Thesis (MBA)-University of Natal, Durban, 2003.The following is an exploratory study, of a newly formed
company called Duys Aftermarket Components (D.A.M). D.A.M was
formed out of Duys Component Manufacturers (D.C.M) a division
of The Duys Group. The reason for forming D.A.M came about
due to an environmental change. Toyota was D.C.M's main
client and the whole business was geared around them, until
Toyota announced that they would no longer be fitting bull
bars and roll bars (D.C.M's core products), at factory level.
So, in do or die mode, D.A.M was formed to focus attention on
the automotive aftermarket, to find clients for the products
that the company was so proficient at making, while D.C.M
attempts to find new products for the Toyota factory.
This study follows a gap analysis type approach. First, the
theoretical ideal is laid out and discussed in detail. Next,
facts pertaining to D.A.M and its environment are gathered in
the form of a case study. Matching these two sections
together allows an analysis of the changed environment and of
the company's resources and internal workings. From this
analysis, strategic models are created and grand strategies
formed which are then tested for suitability against the same
internal and external factors previously discussed. From the
grand strategies, the study generates more specific courses of
action as options for the management of Duys to consider.
These are optional ways in which the management might consider
breaching the gap between the theoretical ideal laid out and
the current situation.
The expectation is that the research will develop a workable
strategy for the management of Duys to work with and to build
on, in an emergent fashion