MNM3709 ASSIGNMENT 2 2026
DUE 7 APRIL 2026
QUESTION 1: Bathu and Mintzberg's 5 P's of Strategy
Mintzberg's 5 Ps of strategy provides a multi-dimensional framework for
understanding how organisations can define and develop their strategic
approach. For Bathu, a proudly South African footwear brand founded by Theo
Baloyi in 2015, these perspectives offer valuable insights into how the company
can formalise its strategic direction. Based on the case study (Nieuwenhuizen et
al., 2024, pp. 236-242), three distinct elements from Mintzberg's framework will be
applied to Bathu's strategic approach.
Strategy as Plan
As a plan, strategy represents a deliberately intended course of action, a set of
guidelines designed to achieve specific organisational objectives (Mintzberg, 1987, p.
2).
Application to Bathu: Bathu can develop its strategy as a plan by creating a structured
roadmap for achieving its vision of becoming "Africa's premium sneaker brand" and a
"multinational African lifestyle brand" (Nieuwenhuizen et al., 2024, p. 241). This would
involve setting specific milestones: Bathu should establish clear five-year targets,
including opening 10 additional retail stores across Africa, launching two new product
categories annually, and achieving specific revenue growth percentages.
Resource allocation planning: The plan should detail how financial resources will be
distributed between international expansion (priority markets in Africa, UK, and North
America), product development, and marketing activities.
, Timeline development: A phased approach where Year 1 focuses on strengthening
South African operations, Year 2 on African expansion, and Years 3-5 on entering
European and North American markets.
Strategy as Position
Explanation of the concept: As a position, strategy focuses on how the organisation
situates itself within the competitive landscape, looking downwards towards customer
needs and outwards towards the external competitive market ("Chapter 1 Overview
of strategic marketing p. 2).
Application to Bathu: Bathu can develop its strategy as a position by deliberately
carving out a unique space in the footwear market that distinguishes it from both
international giants (Nike, Adidas, Reebok) and local competitors. The case study
reveals that Bathu has already identified three key differentiators (Nieuwenhuizen et
al., 2024, p. 239)
Social responsibility positioning: Bathu positions itself as a brand that "walks the
journey" with customers, exemplified by their school shoe drive initiative. This creates
a distinctive market position that competitors cannot easily replicate.
Premium simplicity positioning: Defining premium through "cool designs, durability
and affordability" (Nieuwenhuizen et al., 2024, p. 239), Bathu occupies a unique
middle-ground position between luxury international brands and lower-priced local
alternatives.
African authenticity positioning: Bathu positions itself as the authentic African sneaker
brand that "represents the continent's culture and heritage" (Nieuwenhuizen et al.,
2024, p. 236), filling a gap that international brands cannot authentically occupy.
Bathu should consistently communicate these positioning pillars across all marketing
channels and ensure every product and customer touchpoint reinforces this unique
market position.
Strategy as Perspective
, As a perspective, strategy refers to the organisation's ingrained way of doing things,
also described as the "interviewer view or experience" - essentially the collective
mindset, culture, and values that shape how the organisation operates ("Chapter 1
Overview of strategic marketing p. 2).
Application to Bathu: Bathu can develop its strategy as a perspective by embedding its
founding philosophy and values into every aspect of the organisation's operations. The
case study highlights several elements of Bathu's distinctive perspective:
Customer-centric philosophy: The brand views customers not as transactions but as
"partners in the journey," with staff "Path to Mavericks" engaging customers in
meaningful conversations about their personal journeys (Nieuwenhuizen et al., 2024, p.
239).
Mission-driven sustainability: Unlike competitors who treat vision and mission as "PR
statements," Bathu "lives and breathes its commitment to creating sustainable jobs and
fostering hope" (Nieuwenhuizen et al., 2024, p. 239), as demonstrated by creating and
sustaining 400 jobs even during the COVID-19 pandemic.
Human development focus: The annual three-day conference and partnership with a
South African university for specialised courses in retail, marketing, project
management, and operations reflect a perspective that values employee growth as
central to organisational success (Nieuwenhuizen et al., 2024, p. 240).
Bathu should ensure that all new hires are selected based on cultural fit, that
performance evaluations include assessment of alignment with brand values, and that
the founding story and philosophy are regularly communicated to reinforce the collective
mindset.
DUE 7 APRIL 2026
QUESTION 1: Bathu and Mintzberg's 5 P's of Strategy
Mintzberg's 5 Ps of strategy provides a multi-dimensional framework for
understanding how organisations can define and develop their strategic
approach. For Bathu, a proudly South African footwear brand founded by Theo
Baloyi in 2015, these perspectives offer valuable insights into how the company
can formalise its strategic direction. Based on the case study (Nieuwenhuizen et
al., 2024, pp. 236-242), three distinct elements from Mintzberg's framework will be
applied to Bathu's strategic approach.
Strategy as Plan
As a plan, strategy represents a deliberately intended course of action, a set of
guidelines designed to achieve specific organisational objectives (Mintzberg, 1987, p.
2).
Application to Bathu: Bathu can develop its strategy as a plan by creating a structured
roadmap for achieving its vision of becoming "Africa's premium sneaker brand" and a
"multinational African lifestyle brand" (Nieuwenhuizen et al., 2024, p. 241). This would
involve setting specific milestones: Bathu should establish clear five-year targets,
including opening 10 additional retail stores across Africa, launching two new product
categories annually, and achieving specific revenue growth percentages.
Resource allocation planning: The plan should detail how financial resources will be
distributed between international expansion (priority markets in Africa, UK, and North
America), product development, and marketing activities.
, Timeline development: A phased approach where Year 1 focuses on strengthening
South African operations, Year 2 on African expansion, and Years 3-5 on entering
European and North American markets.
Strategy as Position
Explanation of the concept: As a position, strategy focuses on how the organisation
situates itself within the competitive landscape, looking downwards towards customer
needs and outwards towards the external competitive market ("Chapter 1 Overview
of strategic marketing p. 2).
Application to Bathu: Bathu can develop its strategy as a position by deliberately
carving out a unique space in the footwear market that distinguishes it from both
international giants (Nike, Adidas, Reebok) and local competitors. The case study
reveals that Bathu has already identified three key differentiators (Nieuwenhuizen et
al., 2024, p. 239)
Social responsibility positioning: Bathu positions itself as a brand that "walks the
journey" with customers, exemplified by their school shoe drive initiative. This creates
a distinctive market position that competitors cannot easily replicate.
Premium simplicity positioning: Defining premium through "cool designs, durability
and affordability" (Nieuwenhuizen et al., 2024, p. 239), Bathu occupies a unique
middle-ground position between luxury international brands and lower-priced local
alternatives.
African authenticity positioning: Bathu positions itself as the authentic African sneaker
brand that "represents the continent's culture and heritage" (Nieuwenhuizen et al.,
2024, p. 236), filling a gap that international brands cannot authentically occupy.
Bathu should consistently communicate these positioning pillars across all marketing
channels and ensure every product and customer touchpoint reinforces this unique
market position.
Strategy as Perspective
, As a perspective, strategy refers to the organisation's ingrained way of doing things,
also described as the "interviewer view or experience" - essentially the collective
mindset, culture, and values that shape how the organisation operates ("Chapter 1
Overview of strategic marketing p. 2).
Application to Bathu: Bathu can develop its strategy as a perspective by embedding its
founding philosophy and values into every aspect of the organisation's operations. The
case study highlights several elements of Bathu's distinctive perspective:
Customer-centric philosophy: The brand views customers not as transactions but as
"partners in the journey," with staff "Path to Mavericks" engaging customers in
meaningful conversations about their personal journeys (Nieuwenhuizen et al., 2024, p.
239).
Mission-driven sustainability: Unlike competitors who treat vision and mission as "PR
statements," Bathu "lives and breathes its commitment to creating sustainable jobs and
fostering hope" (Nieuwenhuizen et al., 2024, p. 239), as demonstrated by creating and
sustaining 400 jobs even during the COVID-19 pandemic.
Human development focus: The annual three-day conference and partnership with a
South African university for specialised courses in retail, marketing, project
management, and operations reflect a perspective that values employee growth as
central to organisational success (Nieuwenhuizen et al., 2024, p. 240).
Bathu should ensure that all new hires are selected based on cultural fit, that
performance evaluations include assessment of alignment with brand values, and that
the founding story and philosophy are regularly communicated to reinforce the collective
mindset.
