He explained, "the funds would be used for expansion of Zutshwa Salt production. The tests have indicated that it is 99.9 percent pure salt. Our intention is to expand production so that we can be able to meet market demand in our country. After expansion we foresee increase in our employment rate. Our output will also triple." Mr Molefe said the project currently employed 25 people on rotational basis every three months. He said the expansion project would start by August. He said, "we will start with a minimum of four boreholes which will provide us with more mineral (salt deposit). After that we will increase the ponds from the current 44 by building another 10 bigger ponds. We will also employ more than 45 people on permanent basis. Our output will triple and we will be able to meet the market demand and export. We are working on acquiring certificates of origin in order to be ready for export." Mr Molefe said LEA started working with the trust in 2015 by developing a business plan that led to P1.5 million funding from constituency development fund, which enabled them to increase ponds from 16 to 44. He said Zutshwa Salt supplied all Botswana Agriculture Marketing Board facilities in the southern part of Botswana with salt, together with Maun. Also, Mr Molefe said their salt was safe for consumption by people and livestock. He said their salt was cheap as 50 kg bags cost P54.50 and 65 kg lick blocks cost P70. Zutshwa Salt plant supervisor, Mr Pobiso Kgamatona, said their main challenge was constant breaking of equipment due to corrosive effect of salt. He said they use a simple method of harvesting salty water into ponds and allowing it to crystallise before adding iodine to it 73254943 mail@zutshwasalt.com The above case study is an excerpt from the Botswana Daily News published 20 July 2023 (https://dailynews.gov.bw/news-detail/74160) QUESTION 1 [25 MARKS] Use the case study above on LEA to answer the questions below. You may use other resources to supplement your answers. a. Zutshwa Salt project intends to enter the Namibian market as well as the rest of SADC and you have been tasked to assess its attractiveness. Conduct the analysis using the Porter's Five Forces (PFF) Model. (15 marks) b. Name and rank two cooperative strategies that you would recommend for accessing the market you have chosen in (a) above. (4 marks) c. Explain two (2) characteristics of salt mined at Zutshwa, and argue why each one is a source of its competitive advantage. (4 marks) d. Zutshwa was able to raise capital from SADC, UNDP and RDC. Explain, using examples in the case of Zutshwa, what aspects of the business model do financiers use to decide to fund or not to fund (2 marks)

He explained, "the funds would be used for expansion of Zutshwa Salt production. The tests have indicated that it is 99.9 percent pure salt. Our intention is to expand production so that we can be able to meet market demand in our country. After expansion we foresee increase in our employment rate. Our output will also triple." Mr Molefe said the project currently employed 25 people on rotational basis every three months. He said the expansion project would start by August. He said, "we will start with a minimum of four boreholes which will provide us with more mineral (salt deposit). After that we will increase the ponds from the current 44 by building another 10 bigger ponds. We will also employ more than 45 people on permanent basis. Our output will triple and we will be able to meet the market demand and export. We are working on acquiring certificates of origin in order to be ready for export." Mr Molefe said LEA started working with the trust in 2015 by developing a business plan that led to P1.5 million funding from constituency development fund, which enabled them to increase ponds from 16 to 44. He said Zutshwa Salt supplied all Botswana Agriculture Marketing Board facilities in the southern part of Botswana with salt, together with Maun. Also, Mr Molefe said their salt was safe for consumption by people and livestock. He said their salt was cheap as 50 kg bags cost P54.50 and 65 kg lick blocks cost P70. Zutshwa Salt plant supervisor, Mr Pobiso Kgamatona, said their main challenge was constant breaking of equipment due to corrosive effect of salt. He said they use a simple method of harvesting salty water into ponds and allowing it to crystallise before adding iodine to it 73254943 mail@zutshwasalt.com The above case study is an excerpt from the Botswana Daily News published 20 July 2023 (https://dailynews.gov.bw/news-detail/74160) QUESTION 1 [25 MARKS] Use the case study above on LEA to answer the questions below. You may use other resources to supplement your answers. a. Zutshwa Salt project intends to enter the Namibian market as well as the rest of SADC and you have been tasked to assess its attractiveness. Conduct the analysis using the Porter's Five Forces (PFF) Model. (15 marks) b. Name and rank two cooperative strategies that you would recommend for accessing the market you have chosen in (a) above. (4 marks) c. Explain two (2) characteristics of salt mined at Zutshwa, and argue why each one is a source of its competitive advantage. (4 marks) d. Zutshwa was able to raise capital from SADC, UNDP and RDC. Explain, using examples in the case of Zutshwa, what aspects of the business model do financiers use to decide to fund or not to fund (2 marks)

He explained, "the funds would be used for expansion of Zutshwa Salt production. The tests have indicated that it is 99.9 percent pure salt. Our intention is to expand production so that we can be able to meet market demand in our country. After expansion we foresee increase in our employment rate. Our output will also triple." Mr Molefe said the project currently employed 25 people on rotational basis every three months. He said the expansion project would start by August. He said, "we will start with a minimum of four boreholes which will provide us with more mineral (salt deposit). After that we will increase the ponds from the current 44 by building another 10 bigger ponds. We will also employ more than 45 people on permanent basis. Our output will triple and we will be able to meet the market demand and export. We are working on acquiring certificates of origin in order to be ready for export." Mr Molefe said LEA started working with the trust in 2015 by developing a business plan that led to P1.5 million funding from constituency development fund, which enabled them to increase ponds from 16 to 44. He said Zutshwa Salt supplied all Botswana Agriculture Marketing Board facilities in the southern part of Botswana with salt, together with Maun. Also, Mr Molefe said their salt was safe for consumption by people and livestock. He said their salt was cheap as 50 kg bags cost P54.50 and 65 kg lick blocks cost P70. Zutshwa Salt plant supervisor, Mr Pobiso Kgamatona, said their main challenge was constant breaking of equipment due to corrosive effect of salt. He said they use a simple method of harvesting salty water into ponds and allowing it to crystallise before adding iodine to it 73254943 mail@zutshwasalt.com The above case study is an excerpt from the Botswana Daily News published 20 July 2023 (https://dailynews.gov.bw/news-detail/74160) QUESTION 1 [25 MARKS] Use the case study above on LEA to answer the questions below. You may use other resources to supplement your answers. a. Zutshwa Salt project intends to enter the Namibian market as well as the rest of SADC and you have been tasked to assess its attractiveness. Conduct the analysis using the Porter's Five Forces (PFF) Model. (15 marks) b. Name and rank two cooperative strategies that you would recommend for accessing the market you have chosen in (a) above. (4 marks) c. Explain two (2) characteristics of salt mined at Zutshwa, and argue why each one is a source of its competitive advantage. (4 marks) d. Zutshwa was able to raise capital from SADC, UNDP and RDC. Explain, using examples in the case of Zutshwa, what aspects of the business model do financiers use to decide to fund or not to fund (2 marks)

Principles of Management

Principles of Management

OER 2019th Edition

ISBN:9780998625768

Author:OpenStax

Publisher:OpenStax

Chapter17: Organizational Planning And Controlling

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Question

He explained, "the funds would be used for expansion of Zutshwa Salt production. The tests have
indicated that it is 99.9 percent pure salt. Our intention is to expand production so that we can be
able to meet market demand in our country. After expansion we foresee increase in our
employment rate. Our output will also triple."
Mr Molefe said the project currently employed 25 people on rotational basis every three months.
He said the expansion project would start by August.
He said, "we will start with a minimum of four boreholes which will provide us with more mineral
(salt deposit). After that we will increase the ponds from the current 44 by building another 10
bigger ponds. We will also employ more than 45 people on permanent basis. Our output will triple
and we will be able to meet the market demand and export. We are working on acquiring
certificates of origin in order to be ready for export."
Mr Molefe said LEA started working with the trust in 2015 by developing a business plan that led
to P1.5 million funding from constituency development fund, which enabled them to increase
ponds from 16 to 44.
He said Zutshwa Salt supplied all Botswana Agriculture Marketing Board facilities in the southern
part of Botswana with salt, together with Maun.
Also, Mr Molefe said their salt was safe for consumption by people and livestock. He said their
salt was cheap as 50 kg bags cost P54.50 and 65 kg lick blocks cost P70.
Zutshwa Salt plant supervisor, Mr Pobiso Kgamatona, said their main challenge was constant
breaking of equipment due to corrosive effect of salt.
He said they use a simple method of harvesting salty water into ponds and allowing it to crystallise
before adding iodine to it
73254943
mail@zutshwasalt.com
The above case study is an excerpt from the Botswana Daily News published 20 July 2023
(https://dailynews.gov.bw/news-detail/74160)
QUESTION 1
[25 MARKS]
Use the case study above on LEA to answer the questions below. You may use other resources to
supplement your answers.
a. Zutshwa Salt project intends to enter the Namibian market as well as the rest of SADC and you
have been tasked to assess its attractiveness. Conduct the analysis using the Porter's Five Forces
(PFF) Model.
(15 marks)

b. Name and rank two cooperative strategies that you would recommend for accessing the market
you have chosen in (a) above.
(4 marks)
c. Explain two (2) characteristics of salt mined at Zutshwa, and argue why each one is a source
of its competitive advantage.
(4 marks)
d. Zutshwa was able to raise capital from SADC, UNDP and RDC. Explain, using examples in the
case of Zutshwa, what aspects of the business model do financiers use to decide to fund or not
to fund
(2 marks)

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?

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