DANIELLA

BOSSENGER
B R AN D S T R AT E G I S T

TABLE OF CONTENTS

TABLE OF CONTENTS

04

THE DANIELLA LOWDOWN BRIEF BACKGROUND

06

PERSONAL BRAND BLUEPRINT PERSONAL BRAND FOUNDATION

BRAND STRATEGIST

DANIELLA BOSSENGER

02

08 CONCEPT

THINK CREATIVELY, WORK STRATEGICALLY

08

VISUAL POSITIONING THE DISTINGUISHING FEATURES

10

PHOTOGRAPHY & STYLING AMELIA JANE

16

HEALTHY BRAND LOCAL

18

HEALTHY BRAND INTERNATIONAL

20

BRAND CHALLENGE KIDZ2KIDZ

28

PHOTOGRAPHY NARRATIVE SAMANTHA

34

FINANCE & BUSINESS ANALYSIS COMAIR & SOUTH AFRICAN AIRWAYS

40

CREATIVE DEVELOPMENT BODY UNCOMFORTABLE

46

CURRICULUM VITAE

48

REFERENCES

THE

LOWDOWN

BRI EF BAC KG R O UND

Born and raised in Cape Town, Daniella grew up learning about business and product
development from a young age, by observing her parents in the cosmetic and retail
industry. Through this exposure she developed a strong passion for business and
branding. To pursue her interest in this subject , she chose to study a BBA in Brand
Building & Management at the Vega School of Branding (2013-2015). Whilst studying
at Vega, her interest in fashion photography flourished, corresponding with her love
for fashion, styling and travel. Daniella is someone who is confident within herself and
the way she lives her life. She is dedicated and persistent in never giving up on a task put
before her, and any task undertaken is done so with meticulous care and pride.

THE DANIELLA LOWDOWN

05

DANIELLA BOSSENGER

Daniella Rae Bossenger, born 18 November 1993

BRAND STRATEGIST

PERSONAL BLUEPRINT

P ERS ONAL B R AND B LUEPR I NT:

PERSONAL BRAND FOUNDATION

Vision
To embody the epitome of success and gain a powerful
voice in ways that can illuminate on others and flow into
all spheres of life and relationships, becoming emotionally
fulfilled and self sufficient.

Mission
DANIELLA BOSSENGER

06

To make strategical and well considered decisions that

will allow me to grow and gain experience, broadening
my views and extending my talents into areas that will
develop myself into a great business leader.

Values

Balance
Commitment
Loyalty
Rationality
Responsibility

Traits

BRAND STRATEGIST

Reliable
Ambitious
Confident
Analytical
Observant

PERSONAL BRAND BLUEPRINT

Positioning Statement
For vibrant creatives, Daniella Bossenger is the go to brand
strategist for a refined, contemporary style and approach to
branding as she takes a modern spin on simplicity in a
surprisingly engaging manner.

Essence
Rational creativity.

Message
An analytical passion for creative simplicity.
07

Vibrant Creatives:
PR | Marketing & Communication | Fashion

DANIELLA BOSSENGER

Ta r get Au dience

Tone
Precise yet comfortable whilst exuding confidence
in specifics.

BRAND STRATEGIST

CONCEPT

C O NC EPT:

WORK STRATEGICALLY, THINK CREATIVELY

Brand strategy is a long-term plan for the development of a successful brand in order to achieve specific goals. Although strategy is a
significant part of the industry, the inherent need for creativity and
innovation can sometimes be overlooked. Thus, the juxtaposition of
creativity and strategic thinking is how I conceptualize success as a
brand strategist.
My perception of this balance is complemented by my choice of a
black and white colour palette. The idea of black and white has strong
traditional connotations of being exact and without creativity.
However, it is this contrast that symbolizes the perfect fit between
strategy and creativity.

BRAND STRATEGIST

DANIELLA BOSSENGER

08

Through this contrast I was able to effectively communicate my

interest in fashion, by emulating this portfolio as a magazine spread.
Although the layout and content remain simplistic, the style, imagery
and language applied helped to create a unique concept.

THE DISTINGUISHING FEATURES

VISUAL POSITIONING

V ISUAL PO SI TI O NI NG :

09

DANIELLA BOSSENGER

BRAND STRATEGIST

AMELIA JANE

PHOTOGRAPHY & STYLING

P H OTOG R APHY & ST YLI NG :

WhY
I studied digital photography part-time at the Cape Town School of
Photography. Doing the course has allowed me to develop a critical
eye and attention to visual detail.

Who
Model: Amelia Jane Scott-Healey

DANIELLA BOSSENGER

How
I used a Canon DSLR camera.

11

What
The brief for this assignment was to create motion blurs, my
American flag motion blur image went on to receive an award at
CTSP.

When
The course took place over a 3 month period in 2013.

BRAND STRATEGIST

HEALTHY BRAND

HEALTHY B R AND :

LOCAL
WhY
A healthy brand audit is conducted in order to analyse and determine
the brands worth, which in turn can boost the brands equity and
reputation.
What
The brief was to choose a brand that is not mainstream and analyse
the brand, particularly conducting a healthy brand analysis.
How
The healthy brand analysis includes 7 questions which are utilised in
order to establish the brands health.

DANIELLA BOSSENGER

16

Who
I chose retailer, Wellness Warehouse, as I feel that the brand
channels the expanding market of earth and health conscious
consumers.
When
This project was completed in Brand Strategy in third year.

___

W ELLNESS WAR EHO USE

Through establishing the brand identity, it is important for a
brand to be a healthy brand and is guaranteed to have a significant impact on the consumer awareness of your brand and your
bottom line. (Tronvig Group, 2015) Wellness Warehouse engages
in health brand practices as in accordance with the following
Vega Healthy Brand Criteria:
1. The brand has a particular meaning:
Wellness Warehouse is a health and wellness retailer.

BRAND STRATEGIST

2. The brand has a unique meaning:

Wellness Warehouse aims to provide a wide variety of wellness and health
products (both local and international) through all spheres of life, whilst
being cost effective.
3. The brand is an effective and engaging communicator:
Wellness Warehouse provides a user friendly online shopping website and
social media platforms in which they are constantly driven on a two way
relationship of loyalty to customers.

The brand consistently communicates wellness beyond marketing

products, as evident on Instagram through the 2 Week Stand Working
Challenge in which the brand emphasises healthy lifestyles on how to
improve posture and focus.

HEALTHY BRAND: LOCAL

4. Adds value to the lives of people:

Another way in which the brand adds value to the lives of people is through
creating an online store for customer convenience.
5. The brand is transparent; it lives its promise in all that it does:
All products are carefully considered in terms of their positive advantage
to health and the environment, for example they do not stock unhealthy
products like sweets that would compromise the brand promise and
ultimately what the brand stands for.

17
DANIELLA BOSSENGER

6. The brand builds sustainable relationships by never taking more

than it gives:
Wellness Warehouse is willing to give back to its communities, for
example through promoting and taking part in the #TBD2015 (Twitter
Blanket Drive 2015) campaign.
Although this campaign is helping build sustainable relationships through
giving back to its communities there should be an added emphasis on
building sustainable relationships as there are no other campaigns or
initiatives promoting this to the public.
7. The brand believes that profit is not the driver, but the consequence
of all of the above:
Wellness Warehouse delivers quality goods and it is evident that it is
through the consequence of maintaining the above criteria, for example
online orders arrive with a hand written note-providing consumers with a
personal touch that creates an added value experience to customers.
(Healthy Brand, 2008)

BRAND STRATEGIST

HEALTHY BRAND: INTERNATIONAL

HEALTHY B R AND :

INTERNATIONAL
WhY
A healthy brand audit is conducted in order to analyse and determine
the brands worth, which in turn can boost the brands equity and
reputation.
What
The brief was to choose a brand that is not mainstream and analyse
the brand, particularly conducting a healthy brand analysis.
How
The healthy brand analysis includes 7 questions which are utilised in
order to establish the brands health.

BRAND STRATEGIST

DANIELLA BOSSENGER

18

Who
I chose luxury fashion house, Stella McCartney, as I feel that the
brand delves into being ethically responsible within design which
sparks interest in my values as a person.
When
This project was completed in Brand Strategy in third year.

___

S T ELL A M C C ARTNEY

1 . The brand has a particular meaning:

Stella McCartney is a luxury fashion house.

HEALTHY BRAND INTERNATIONL

Vega Healthy Brand Criteria:

2. The brand has a unique meaning:

Stella McCartney is a fashion label led by a woman who understands the
needs of fellow women and maintains being a responsible brand through
fabrics utilised, manufacturing processes and adopting ethical social
practices. (The Guardian, 2015)
3. The brand is an effective and engaging communicator:
Stella McCartney provides customers with a user friendly online
website, stellamccartney.com and social media platforms that have
extensive followings, the brands Instagram account has 1.8m followers.
The brands sort after and reputable identity is extensively showcased on
social media accounts such as its Instagram or Snapchat.

6. The brand builds sustainable relationships by never taking more

than it gives:
Stella McCartney seek to deliver the best possible garments through
utilising responsible fabrics and considering the whole supply chain
sustainably.

DANIELLA BOSSENGER

5. The brand is transparent; it lives its promise in all that it does:

The brand carefully considers garments environmental and social
practices as being ethical, for example no fur or leather is used as that would
compromise the brand promise and ultimately what the brand stands for.

19

4. Adds value to the lives of people:

The brand consistently communicates environmental responsibility
beyond marketing products, as evident in helping educate customers on
how to care for garments responsibly by initiating Clever Care labels in
all their garments. The brand delivers value to people through constantly
providing consumers sustainable living tips through their website and
social media feeds. (Stella McCartney, 2015) Stella McCartney has an
online store for customer convenience.

The fashion house strives to give back to communities in many different

aspects, for example the Noemi tote was created in Kenya with the Trade
Centres Ethical Fashion Initiative. This initiative aims to
connect the worlds most marginalised people with the top of fashions
value chain, for mutual benefit.
Another commitment to building sustainable relationships is through a
partnership with NGO canopy to ensure that all Cellulose fabrics meet
strict sustaiability standards by 2017 and thus no raw materials used in
producing viscose in the Stella McCartneys garments are aiding
deforestation. (Stella McCartney, 2015)
7. The brand believes that profit is not the driver, but the
consequence of all of the above:
Stella McCartney curates quality, ethical goods and it is evident that it
is through the consequence of maintaining the above criteria. (Healthy
Brand, 2008)

BRAND STRATEGIST

BRAND CHALLENGE

BR AND C HALLENG E

KIDZ2KIDZ
WhY
Brand Challenge takes place in order to provide Vega students with
first hand industry experience through splitting 2nd, 3rd and
honours year students into teams, each group is assigned a particular
brand with whom they need to answer to a specific branding brief,
dependent on the client.
Who
The client we received was NGO, Kidz2Kidz.

DANIELLA BOSSENGER

20

What
The brief was to create structured brand architecture, simplify all
the Kidz2Kidz programmes they partake in throughout the year and
to create overall brand awareness.
How
The brief was dissected and solutions were provided to the client
through weekly presentations with a final presentation and strategy
document with both client and internal panels who evaluated
the solutions.
When
The brand challenge takes place over a 5 week period:
1. Developing Team Branding Agency (Display)
2. Strategy Review (Presentation)
3. Concept Review (Presentation)
4. Internal Review (Presentation)
5. Client Presentation & Strategy Document

___

BRAND STRATEGIST

Credit for the following brief must be given to:

Jason Clifton, Sharon Mokibe, Tatum Cogan, Keelan McManus, Emma
Coutts, Ceile Shannon & Levi Uppink

Esta bl i s hed i n 20 01 , Kidz 2 Kidz is a No n - G ove r n me n t

O r ga n i s a ti o n (N G O ) o p e ratin g in C ap e Tow n , So u t h
Afr i ca . The Ki d z 2Ki dz tr u st co n sist s of t h e San ta Sh o eb ox
Pr o ject a n d the Ki d z 2 Kidz p r o j ect s. Th e p r imar y aim of t h e
tr u st i s to co n n ect p eo pl e t h r o u gh t h e Joy of G iv in g .
Ki d z 2Ki d z p r o ject s fac il itate var io u s p r o j ect s r u n by
vol u n teers m a k i n g a d iffe r e n ce to ch il dr e n in disadvan taged
co m m u n i ti es w i t h in t h e So u t h Afr ican an d Namib ian
l a n d s ca p e (Ki d z 2Ki dz , 2 015 ) . Kidz 2 Kidz is r e g iste r ed as a
Pu bl i c B en efi t O r ga n i s atio n . All t h e ir sp o n so rsh ip s ar e u sed to
s u sta i n , p r o m o te a nd e n h an ce var io u s p r o j ect s. Th e r e ar e
va r i o u s p r o ject s , whi ch Kidz 2 Kidz e n do rses. Love 2 Lear n h as
fo u r s ecti o n s whi ch co r r esp o n d w it h t h e fo u r sch o ol te r ms:
Ba ck2 Sch o ol , War mt h 2 Kidz ,
Co ol 2BKi n d an d San ta Sh o eb ox ( Fr o mMe 2 U) .
Current Situation:
Kidz2Kidz can be classified as a house of brands in terms of their brand
architecture. Although they do not have a portfolio of brands, the
or ga n i s at i o n h a s fo u r p ro g ra m m e s t h at t h ey o ffe r. Th e p ro g ra m m e s

i n clu de Ba ck 2S ch o o l, Wa rm t h 2 Ki d z, C o o l 2 B Ki nd a nd Me 2 U. Th e
S a n t a S h o e b ox Pro j e ct i s c l a s si fi e d a s a s e p a rate p ro g ra m a nd i s t h e
drivi n g fo rce o f t h e tru st a nd b r i ng s i n t h e m o st reve nue a nd h a s
at tra cte d t h e m o st s p o n s o r s .
Target Au dien ce:
A t a rget a u di e n ce i s i de nt i fi e d i n o rd e r to u nd e r st a nd t h e d i ffe re nt
t yp e o f b u ye rs , a n d s e e wh o p a r t i c u l a rly i nfl u e nc e s t h e b u yi ng
de ci s i o n .
Research:
We co n du cte d b o t h p ri m a r y a nd s e c o nd a r y re s e a rc h to b r i ng us to
o u r fi n di n gs . O u r p ri m ar y re se a rc h i nc l u d e d 2 vi s i t s to Ki d z2 Ki d z
wo rks h o p s . O u r s e co n da r y re se a rc h i nc l u d e d a s ur vey a i m e d at t h e
ge n e ra l p u b li c wi t h a s a mp l e s i ze o f 1 00 p e o p l e. Mo st o f t h o se wh o
to o k p a rt a re i n t h e a ge g ro up 1 8 -2 4 . B e l ow a re o ur key fi nd i ng s:

Key Issues, Insights, Objectives:

Our research led us to construct the fol lowing key insights, issues and
objectives.
Key Insight:
There is incoherency within the brand architecture, which causes
confusion amongst stakeholders.
Key Issue: How can we create a unified and simple brand identity, which
embraces the essence of the brand.
Objective: Design a flawles s brand identity by November 2015.
Key Insight:
There is a lack of structure within each division of the Love2Learn
program.
Key Issue:
How might we successful ly simplify and innovate the overal l layout
structure of the Love2Learn programme, creating a logical, user friend ly
and cohesive model for each programme to fol low for the future?
Objective: Create a coordinated system of management for each division
with clear guidelines set for both schools and sponsors by
November 2015.

Key Insight:
86% of people surveyed were not aware of Kidz2Kidz existence.
Key Issue: How might we create an exciting and engaging communication
platform that successful ly appeals to the target audience and prompts
thought, action and reoccurrence?
Objective: Increase overa l l brand awareness by 100% by January 2016.
Concept Description:
Our concept making waves is derived from the analogy of throwing a
smal l stone into water and creating a ripple effect. Something as smal l as
a pebble can create multiple waves. No matter how big or smal l the
charity/donation is, it wil l in turn make a difference to the lives of both
the donor and receiver.
The Solution:
Proposed Brand Architecture:
In order to simplify the brand architecture and create a structured
annual program, we propose to create the brand architecture as fol lows:

The programme begins in September with the Me2U project, which is centered around
Peace Day on 21 September. The children (from both donor and recipient schools) will
spend the day together and start building a friendship that will be reinforced during the
PenPal Stage. They will be encouraged to draw a picture or write a short letter to their and
the children will keep their PenPal for the remainder of the school year.

Back2School Boxes:
Back to school is a collaboration of first and second term in the school year. Back to school
consists of a stationary and blanket drive. This term the children involved make their first
connection through PenPal.

Direct Mailer:
The direct mailer will be targeted at principals of the schools we wish to come on board
with Kidz2Kidz, as seen below:

Video:
There the will be a video, that was filmed at one of the workshops at Litha Family Learning
Centre, Khayelitsha, that will be shown to the students and the principles, to motivate the
target audience to take part in the programme.
Website:

Roll Out:

Budget:

BRAND CHALLENGE
27

Through our research, we discovered that although Kidz2Kidz has a strong vision and a
genuine cause, there is little awareness and the layout is complicated and difficult to follow.
The solution is to simplify the brand architecture of Kidz2Kidz. Firstly, targeting the
principals and teachers will allow the brand to increase its awareness, reach and participation from more schools. Then parents would be directly targeted via teachers and
principals.

DANIELLA BOSSENGER

Conclusion:

By having two well-organised projects, Kidz2Kidz will be able to decrease the pressure of
parents, teachers and funders. By condensing the Love2Learn campaign, in to Back2School
and Me2U, Kidz2Kidz will be able to direct all focus on to these projects.

BRAND STRATEGIST

PHOTOGRAPHY NARRATIVE

P H OTO G R APHY NAR R ATI VE:

SAMANTHA
WhY
I studied digital photography part-time at the Cape Town School of
Photography. Doing the course has allowed me to develop a critical
eye and attention to detail visually.

DANIELLA BOSSENGER

28

What
The brief for this assignment was to create a photo essay that tells a
story.
How
I used a Canon DSLR camera.
Who
Model: Samantha Manne

BRAND STRATEGIST

When
The course took place over a 3 month period in 2013.

COMAIR & SAA

FIN A N CE & B USI NESS ANALYSI S:

COMAIR & SOURH AFRICAN AIRWAYS

WhY
Finance is taught as a subject in order for students to contextualise
business financial performance within the industry, national and
international environments. Analysing company performance using
financial ratios allows students to draw conclusions about the
liquidity, solvency, profitability and efficiency of the businesses.

BRAND STRATEGIST

DANIELLA BOSSENGER

34

What
The brief was to select 2 competing listed companies and
-Discuss the environment in which the companies operate
-Examine issues facing the companies in their industries
-Analyse them financially
-Debate issues relating to one of the companies acquiring the other.
Who
The brief is to select two competing listed companies. The two
companies chosen were Comair and the South African Airways
group.
Credit for the following brief must be given to:
Ashley Gracie, Yaseen Patel, Benjamin Chiddy

___

Comair Limited consists of two brands, namely British Airways and Kulula.com. These
two brands are distinctly aimed at two different target markets. British Airways is a
luxury airline aimed at high-class business travelers looking for a full package experience
whilst Kulula is a far more leisure, middle class passengers looking for cheap flights without the frills. ( Lubbe, 2000: 20).
SAAs internal structure is distinctly similar to that on Comair in that it also boasts the
likes of a budget brand (Mango Airlines) and a more luxurious brand (SAA). Although
there have been many inefficiencies in the SAA performance and deliverance, SAA is still
the largest airline in Africa as it accounts for 25% of the total intercontinental capacity
offered by African airlines (Aviation Week, 2013).
It is apparent that Comair and South African airways have been contenders since their
formations encompassing a vast market through their offspring of low cost airlines and
traditional airlines. Through an investigation of both companys offerings and financial
analysiss, our team senses it is possible for a prosperous conglomeration to emerge.
ENVIRONMENTAL ANALYSIS
This PESTEL analysis will assess the macro-environmental factors and their impact on
both Comair and SAA in the airline industry of South Africa. This analysis will give a brief
description of the following factors: political, economic, social, technological, legal and
how they influence the local airline industry.
Political and Legal:
The political environment in which airlines operate is highly regulated, with regulations
favouring consumers rather than the airlines. This is partly due to the emphasis and
importance placed on passenger safety.
Economical:
The South African economy still remains relatively unpredictable ever since the global
financial crisis. However, increases in disposable income and favourable economic growth
will allow consumers more luxury goods such as air tickets, which would benefit the
industry. In addition, spikes in oil prices remains an ongoing concern, which places
upward pressure on airlines, as they need to decide whether to absorb these costs or pass
them onto consumers.
Social:
Since the tragedies of 9/11 the airlines industries have had to significantly increase security and operation protocols. These increases in safety measures have led to an increase
in operation costs.Basic quality controls such as cleanliness and safety are fundamentally
important in the social aspect of the environmental influences and can easily influence
consumers decisions when it comes to choosing airlines.
Technological:
The boom in the technology sector has made it far more convenient and affordable to
purchase air tickets. Tickets can now be booked online through the various airlines,
without having to go through travel agents or other intermediaries, which is beneficial as
it decreases travelling costs. Increases in technology have also drastically benefited airline
companies through lower fuel consumption and overall improved operating efficiency of
their aircrafts and related operations.

COMPETITOR ANALYSIS
A Porters 5 Forces model is a framework used to analyse the level of competition within
an industry. This tool will be utilised to establish the competition within the
airline industry.
Barriers To Entry:
Large startup costs would be a fundamental element to breaking into the market;
however, due to both Comair and SAA being fully established within the market this force
is inapplicable.
Buying Power:
Due to lack of brand loyalty among customers, they have a high buying power in the
airline industry. Customers decisions to choose which carrier to use is based purely on
prices available.
Threat of Substitutes:
Due to the nature of the Airline Industry, the requirement to become competitive
within the industry is very high and very expensive. The capital investment requirement is
extremely large and is attached to a large form of risk. Previously this industry might have
very little threat of new entrants but in todays markets, due to the fact that the leniency of
bank loans have increased- the possibilities of new entrants into the market has increased
drastically (Airports Company SA, 2014). Given the nature of the flight industry, Comairs
British Airways directly rivals that of SAA. Beyond that, SAA and British airways largest
competitors are the American Airlines Group Inc and Air France-KLM S.A (Hoovers
Data, 2013). The aviation industry remains notoriously difficult to maintain and remain
profitable due to the dependency on so many costs that fluctuate, such as petrol, and the
extremely high maintenance costs and risks attached to cutting corners in anything below
perfect.
Supplying Power:
There exists high supplier power in the industry due to most carriers choosing to use
Boeing planes over Airbus ones. This is due to speculation that Boeing aircrafts are more
efficient than Airbus ones.
Rivalry:
In previous years, domestic airlines were mainly dominated by SAA but also had smaller
rivals such as 1time, Comair, Nationwide and Sunair. 1Time airline was also a local brand
offering the same package as both Kulula and Mango, yet they were unable to remain
competitive and subsequently went into liquidation in 2012 (Aviation Week, 2013). SAA
used their favoured status to charge high prices that left a large gap in the market for a
cheaper alternative. Comair was the first to respond to this gap and a new cheaper,
lighthearted domestic competitor entered the market in the form of Kulula.
Larger rivals (SAA) were threatened by Kululas arrival and their endearing offerings and
as a reaction started the likes of Mango. From that point- there has been a long-standing
low intensity price war between the two.

INSIGHTS FROM ENVIRONMENT & COMPETITOR ANALYSIS

The aviation industry thrives on competition in order for the customer to have the best,
cheapest option and also the option of luxury. An aspect that has boosted both Mango and
Kulula is their easily accessible websites and online bookings with the links to Discovery
Vitality and EBucks (Kulula.com) and Voyager Miles, Edgars Card and Pensioner
discounts (Mango). The cheap flights were also made possible by boasting features such as
no added extras, no free food or drinks and having to keep flights more than 80% full in
order to fly and turn over a profit.
It can be seen that South Africans are in a financial position of wanting to spend less on
the likes of airfare and therefore that makes the roles of Mango and Kulula very
important. It is extremely evident from the environmental analysis that Kulula appears to
be the frontrunner and Mango plays a role of constant catch up. Due to this it appears that
Kulula is the dominant brand in terms of financial performance, service innovation and
customer loyalty.
CALCULATIONS OF FINANCIAL RATIOS
All values are R 000
As at 30 June 2013

(ComAir Integrated Report, 2014)

(SAA Integrated Report, 2014)

Comparative Analysis
The current ratio shows the ability of the airways to be able to cover their short term
liabilities using their current assets. The current ratio of SAA is substantially lower
than that of ComAir. Both Airways show that they do not have sufficient current assets
to cover their short term loans. This shows that neither airway is classified to be liquid.
If the debtors of the airways demanded their money back this instant both airways
would only be able to pay a portion of what is owed.
The Acid test ratio, a ratio that excluded inventory allows us to identify if the businesses will truly be able to cover their current liabilities in a short term notice. Both
businesses consisting of airways the inventory does not play a large role in the business
as they both render services rather than sell products to generate revenue therefore
their inventory amount is negligible and has little effect in the Acid Test ratio.

Comparative Analysis
As shown above the gross profit margin of ComAir is much greater than that of SAA.
SAA have shown a very poor gross profit % indicating that they have has a loss of 1.96%
and as a result show to potential investors and shareholders there has been a poor
implementation of its available resources. A Gross profit percentage being a loss is a
very bad indicator the business is in financial stress and is constantly making a loss
with each sale made. If the gross margin is negative the net margin will indicate an even
worse picture. This is a key example of why a merge is necessary allowing ComAir to
combine and essentially improve SAAs ability to earn a profit.
The Return on equity of ComAir is a favorable one and will encourage potential
investors to invest in the company. We can identify that for every R100 invested into
the company a profit of R36.25 is being generated. A sad picture is once again noticed
when SAAs return on equity is calculated. This terrible figure will scare almost all
potential investors away and shows that management and ability of using the
resources of the business is terribly inefficient and a business restructure or overall
needs to occur.

Comparative Analysis
As identified above the Debt Ratio for ComAir is favorable and ComAir will be able to
cover its long term liabilities with its long term assets. SAA, however, does not have
this privilege and is not considered solvent.
SAA will not be able to declare dividends, as it doesnt past the solvency or liquidity
test, which is imperative when declaring dividends, and as shown SAA are in dire need
of capital investment to spark cash flow and change within its ranks.
I N S I G H T S F R O M F I N A N C I A L A N A LY S I S
After reviewing the finances of each company, we have concluded that Comair is in a
significantly better position in terms of profitability in the South African airline sector
than SAA. ComAir may be in a better position but there definitely is room for
improvement. Investors should therefore look to ComAir as being the future of air
travel in South Africa and expect major changes in corporate structure and cost

cutting techniques for SAA. This could therefore lead to SAA selling off its smaller
companies like Mango to a business such as Comair.
As a government organization South Africans might have a slight loyalty to SAA,
however if they do not make drastic changes to their business, they risk bankruptcy, as
they do not pass either a liquidity or solvency test, with Comairs success attracting
new businesses to the airline sector of South Africa.
C O M PA N Y VA L U AT I O N & P O S S I B I L I T Y O F M E R G I N G
Although there have been no speculations of a merge or analysts determining the
outcome, our team feels that the possibility of a merging of the corporations could
initiate a milestone for aviation in South Africa.
The unfavorable figures of major debt evident in the financial statements and
evaluation of South African Airways proves a requisite for the airline to make some
sort of strategic tactic. This could be achieved through creating a co-existence of the
two highly sort after brands could indeed redeem the ideologies to which SAA prides
itself, such as being a proudly African brand to the continent and changing
international mindsets on the continent as to re-asses their view of Africa as a lost
continent to one of premium experiences and warm hospitality. (Brand Union, 2013)
Comair, would thus to be brand to acquire SAAs Mango brand, due to the target companies inability to fund such a coalition. Evidently Mangos brand is mundane and unstable, which could lead to their closing of doors, in comparison to Kululas lively and
alternative approach to flying. The merging of those to sub brands could prove a highly
successful possibility with loyal followers continuing to following the brands merge as
well as Comair being able to help Mango. Having only 1 more main
competitor in the low cost domestic airlines, namely 1Time the outcome of Kalula.com
taking over Mango could lead to major success.
In conclusion, it can be seen that the aviation industry is notoriously harsh and failure
is easy to achieve due to the large dependency on elements that are sensitive fluctuations (e. g. Petrol prices). In this industry it would be favourable, smart and safe to have
a strong branded backing that is financially viable and innovative within the industry.
Unfortunately SAA has become known for their inefficiencies and inability to remain
profitable and financially viable despite receiving backing from the South African
government. Comair, however, has proved to be an innovative market leader that adjusts
accordingly and is current in their strategy. Above all, Comair boasts a strong business
ability to remain profitable due to their impressive current ratio of 0.96, and is a safe
and established brand within the market place. This brand is essentially the strong
financial backing that is required within this South African aviation industry. It can be
seen that if you combined the patriotic popularity of the South African brand Mango and
run it under the well- established guidance and financial stability of Comair in a merger,
the results would be profitable and the market place concentrated and monopolised to go
in a direction of favour for the South African middle class traveller.

CREATIVE DEVELOPMENT

CREATI VE D EVELO PMENT

BODY UNCOMFORTABLE
WhY
Creative Development is one of the subjects brand strategists
undertake to broaden and develop lateral-thinking skills in order to
critically question and solve wicked problems.
What
The assignment delves into how our choices and way of thinking are
influenced by our identity. Through stepping back from your own
self and your own sense of discomfort with non-conformism you are
required to create:

1 .A Body Intervention

2. A Body Blog

3. A Portrait of Your Findings

DANIELLA BOSSENGER

40

HOW
In order to develop a clearly communicated concept with in depth
research a large array of research, ideation and concept
brainstorming and blog writing are undertaken in the form of process work. This then leads us to the final findings; 3. A Portrait of
Your Findings.
Who
The assignment focuses extensively on how ones identity can effect
personal levels of discomfort.
WhEN

The body intervention is undertaken over a 10 day period with

daily blog posts developed documenting your feelings and
reactions from others.

BRAND STRATEGIST

___

BRAINSTORMING
Situations that make me feel uncomfortable:
Religion
Social judgments
Street harassment
Being without technology & social media
Being around people I dont know
Move out of your comfort zone. You can only grow if you are willing to feel awkward and uncomfortable when
trying something new.
-Brian Tracey
Initial Ideas:
1. Wearing eccentric clothing
Quite conservative with clothes I wear, dont wear bright colours
Could explore clothes that dont necessarily fit my body shape well, bright colours, provocative
2. No social media
Being with myself and my thoughts
Write all blog entries- get someone to upload them online
Wont have that security and comfort zone and be alone in my thoughts
3. Not wearing make-up
Being plain
Very simple clothes
Always put effort in- would make me feel uncomfortable
FINAL IDEA
No social media
Social Media Halt
10 days without social media!
I am uncomfortable when..
Im without social media
Having to be alone in my thoughts without an online presence.
What social media accounts I am currently on?
1. Facebook
2. Twitter
3. Tumblr
4. Pinterest
5. StumbleUpon
6. News24
7. YouTube
8. Snapchat
9. Viber
10. WeChat
11. Instagram

INFORMATION OVERLOAD!

CREATIVE DEVELOPMENT

Concept:
My concept is to tackle my issue of feeling alone without technology. I will
look to research how our online generation operates and the impacts it
has on oneself. I feel that I do not have a balance and the thought of being
without social media makes me feel a large degree of distress. In order to
take what makes me feel vulnerable, I will engage in a 10-day social media
halt, spending time within my own thoughts and being alone, diarizing my
daily activities that capture these personal difficulties.
Research:
Case Study 1:
Pawel Kuczynski
Polish artist the creates modern illustrations based on social, economic and
political issues through satire.
Image 1: Confessional. 2013.

- Information overload to others

- Share personal thoughts, compare to church confession
- Should this be kept to ourselves?

DANIELLA BOSSENGER

42

Image 2: Think. 2013.

- Spoon fed technology

- Information at our fingertips
- Information Overload concept

Findings from Case Study 1:

These two artworks look at social issues of technology and how they impact on
people.

BRAND STRATEGIST

Case Study 2:
Look Up by Gary Turk
Look Up is a spoken word film/ poem about an online generation.

I took a step back and opened my eyes, I looked around to realise the media we call
social is anything but.
Findings from Case Study 2:
The film speaks about how social media creates an opposite effect on our generation,
as we are constantly involved in digital encounters rather than placing emphasis on
authentic relationships and environments.
Intervention Details:
Everyday I need to do something on my own, in public
Do this without technology
E.g. go for walk, read newspaper at a caf
Keep journal of feelings and encounters
Have someone upload these so I am not engaging in social media
To see 10 day blog entries:
http://socialmediahalt.tumblr.com
My 2 Portraits:

RATIONALE
The Brief:
The brief delves into how our choices and way of thinking are influenced by our
identity. Through stepping back from my own self and own sense of discomfort with
non-conformism we were required to create a body intervention, a body blog and a
portrait of our findings.
My Intervention:
My intervention documented the psychological challenge into sacrificing my love of
social media sites. Personally, I have discovered that without social media and my
mobile phone constantly glued to my side at every living moment, I experience an
extreme amount of discomfort. In order to experience being uncomfortable within
myself I experienced 10 day journey of a s o c i a l m e d i a h a l t into spending time
within my own thoughts and being alone, diarising my daily activities that capture
these personal difficulties. As a blog is such a contradictory source of documenting
such, I used a journal to diarise my days. Daily I got someone to upload my written
correspondence onto this blog.

I found this intervention to be much more exhilarating than I thought, not

be glued to an online presence that I know feel can be self centered and self
promoting. I spent time within myself, jotting down those ideas daily
without the comfort of being around my cell phone wandering what
everyone else was doing but rather engaging in what was uncomfortable to
me, to find out that at the end, I am much more capable of being confident
and ok within my thoughts. I found that I have begun to find a sense of
balance of an online and offline presence.

CREATIVE DEVELOPMENT

My Findings:

45
DANIELLA BOSSENGER

BRAND STRATEGIST

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