Original Research

Strategic positioning of a motorcycle manufacturer within the Fourth Industrial Revolution

Zoé J. Bosch, Dirk Rossouw
Acta Commercii | Vol 21, No 1 | a907 | DOI: https://doi.org/10.4102/ac.v21i1.907 | © 2021 Zoé J. Bosch, Dirk Rossouw | This work is licensed under CC Attribution 4.0
Submitted: 14 October 2020 | Published: 30 April 2021

About the author(s)

Zoé J. Bosch, Department of Business Management, Faculty of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Dirk Rossouw, Department of Business Management, Faculty of Business and Economics, University of Johannesburg, Johannesburg, South Africa


Orientation: Whilst the South African motorcycle industry faces a declining market, an additional challenge remains – the movement of the market into the Fourth Industrial Revolution (4IR), calling for strategic amendments.

Research purpose: The purpose of this research was to investigate and analyse the current strategies of a specific manufacturer, with the aim of establishing a strategic positioning suitable for the 4IR to gain a competitive advantage.

Motivation for the study: Acquired knowledge resulted in the establishment of various suggestions and recommendations, benefitting the manufacturer to gain a competitive advantage in the 4IR and thus strengthening its strategic positioning.

Research design, approach and method: Following an interpretive paradigm, a qualitative approach was used, allowing for in-depth analysis of 29 semi-structured interviews at five different dealerships and the regional head office in South Africa. Interviewees were selected using purposive and convenience sampling for the initial contact with the individual dealerships and regional head office of the motorcycle manufacturer. Thereafter, further interviewees were acquired based on the study requirements. Content analysis was applied to analyse the data.

Main findings: Some interviewees were less acquainted with the strategy and positioning of the manufacturer. Strong customer engagement strategies are necessary whilst targeting new markets.

Practical/managerial implications: Additional training is required, ensuring the equal acquisition of knowledge amongst employees. The introduction of technologies and the 4IR to customers is required to grow the market. New markets need to be identified and analysed to ensure efficient targeting.

Contribution/value-add: Whilst South Africa addresses the 4IR differently to Europe; this study’s focus provides insights for the specific manufacturer to accurately conquer the changing environment.


strategy; strategic positioning; competitive advantage; motorcycle manufacturer; Fourth Industrial Revolution


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