ONE [45]
Cambridge Food tackles a highly competitive environment
Maybe it’s the brand’s audaciously bright signage or the smell of freshly baked bread wafting
through the air that has lured customers, but the Cambridge Food store overlooking the Bara
Taxi Rank in Soweto is surely bustling for a Monday afternoon. In the tough trading
environment, vibrant promotional posters are part of a pricing message that is one of glaring
obviousness: this is where you come for bargains. As one of the thrusts of its food retail growth
strategy, Walmart-owned Massmart aims to bump the number of Cambridge Food stores up
from 47 to 100 by the end of 2017.
The brand, which is part of subsidiary Masscash, targets consumers in the lower living
standards measures (LSMs) of 2-7, and services both retail and wholesale customers. It
operates largely from densely populated commuter nodes like train stations, bus depots and
taxi ranks, where convenience and value are key. This is the same playing field as rival
Shoprite’s Usave and Pick n Pay’s Boxer brand. Cambridge MD Kevin Vyvyan Day says the
stores sell around 1,200 loaves of fresh bread a day. “Hot bread is very important to our
business…. Sometimes we have customers queuing for up to 40 minutes just for fresh hot
bread…. We have quite a lot of hawkers that buy the bread too,” he says.
The bakery is just one of the service departments in the sprawling 2,500m² store, which also
includes a butchery, dry groceries, and fruit and vegetables. The take-away counter is also a
draw — featuring a Chesa Nyama on-site braaing service, potjie pots brimming with pap and
stew, and a variety of hot foods including the famous Cambridge sausage. “We want to draw
87
commuter feet in every day and give them a reason to shop. We make sure we have
appropriate offerings for breakfast, lunch and supper,” Mr Day says.
“It’s a high-quality offering that doesn’t serve only western food but culturally appropriate food,
so you will see tripe, chicken feet and samp.
“Our customers can get all the food from the street in a modern environment at a better price.”
Cambridge Food started off in the 1990s with six stores selling fresh meat in KwaZulu-Natal,
and gradually began to incorporate groceries. Massmart bought it from founder Brett Latimer in
December 2008, shortly after buying retail-wholesale hybrid Thaba Powersave Cash & Carry.
“(Masscash) drove an aggressive acquisition trail, purchasing retail cash and carry stores such
as Savemoor Thembisa and JD’s Vosloorus. All retail stores were rebranded as Cambridge
Food by the end of 2012, which was followed by the acquisition of Rhino Cash & Carry Group,”
Mr Day says.
Total sales at Masscash grew by 3.8% on a comparable basis, with product inflation of 4.2%,
for the full year ended December, as pressure on lower-income consumers, low product
inflation and a very competitive market weighed. Across the board, retailers are feeling the
effect of curbed spending as slowing growth in incomes and in the extending of unsecured
credit, as well as the high debt burden and the rising cost of living, put strain on consumers’
wallets. “The competition has certainly intensified, with competitors increasing the frequency
and depth of their promotional activity, cutting prices particularly on known-value items, and
driving innovative service offerings, including combos, freebies and product subsidisation,” Mr
Day says.
Source:http://www.massmart.co.za/medianews/cambridge-food-tackles-highly-competitive-environment/
Questions:
1.1 Why do you think Cambridge also added take-away counters to their retail
offerings in KwaZulu-Natal? (10)
1.2 Explain the concept of merchandise planning and how it can be applied in stores
like Cambridge. (15)
88
1.3 Describe how you believe Cambridge differs from other supermarkets in terms of its target
market and location. (10)
1.4 Briefly discuss the role and importance of the category captain in retail stores like
Cambridge. (10)
QUESTION TWO [25]
Some of the usual expectations of the employees within the business are; maximum
remuneration, job security, continuity, personal objectives and good and safe working
objectives. Provide an analysis on how each of these employee expectations impact on the
retail business. (25)
QUESTION THREE [15]
Compare and contrast the different types of brands that retailers stock in order to satisfy their
desired target market. Provide examples for each brand. (15)
QUESTION FOUR [15]
Planogramming is a skill used in merchandising and retail space planning. In this regard,
explain the role and significance of planograms on the success of retail operations. (15)
END OF RETAIL MANAGEMENT 3: ASSIGNMENT 2
89
10.2.10 RISK MANAGEMENT 3: ASSIGNMENT 2 [100]

QUESTION ONE [20]
Read the case study below and answer the question that follows:
Compass Group Relies On Intelligent Video For Foodservice Excellence
Compass Group North America is a leading foodservice management company with annual
sales over $12 billion and more than 200,000 associates. Its operating companies, including
Morrison Healthcare, Bon Appétit Management, Levy Restaurants and Wolfgang Puck
Catering, serve more than seven million meals a day in schools, hospitals, senior living
communities, corporate campuses and sporting venues across the U.S. and Canada.
Headquartered in Charlotte, North Carolina, Compass Group North America has the privilege
of serving such prestigious clients as Microsoft, IBM, United Technologies Corp., SAP,
Louisiana State University, Texas A&M University and the District of Columbia Public Schools.
In addition, Compass Group provides catering to special events such as the US Open and the
Academy Awards.
The group’s success in the foodservice business relies on getting a lot of things right from
procurement and logistics to the preparation of nutritious, palate-pleasing food. Dedicated,
trustworthy associates and satisfied customers are critical, but so too are loss prevention and
an effective means of operational oversight.
Compass Group North America began deploying March Networks video surveillance systems
in 2008 and currently has them installed in some 300 foodservice sites.
Chris McDonald, Senior Vice-President of Loss Prevention, joined the group in April 2012 by
which time its loss prevention strategy was “pretty much already in place,” he said. “I was
familiar with several different video surveillance systems, but had never dealt with March
Networks and wasn’t familiar with its technology. However, it didn’t take me long to become a
big fan. We’ve had really good success with it.”
Valuable Video Evidence

Compass Group has a mix of 8000 Series and 4000 C hybrid networked video recorders and
uses both analog and IP cameras to cover cash registers, food storage areas and back doors.
Loss prevention staff in Atlanta rely on a third-party exception reporting system to alert them to
potentially suspicious point-of-sale (POS) transactions and use the March Networks video
surveillance system to view the associated video.
90
Performance metrics are also tracked to alert management to potential issues.
“For example, if we see that we’re buying more food than we’re producing, we’ll start watching
video,” said McDonald.
Unusual sales patterns are also cause for concern, prompting loss prevention staff to pay
special attention to no-sales, voids and other potentially suspicious POS transactions flagged
by the exception reporting system. Using video surveillance to view the actual transactions can
provide McDonald’s team with the evidence they need to take action against a dishonest
cashier.
Video also allows the loss prevention team to monitor compliance with company policies for
cashier accountability. As is the case in most retail environments, cashiers have their own cash
drawers or unique log-ins which allow management to identify the cashier responsible for every
transaction. Sharing log-ins defeats the purpose, but can be easily detected using video.
The same applies to the company’s policy of always requiring two people present for cash
counting during the completion of a shift, but as McDonald has discovered, having two people
in the same room isn’t always sufficient.
Video illustrating any lapses helps to improve compliance and is used by Compass Group for
training purposes.
Source: https://www.losspreventioninsights.com/doc/compass-group
Required:
Distinguish between the Educational, Statistical and Enforcement approaches to loss

prevention.
QUESTION TWO [20]
Classify the following four (4) sources of consequential losses for the purpose of risk
management:
2.1 Loss of aggregate assets (5)
2.2 Current assets (5)
2.3 Production assets (5)
2.4 Utilities (5)
91
QUESTION THREE [20]
Discuss the purpose of organisational flow charts and analysis of financial statements within
the context of risk management.
QUESTION FOUR [20]
4.1 Analyse the time-related aspects of consequential losses. (10)
4.2 Describe the various risk-financing mechanisms available to businesses. (10)
QUESTION FIVE [20]
5.1 Compare Estimated Maximum Loss to Normal Loss Expectancy. (10)
5.2 Explain the effects of crime perils and include security risks within your explanation. (10)
END OF RISK MANAGEMENT 3: ASSIGNMENT 2
92
10.2.11 SUPPLY CHAIN MANAGEMENT 3 : ASSIGNMENT 2 [100]
QUESTION ONE [50]
Read the following and then answer the questions that follow:
Samsung Electronics Co., world’s largest smartphone maker by shipments, is not having a
good day. Samsung has created one of the biggest global recalls in the world with 35 cases of
exploded phones or phones catching fire thus far. Barely out of its launch on 19th August, 2.5
million units of the Galaxy Note 7 are to be returned to Samsung, a portion of which have not
even reached carrier stores. Already set on the back foot by the successful Apple iPhone 7
launch, this recall would severely undermine Samsung’s effort to push its phone up the value
chain.
And that’s not all. Other Samsung products such as the recently released Galaxy S7 edge and
soon to be launched Galaxy Tab S3 are facing scrutiny as well. No longer will “trendy” or
“reliable” be at the forefront of consumer minds but more likely “exploding batteries” and “poor
quality”. The Federal Aviation Administration (FAA) is contemplating whether to ban Note 7
devices on planes days after the decision to prohibit usage in-flight. “Will the Galaxy Note 8 be
safe? What if I can no longer travel with my phone?” are questions Samsung will find very hard
to address. So far, those answers have not been very forthcoming.
Samsung’s confused response has tarnished its reputation and credibility with not just
consumers but business partners, regulators and many more stakeholders all over the world.
According to the Wall Street Journal, there were multiple statements released with conflicting
information leading to some customers being unable to exchange their phones.
Although an exchange programme was launched in all 10 countries where the devices were
sold, it did little to appease angry and fearful customers. Verizon spokeswoman stated that
even if replacement phones were to arrive from Samsung, there will not be sufficient phones to
cover every Note 7 sold initially. The smartphone is a quintessential part of our modern life, and
Samsung’s offer of loaner phones just does not cut it.
93
Unlike Apple which has a large network of retail stores, Samsung relies mainly on carriers to
sell its products. This has made the task of recalling 2.5 million phones very difficult as
Samsung has little control over carriers.
Source: https://www.linkedin.com/pulse/inferno-samsung-lessons-reverse-logistics-grace-chua/
Questions:
1.1 In response to the case study, comment on the innovation strategy on

Samsung’s supply chain. (10)
1.2 Comment on procurement-related activities that can contribute to Samsung’s

supply chain effectiveness. (9)
1.3 Briefly discuss the impact of e-procurement on Samsung operations (5)
1.4. With the use of information from the case, briefly explain Samsung’s closed loop
supply chain. (10)
1.5 Discuss the importance of efficiency and effectiveness on Samsung’s supply

chain processes. (10)
1.6 Explain the significance of time management on Samsung’s logistics and supply
chain functions. (6)
QUESTION TWO [30]
2.1 Briefly elaborate on how an organization measures its supply reliability. (10)
2.2 Explain with examples, the three (3) main tools of electronic procurement. (12)
2.3 Comment on the purpose and significance of a facility on a business. (8)
QUESTION THREE [20]
Using an organisation of your choice, elaborate on the stages in the design process
END OF SUPPLY CHAIN MANAGEMENT ASSIGNMENT 2
94
11. SUMMATIVE ASSESSMENT (EXAMINATION
11.2 EXAMINATION DATES/SCHEDULE FOR SEMESTER ONE & SEMESTER TWO
SUPPLEMENTARY
MODULES FINAL EXAMINATION
EXAMINATION
SEMESTER 1 MODULES
INTERNATIONAL BUSINESS 302

SEMESTER 1
Examination will commence on the
TAXATION 302 MODULES
07 November 2022 up until 22 November 2022
ENTREPRENEURSHIP 301 Examination will commence on the

05 June 2023MODULES)
SEMESTER 2 MODULES (ANNUAL/YEAR up until 17 June 2023
BUSINESS MANAGEMENT 3
SEMESTER 2
RETAIL MANAGEMENT 3
MODULES
HEALTH MANAGEMENT 3
HUMAN RESOURCE MANAGEMENT 3

Examination will commence on the
RISK MANAGEMENT 3 05 June 2023 up until 17 June 2023
MARKETING 3
ECONOMICS 3
INFORMATION TECHNOLOGY 3
PROJECT MANAGEMENT 3
ACCOUNTING 3
SUPPLY CHAIN MANAGEMENT 3
95
Appendix A: ASSIGNMENT COVER SHEET
Programme
Module Name
Assignment Number
Surname
First Name/S
Student Number
Date Submitted
Postal Address
E-MAIL
myregent email address …………………………................................................@myregent.ac.za
E-Mail
(alternate email address)
Contact Numbers Cell :

Home :
Work :
Alternate contact :
Name:
Relationship:
Contact number:
I ___________________________ ID/Passport No._________________________hereby confirm that the

assignment submitted herein is my own original work.
Date: ______________________
FOR OFFICE USE ONLY
Marks per question (Q)
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10
96

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REGENT Business School

Academic and Assessment Calendar

1. MESSAGE FROM THE PROGRAMME COORDINATOR 3

2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR 4

4. STUDENT SUPPORT SERVICES 5

5. PROGRAMME STRUCTURE AND DUE DATES 6

8. ASSIGNMENT SUBMISSION GUIDELINES 10

10. ASSIGNMENT SCHEDULE 14

APPENDIX A: ASSIGNMENT COVER SHEET 96

1. MESSAGE FROM THE PROGRAMME COORDINATOR

Welcome to REGENT Business School (RBS).

2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR

The contact details of the offices are follows:

Durban – Head Office

East London Namibia – Windhoek Namibia – Ongwediva

Swaziland - Mbabane Swaziland - Eswatini

Telephone: +268 240 49440 Telephone: +268 2505 5890

4. STUDENT SUPPORT SERVICES: STUDENT ENGAGEMENT HUB

If a student is registered for Accounting 3, then • Human Resource Management 3

5.1. IMPORTANT PROGRAMME DATES

6.1 WORKSHOP VENUES FOR SEMESTER ONE AND TWO

REGENT Business School

• Workshops will be held at the venues above, depending on student enrolment.

6.2 WORKSHOP MODULES AND STRUCTURE

Workshops will be conducted for the following modules:

• International Business 302 Or Taxation 302

7. FORMATIVE ASSESSMENT (ASSIGNMENTS)

8. ASSIGNMENT SUBMISSION GUIDELINES

8.2 Mode of Submission

To submit your assessments, please note the following steps:

Step 1: Click on your browser, and type in https://regentonline.ac.za

Should you have any queries, then kindly write to studentsupport@regent.ac.za

It is imperative that the General Handbook be further referenced on the

MODULE BCOM YEAR 3 - TEXTBOOK/S

Title: Introduction to Business Management- 10th Edition

Title: Business Management - A Value Chain Approach-

Title: Management- 5th South African Edition

Title: Economics for South African Students- 6th Edition

Economics 3 Publisher: Van Schaik

Title: Economics- 3rd Edition 2020

Title: Gripping GAAP – 2020 Edition

Title: Health Service Management- 2011 Edition

Title: Introduction to Health Services Management- 3rd

Title: Managing in Health and Social Care- 2nd Edition

Title: Human Resource Management: 10th Edition

Title: Operations Management 3rd edition (2013).

Title: Successful Project Management. 7th edition 2018

Title: Systems Analysis and Design 12th Edition, 2020

Information Technology 3 Author/s: Shelly, GB, Rosenblatt, HJ

Title: Retail Management a South African Perspective.

10. ASSIGNMENT SCHEDULE

MODULE ASSIGNMENT SUBMISSION DATE

Entrepreneurship 301 05 September 2022

10.1 ASSIGNMENT QUESTIONS: SEMESTER ONE (JULY – DECEMBER 2022)

QUESTION ONE [55]

Read the following and answer the question that follows:

1.3 One of the personal characteristics of entrepreneurs is to be creative. Explain how

QUESTION TWO [25]

QUESTION THREE [20]

END OF ENTREPRENEURSHIP 301 ASSIGNMENT

10.1.2 INTERNATIONAL BUSINESS 302 [100]

How Africa’s entrepreneurs are changing the direction of globalisation