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This is the second paper of a series of three, discussing a benchmarking application in the air cargo freight industry. The paper discusses the following: qualitative benchmarking data across a wide range of attributes and an analysis of performance gaps in each area of the questionnaire utilised; qualitative information in the form of practices described by the various managers interviewed during the course of the whole project. Considers areas such as leadership, strategic quality planning, human resources management and development and process management. Offers findings from the research in these areas, giving a snapshot of what each company surveyed is doing in each of the areas covered

This is the last of a series of three papers discussing a benchmarking project related to the air cargo freight industry. This paper builds on the analysis covered in the second part, by discussing the gaps between various competitors and highlighting the practices that give respective competitors a key advantage in each of the specific areas scrutinised. Considers the areas of leadership, strategic quality planning, human resources management and development, process management, quality results and customer satisfaction. Notes that most organizations studied have put service at the forefront of their competitive approaches.

This is the first of a series of three papers discussing a major benchmarking initiative in the air cargo freight industry sector. The project itself focused on nine major competitors in the cargo industry and included organisations known to be leaders in the areas of service excellence. The methodology used for establishing comparisons was an adaptation of the Malcolm Baldrige National Quality Award (MBNQA) (1996 version). A questionnaire was used with prompts covering various areas of quality management, people involvement in continuous improvement, service excellence aspects, customer focus and satisfaction aspects and finally business and operational performance aspects. Paper 1 discusses the changes that are taking place in the air cargo freight industry and sets the scene by presenting profiles of all of the competitors used in this study.

After completion of the case study, the students will be able to gain knowledge on public–private partnerships (PPPs) in emerging markets; understand how to apply the sensing element of the dynamic capabilities framework in analysing context, especially in emerging market context; and understand how to apply the dynamic capabilities framework to the process of developing brand equity.

On 20 March 2020, in Johannesburg South Africa, Dr Barbara Jensen Vorster, the head of corporate communications and marketing at the Gautrain Management Agency, was considering her dilemma of how to manage stakeholders at a time when the patronage guarantee was under question. The nature of the Gautrain PPP transport contract entailed a revenue guarantee that was called a patronage guarantee. How did they build their Gautrain brand equity during the Gautrain PPP patronage guarantee controversy? This case study highlights the perspectives of multiple stakeholders which places the Gautrain brand equity under strain. The Gautrain brand identity was created to project an integrated, overarching brand position for the construction project and later the operating company. The logo illustrated Africanisation, and the slogan “For People on the Move” represented a modern collaborative approach. Upholding the status of the brand is an important quest for the corporate communications and marketing team, and therefore the issue around the patronage guarantee must be addressed. This case study illustrates contrasting views about the Gautrain being elitist versus the rapid rail train enabling economic prosperity. The pro-prosperity versus pro-economic development values were at the heart of the different opinions around the patronage guarantee. Students are therefore confronted with their own values while the case study aims to drive an awareness or consciousness around these issues in an emerging market.

This case study is appropriate for advanced undergraduate and Master of Business Administration courses focused on marketing, communications and/or stakeholder management, such as in business and society courses. At both levels, the case study will be valuable in generating discussion on communications models and how to manage stakeholders ranging from government to community representatives. In courses where dynamic capabilities theory is taught, this case study will offer a specific application of this model in the context of brand communications and building brand equity in times of controversy.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.