Invisible capital: The contribution of communal rangelands to rural livelihoods in South Africa

Communal rangelands (including their woodland component) contribute significantly to rural livelihoods in that a variety of natural resources are utilised for direct use and for exchange in local and more distant markets. Natural resources are also valued for purposes which are not ‘economic’ (eg for ceremonial and aesthetic reasons) and because of their ecological functions. The fact that many of these uses are not monetised means that their true social and economic value is often underestimated and not taken adequately into account when assessing, for example, the viability of land redistribution projects. The ecological dimension is as crucial as the socio‐economic: how sustainable is this multifold use of communal rangeland resources? More positively, can the productivity of ‘natural capital’ be increased, and how can the benefits of multifold utilisation activities be more widely distributed to help address rural poverty? This article discusses conceptual models drawn from the general literature which may be of relevance; reviews some of the southern African evidence on rural livelihoods and natural resource use; and attempts to draw out the lessons for poverty assessments and land reform policy.     

Marketing Plans or Marketing Planning?

The standard textbook model of marketing planning starts with strategic analysis, leading to marketing objectives and strategy formulation, action programmes, implementation, and control. The empirical study reported here suggests that while many practitioners apparently aspire to use this model, few use it as prescribed. In particular, few firms included specific action programmes for the marketing mix or any forecasts of competitors'strategies. At the individual firm level there was also some mismatch between the contents of the plan and the intended benefits of planning. Whether or not they produced an explicit annual marketing plan, most firms'planning behaviour consisted mainly of extensive budgeting combined with limited strategic analysis. The main thesis is that the standard model of marketing planning aims to achieve too much and may even be counter-productive as well as time-wasting and energy-sapping. A simpler and more action orientated model is proposed.