In this research customer service excellence in First National Bank in the Port Elizabeth metropole was investigated. From the industry and competitor analysis it can be concluded that banking is a highly competitive industry that is undergoing constant change because of fierce competition. The literature survey was aimed at placing the concept of service quality, excellence and customer loyalty which lead to customer retention into perspective. The concept of total quality management outlining the specific requirements of how the concept can be utilised and how a service quality programme can be implemented was discussed. The purpose of the empirical study was to test customers’ perceptions of service provided by First National Bank and to contribute with useful information to the bank studied. From these findings improvements and recommendations were suggested as a guideline for any bank to follow to improve customer service levels. The empirical study results were satisfactory and informative. The meaningful positive responses that were identified can be utilised as competitive marketing strategies by FNB. The meaningful negative concerns the bank should consider improving upon and attention should be given to the language and SBU differences outlined.

The financial industry and more specifically Retail banking is a very competitive industry. The profit margins are shrinking with the entrance of newcompetitors into the market place. During the last two to three years various foreign banks have opened offices in South Africa, cherry picking the high net worth customers fromthe traditional high street banks. The product range between these banks is the same, maybe at times presented in a different wrapping. The one differential factor between the various banks is service and the quality thereof. The researcher, being a banker, decided to investigate how to improve the quality of service which is the main problemof this study. The secondary problems or subproblems are: * How to solve service breakdown? * How to retain customers after a service breakdown? The researcher first did a literature survey focusing on the key drives of this research namely: * Improving quality service. * Problem resolution. * Customer retention. An empirical investigation was also undertaken focusing on the personal market segment and the high net worth individuals. The demarcation of the survey was restricted to a specific area on the South Coast of KwaZulu Natal, and in particular the retail market and three specific branches on the South Coast, namely: * Scottburgh; * Margate, and * Port Shepstone. The main finding of the empirical survey indicates an average service rating of 8.38, which is in excess of the financial institution’s national service objective of 8.22 for 2001. This indicates that in most areas the service quality of this financial institution is good. The results fromthe literature survey as well as the empirical investigation indicated that service quality can only be achieved through a collective effort from all role players within the bank. The resolution of service breakdown needs to be controlled and managed to rectify breakdowns effectively within specific time limits that are acceptable to the individual customer. The barriers to retain customerswill become less effective should the financial institution not be able to restore or improve service quality for their customers.

Contemporarily, one of the major business demands is to extensively understand the impact of technology on the major business strategies and practices. Technologicalship marketing, a concept investigated in this study, emanates from a symbiosis of technology and relationship marketing. Per se, a prevalent area of debate pertains to whether technology promotes or constrains relationships. Outstandingly, this study pursued the technologicalship marketing concept, a new and vital 21st century suggestion in literature (Zineldin, 2000:16). Secondly, against the scarcity of empirical studies in mass marketing environments, the study at hand focused on retail banking client relationships. Lastly, the proposed meta-construct hypothetical model is an essential relationship marketing instrument. The proposed model consists of four major relationship marketing construct categories, namely, personal contact, customer retention, customer switching and relational exchange. At the hand of these constructs, the research primarily aimed to determine the impact of technology on client relationships in e-banking with the focus of closing the gap prevalent in literature on whether technology constraints or supports relationship marketing. The study focused on retail banking client relationships of the four major commercial banks in East London, Eastern Cape, South Africa. A survey was conducted of a sample of 200 clients selected using the convenience sampling method. The study hypothesised that technology is resulting in more transactional than relationship marketing in retail banking by constraining social constructions, customer retention and relational exchange, whilst, promoting customer switching mobility. Through the GLM regression analysis method, findings of the study established that technology was to a larger extent supporting relationship marketing. However, it is envisaged that technology is resulting in the disappearance of human contact which is a critical aspect of relationships. Conclusively, the researcher recommended that the only plausible strategy is to endeavour to integrate the human aspect at self-service podiums e.g. mounting of staff at ATM points, which most banks have been doing.

Abstract in English, Afrikaans and Setswana / The study aimed to develop an appropriate cross-border banking framework for competitiveness in East Africa. To this end, Kenya Commercial Bank was chosen as case study, as it allowed for an examination of global, multi-domestic and transnational cross-border competitiveness strategies. The political and sociocultural environments were the moderating variables for the study, while the sub-variables of competitive advantage were efficiency, risk management, learning and innovation. A mixed methods sequential approach was utilised, with the quantitative approach employing a cross-sectional survey research design as framework, while probability and nonprobability sampling techniques were used for collecting quantitative and qualitative data respectively. Both close- and open-ended questions were used. The quantitative phase of the study sampled 217 potential participants and received 168 responses, which is a response rate of 77 per cent. Data were analysed using SPSS software, which provided descriptive and inferential statistics. Thereafter, a framework for cross-border banking was developed, using regression analysis. The qualitative phase of the research employed a case study design, with interviews being conducted with employees of Kenya Commercial Bank. To this end, purposive, convenience and snowball sampling was utilised. In addition, qualitative data were processed and analysed through the use of MAXQDA software. Trustworthiness and rigour were enhanced by transcribing the interviews and reviewing them for accuracy. The quantitative and qualitative data were subsequently synthesised, taking into account their points of convergence and divergence. The study finally established that the most appropriate framework for competitiveness was to strategically integrate multi-domestic and global strategies, and moderate these by taking into account prevailing political and sociocultural environments. Elements for global configuration included centralisation, standard procedures, similar policies, organisational structures, global dynamics and global appeal. By contrast, the critical elements for a multi-domestic strategy included decentralisation, different procedures/policies/organisational structures and marketing approaches, flexibility, local responsiveness, as well as local dynamics and local appeal. / Hierdie studie is daarop gemik om ’n gepaste oorgrens-bankweseraamwerk vir mededingendheid in Oos-Afrika te ontwikkel. Met hierdie doel voor oë is die Kenya Commercial Bank as gevallestudie gekies, omdat dit die navorsers in staat gestel het om wêreldwye, multibinnelandse en transnasionale oorgrens-mededingendheidstrategieë te ondersoek. Die politieke en sosiokulturele omgewings is die moderatorveranderlikes vir die studie, terwyl doeltreffendheid, risikobestuur, leer en innovering die subveranderlikes van mededingingsvoordeel is. ’n Opeenvolgende gemengemetodes-benadering is gevolg – die kwantitatiewe benadering maak gebruik van ’n deursnee-opname-navorsingsontwerp as raamwerk, terwyl waarskynlikheid- en nie-waarskynlikheid-steekproefnemingstegnieke gebruik is om onderskeidelik kwantitatiewe en kwalitatiewe data in te samel. Geslote vrae én oop vrae is gebruik. Tydens die kwantitatiewe fase van die studie is 217 potensiële deelnemers genader en 168 het geantwoord. Die responsiekoers was dus 77 persent. Data is ontleed met behulp van SPSS-sagteware, wat deskriptiewe en inferensiële statistiek opgelewer het. Daarná is daar met behulp van regressie-ontleding ’n raamwerk vir oorgrens-bankwese ontwikkel. Tydens die kwalitatiewe fase van die navorsing is gebruik gemaak van ’n gevallestudie-ontwerp – onderhoude is gevoer met werknemers van Kenya Commercial Bank. Hiervoor is doelgerigte, gerieflikheids- en toenemende steekproefneming gebruik. Daarby is kwalitatiewe data verwerk en ontleed met behulp van MAXQDA-sagteware. Betroubaarheid en nougesetheid is bevorder deur die onderhoude te transkribeer en te hersien vir akkuraatheid. Die kwantitatiewe en kwalitatiewe data is daarná saamgevoeg met inagneming van die punte waarop die data ooreenstem en verskil. Uiteindelik het die studie bepaal dat die mees gepaste raamerk vir mededinging sou wees om multibinnelandse en globale strategieë te integreer en te modereer met inagneming van heersende politieke en sosiokulturele omgewings. Die elemente van wêreldwye konfigurasie sluit in sentralisering; standaardprosedures; ooreenstemmende beleide, organisasiestrukture en globale dinamiek; en globale aantrekkingskrag. Daarenteen sluit die noodsaaklike elemente vir ’n multibinnelandse strategie die volgende in: desentralisering; verskillende prosedures, beleide, organisasiestrukture en bemarkingsbenaderings; buigsaamheid; plaaslike responsiwiteit; plaaslike dinamiek; en plaaslike aantrekkingskrag / Maikaelelo a thutopatlisiso e ne e le go tlhama letlhomeso le le maleba la go ralala melelwane la kgaisano kwa Aforikabotlhaba. Go fitlhelela seno, go tlhophilwe Banka ya Kgwebo ya Kenya go sekasekwa, ka ntlha ya fa e ne e kgontsha tshekatsheko ya ditogamaano tsa kgaisano tsa selegae-bontsi le ditlamo tse di kgabaganyang ditšhaba le melelwane. Ditikologo tsa sepolotiki le loagosetso e nnile dipharologantsho tse di dirisitsweng mo thutopatlisisong, fa dipharologantshopotlana tsa tshiamelo ya kgaisano e nnile bokgoni, tsamaiso ya matshosetsi, go ithuta le go itlhamela. Go dirisitswe mokgwa o o tswakantsweng o o sekasekang data go tswa kwa tshimologong, fa mokgwa wa go lekanyetsa dipalopalo ka go dirisa thadiso ya patlisiso e e ralalang maphata e nnile letlhomeso, mme go dirisitswe thekeniki e bannileseabe ba kokoanngwang mo thulaganyong e e nayang batho botlhe ditshono tse di lekanang tsa go ka tlhophiwa le e e sa neyeng batho botlhe ditshono tse di lekanang tsa go ka tlhophiwa go kokoanya data e e ka kgonang go lekanyediwa le e e ka se keng ya kgona go lekanyediwa. Go dirisitswe dipotso tse di batlang karabo ya ee kgotsa nnyaa le tse di batlang tlhaloso. Legato la patlisiso le le akaretsang dipalopalo le tlhophile batho ba ba ka nnang le seabe ba le 217 mme ga amogelwa tsibogo ya ba le 168, se e leng tsibogo e e lekanang le diperesente tse 77. Go sekasekilwe data go dirisiwa serweboleta sa SPSS, se se tlametseng ka dipalopalo tse di tlhalosang le tse di lebisang kwa ditshwetsong. Morago ga moo go ne ga tlhamiwa letlhomeso la banka e e dirang go kgabaganya melelwane, go dirisiwa tshekatsheko e e lekanyetsang kamano ya dipharologantsho. Legato la go tlhaloganya mabaka la patlisiso le dirisitse mokgwa wa go lebelela rekoto ya setheo se se rileng, mme go botsoloditswe badiri ba Banka ya Kgwebo ya Kenya. Go fitlhelela seno, go dirisitswe mokgwa wa go tlhopha sampole ka go tlhopha, go dira gore bannileseabe ba ngoke bannileseabe ba isago le go tlhophiwa ga bannileseabe ba ba fa gaufi. Go tlaleletsa foo, data e e sa kgoneng go lekanyediwa e sekasekilwe ka tiriso ya serweboleta sa MAXQDA. Go okeditswe boikanyego le kelotlhoko ka go gatisa dipotsolotso le go di sekaseka gape go tlhomamisa nepagalo. Data e e kgonang go lekanyediwa le e e sa kgoneng go lekanyediwa di ne tsa kopanngwa, go lebeletswe dintlha tsa tsona tse di golaganang le tse di fapaaneng. Gape thutopatlisiso e lemogile gore letlhomeso le le maleba go gaisa la kgaisano ke gore go nne le togamaano ya go golaganya ditogamaano tsa selegae le tsa lefatshe, mme di sekasekiwe go etswe tlhoko tikologo e e gona ya sepolotiki le loagosetso. Dintlha tsa thulaganyo e e akaretsang di akareditse go tlisa ditirelo fa lefelong le le lengwe fela, ditsamaiso tse di tlwaelegileng, dipholisi tse di tshwanang, dipopegotheo tsa setheo, diphetogo mo lefatsheng mmogo le kgatlhego mo lefatsheng. Go farologana le seo, dintlha tsa botlhokwa tsa togamaano ya selegae-bontsi e akareditse go tlisa ditirelo fa lefelong le le lengwe fela, dithulaganyo/dipholisi/dipopegotheo tsa setheo tse di farologaneng le mekgwa ya papatso, go obega, tsibogo ya selegae, gammogo le diphetogo tsa selegae le kgatlhego ya selegae. / Graduate School of Business Leadership / D.B.L

by Lok Ka Chiu, Wong Huck Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 121-122). / ABSTRACT --- p.ii / ACKNOWLEDGEMENT --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.ix / Chapter / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Scope and Objectives --- p.1 / Chapter 1.1.1 --- Evaluation and Control of Risks --- p.2 / Chapter 1.1.2 --- Measurement of Performance of Treasury Activities in a Dealing Room --- p.4 / Chapter 1.2 --- Methodology and Sources of Information --- p.6 / Chapter 2. --- EVALUATION AND CONTROL OF RISKS --- p.8 / Chapter 2.1 --- Scope of Risk Management --- p.12 / Chapter 2.1.1 --- Board and Senior Management Oversight --- p.14 / Chapter 2.1.2 --- Independent Risk Management and Control Functions --- p.16 / Chapter 2.1.3 --- "Integration of People, System and Organisation" --- p.17 / Chapter 2.2 --- Risk Management Process --- p.18 / Chapter 2.2.1 --- Risk Management --- p.19 / Chapter 2.2.2 --- Limit Control System --- p.21 / Chapter 2.2.3 --- Reporting System --- p.22 / Chapter 2.2.4 --- Management Evaluation and Review --- p.22 / Chapter 2.3 --- Various Types of Risks --- p.24 / Chapter 2.3.1 --- Market Risk Management --- p.24 / Chapter 2.3.1.1 --- Mark to Market Evaluation --- p.25 / Chapter 2.3.1.2 --- """Worst Reasonable Case"" Scenario / ""Stress"" Scenario Analysis" --- p.26 / Chapter 2.3.2 --- Liquidity Risk Management --- p.29 / Chapter 2.3.2.1 --- Controlling the Liquidity Risks --- p.30 / Chapter 2.3.3 --- Credit Risk Management --- p.30 / Chapter 2.3.3.1 --- Limiting / Controlling Credit Risk --- p.31 / Chapter 2.3.3.2 --- Credit Risk Limit --- p.31 / Chapter 2.3.4 --- Operation Risk Management --- p.31 / Chapter 2.3.4.1 --- Proper Management and System Support --- p.32 / Chapter 2.3.4.2 --- Proper Internal and Operational Control --- p.33 / Chapter 2.3.5 --- Legal Risk Management --- p.34 / Chapter 2.3.5.1 --- Enforceability of Agreements --- p.34 / Chapter 2.3.5.2 --- Making Use of Netting Agreements --- p.35 / Chapter 2.4 --- Internal Control and Audit --- p.35 / Chapter 2.4.1 --- Internal Audit Activities --- p.36 / Chapter 3. --- PREVAILING MARKET FOCUS ON RISK MANAGMENT --- p.37 / Chapter 3.1 --- Management Supervision and Internal Control System within Local --- p.38 / Chapter 3.1.1 --- Branch and Additional Monitoring at Head Office / Chapter 3.1.2 --- Client Suitability and Risk Disclosure --- p.39 / Chapter 3.1.3 --- Resources to Support Existing Range of Treasury Products --- p.39 / Chapter 3.2 --- A Central Banker's View on Derivatives --- p.40 / Chapter 4. --- THE CASE OF AN INTERNATIONAL BANK IN HONG KONG RE: EVALUATION AND CONTROL OF RISK --- p.43 / Chapter 4.1 --- Overview of Activities of the Chosen Bank --- p.44 / Chapter 4.2 --- Reasons for Choosing one Particular Bank for this Case Study --- p.46 / Chapter 4.3 --- Organisational Structure of Global Control Department --- p.47 / Chapter 4.4 --- Risk Control System of the Chosen Bank --- p.47 / Chapter 4.4.1 --- Board and Senior Management Oversight --- p.47 / Chapter 4.4.2 --- Independent Risk Management and Control Function --- p.49 / Chapter 4.4.3 --- Risk Management --- p.49 / Chapter 4.4.3.1 --- Description of Risk Management Systems --- p.50 / Chapter 4.4.3.2 --- Limits for each type of risks involved in its treasury activities --- p.53 / Chapter 4.4.4 --- Operational Risk Management --- p.57 / Chapter 4.4.5 --- Legal Risk --- p.57 / Chapter 4.4.6 --- Internal Control and Audit --- p.59 / Chapter 4.5 --- Problems in Implementing Sound Control System --- p.60 / Chapter 4.5.1 --- Limited Human Resources --- p.60 / Chapter 4.5.2 --- Powerful Risk Analytical Tools too costly for an individual branch --- p.60 / Chapter 4.5.3 --- Management Philosophy Biased towards Profit Making --- p.61 / Chapter 4.5.4 --- Necessary Skills in Control Department are in Short Supply --- p.61 / Chapter 4.5.5 --- Time Lag in Coping with Fast Growing Market Development --- p.62 / Chapter 4.6 --- Suggested Areas for Further Improvement --- p.63 / Chapter 4.6.1 --- Change in Management's attitude and philosophy towards risk Management --- p.63 / Chapter 4.6.2 --- Setting up of Independent Control and Reporting Channel --- p.63 / Chapter 4.6.3 --- More Rigorous Management Supervision --- p.64 / Chapter 4.6.4 --- Upgrade the Status and Delegate more authority to the Control Staff --- p.64 / Chapter 4.6.5 --- Training and Development of Existing Staff --- p.65 / Chapter 4.6.6 --- Explore the Benefits of Netting Arrangements --- p.65 / Chapter 4.6.7 --- Modify the Bonus System for Traders --- p.65 / Chapter 4.6.8 --- Follow the Market Trend towards more Disclosure to Customers --- p.66 / Chapter 4.6.9 --- Installation of Value-at-risk Evaluation Model for Complex Products --- p.66 / Chapter 5. --- MEASUREMENT OF PERFORMANCE OF TREASURY ACTIVITIES IN A DEALING ROOM --- p.68 / Chapter 5.1 --- Principles for Performance Measurement --- p.69 / Chapter 5.2 --- Other Important Aspects of Performance Measurement From a Practical Perspective --- p.73 / Chapter 5.3 --- Dealers' General Attitude towards Performance Targets --- p.77 / Chapter 5.4 --- Possibilities of Over-exaggeration of Trading Results / Hiding of Losses --- p.78 / Chapter 5.5 --- Actions to be Taken by Banks to Reduce the above Risks --- p.79 / Chapter 6. --- THE CASE OF AN INTERNATIONAL BANK IN HONG KONG RE : MEASUREMENT OF PERFORMANCE OF TREASURY ACTIVITIES IN A DEALING ROOM --- p.81 / Chapter 6.1 --- Situation before Implementation of New Computer System --- p.81 / Chapter 6.2 --- Current Situation --- p.84 / Chapter 6.3 --- Reasons for Inability to Measure the Performance of Treasury Activities Satisfactorily --- p.91 / Chapter 6.4 --- Suggested Areas for Further Improvements --- p.94 / Chapter 7. --- PRACTICES OF OTHER FOREIGN BANKS IN HONG KONG --- p.97 / Chapter 7.1 --- General Situation --- p.97 / Chapter 7.2 --- Current Practices of Some Active Players --- p.99 / Chapter 7.2.1 --- Overall View on Dealing Room Activies of these Banks --- p.100 / Chapter 7.2.2 --- Policies and Procedures on Risk Management --- p.100 / Chapter 7.2.3 --- Independent Risk Managment Unit --- p.100 / Chapter 7.2.4 --- Risk Management --- p.101 / Chapter 7.2.5 --- Dealings in Derivatives with Customers --- p.101 / Chapter 7.2.6 --- Involvement of Internal Auditors --- p.102 / Chapter 7.2.7 --- Performance Measurement --- p.102 / Chapter 8. --- CONCLUSION --- p.103 / APPENDIX 1. Summary of Response on Questionnarie --- p.108 / APPENDIX 2 . Brief Background Information --- p.115 / APPENDIX 3 . Procedure Manual on Benchmark Rates --- p.116 / BIBLIOGRAPHY --- p.121 / GLOSSARY --- p.123

by Fu Yuen Yeh. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves [40-41]). / LIST OF TABLES --- p.iv / ABSTRACT --- p.v / ACKNOWLEDGEMENT --- p.vi / CHAPTERS Page / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- BACKGROUND --- p.2 / Grouping of Loans --- p.3 / Risk Management in Commercial Banks --- p.4 / credit risk / liquidity risk / interest rate risk / fraud risk / Risk Management in International Banking --- p.8 / Loan Diversification --- p.10 / industry diversification / geographic diversification / Loan Policies --- p.15 / Chapter 3. --- METHODOLOGY --- p.17 / Chapter 4. --- FINDINGS AND DISCUSSIONS --- p.19 / Respondent Profile --- p.19 / Existence of formal loan diversification policies --- p.22 / Credit concentration policy --- p.23 / Diversification strategies --- p.24 / Concentration control --- p.27 / Currency risk --- p.28 / Currency composition of loan portfolio --- p.29 / Respondents' Opinion --- p.29 / Chapter 5. --- CONCLUDING DISCUSSIONS --- p.31 / APPENDICES / Chapter A.1 --- Balance Sheet: All authorised institutions / Chapter A.2 --- Interbank lending: by country of origin / Chapter A.3 --- Loans and advances analysed by currency denominations / Chapter A.4 --- Loans for use inside and outside Hong Kong / Chapter A.5 --- Questionnaire sample / Chapter A.6 --- Summary of questionnaire responses / BIBLIOGRAPHY

by Leung Sze Man, Amelia. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 24-26). / ABSTRACT --- p.ii / ACKNOWLEDGMENTS --- p.iii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I --- BACKGROUND AND STATEMENT OF THE PROBLEM --- p.1 / Introduction --- p.1 / Development of the Private Banking Business --- p.4 / Private Banking in Hong Kong --- p.8 / Scope of this Project --- p.10 / Chapter II --- LITERATURE REVIEW --- p.12 / What is Private Banking? --- p.12 / "Hong Kong Private Banking -- the ""Switzerland of Asia""" --- p.15 / Internal Marketing in the Private Banking Unit --- p.19 / Bibliography --- p.24 / Chapter III --- RESEARCH METHODOLOGY --- p.27 / Research Design --- p.27 / Data Collection Methods --- p.29 / Sample Design --- p.33 / Data Analysis --- p.35 / Chapter IV --- FINDINGS --- p.36 / Private Banking in Hong Kong -- a Comparison --- p.36 / Internal Marketing in the Private Banking Operation of the Hongkong and Shanghai Banking Corporation Limited in Hong Kong --- p.39 / Quantitative Analysis --- p.39 / Qualitative Analysis --- p.53 / HSBC Private Banking in the HongkongBank of Canada in Vancouver (VPB) --- p.62 / Chapter V --- CONCLUSIONS AND RECOMMENDATIONS --- p.68 / Private Banking in the Hongkong and Shanghai Banking Corporation Limited in Hong Kong in the Future --Sharpen its Competitive Edge --- p.68 / Internal Marketing Efforts -- a Proactive Approach --- p.70 / Globalization through Communications --- p.75 / APPENDICES / Chapter I --- Questionnaire for HSBC Branch Managers and Customer Service Officers in Hong Kong --- p.77 / Chapter II --- Interview Guide for HSBC Private Banking Managerin Vancouver --- p.78 / Chapter III --- Comparison among the four Major Players in Private Banking in Hong Kong --- p.79 / Chapter IV --- Scattergram for Correlational Analysis: Attitudes vs. Referrals in Hong Kong --- p.80 / Chapter V --- HSBC Proposed Internal Marketing Plan --- p.81

by Lam Chun Wah, Lo Kar Ming, Alen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 81-82). / INTRODUCTION --- p.3 / METHODOLOGY --- p.6 / Identify social-economic trends --- p.6 / Review of the banking industry --- p.7 / review Hong Kong local banks financial performance --- p.7 / Perform in-depth financial and locational analysis of the selected local bank and its distribution channels --- p.8 / Explore alternate product/service distribution channels --- p.8 / Determine consumer behavior towards different financial product/services and channels --- p.9 / Recommend future distribution channel strategy for this local bank --- p.9 / Predict competitor response to the recommended strategy --- p.9 / SOCIAL - ECONOMIC REVIEW --- p.10 / Population Demographics --- p.10 / Economic Indicators --- p.14 / REVIEW OF THE BANKING INDUSTRY --- p.19 / The Banking Industry of Hong Kong --- p.19 / The three-tier system --- p.19 / The Interest Rate Rules --- p.21 / The Hong Kong Monetary Authority --- p.21 / The Banking Industry Performance --- p.22 / The Banking Strategic Review --- p.28 / REVIEW ON HONG KONG LOCAL BANKS FINANCIAL PERFORMANCE --- p.31 / The Asset Size and Profit --- p.31 / Financial Performance --- p.33 / Correlation analysis on bank performance --- p.36 / LOCATIONAL ANALYSIS OF BRANCH DISTRIBUTION FOR THE WING HANG BANK --- p.40 / Company Background --- p.40 / The Branch Network --- p.41 / List of Wing Hang Bank Branches and Addresses --- p.42 / Hong Kong Insland --- p.42 / Kowloon --- p.42 / Financial Performance of Branches --- p.42 / Locational Analysis --- p.44 / Transaction Analysis --- p.47 / ALTERNATIVE PRODUCT/SERVICE DISTRIBUTION CHANNELS --- p.53 / Banking service industry --- p.53 / CONSUMER BEHAVIOR TOWARDS DIFFERENT FINANCIAL PRODUCT/SERVICE AND CHANNELS --- p.59 / General trends --- p.59 / RECOMMENDATION ON TO WING HANG BANK --- p.66 / Branch Network Size --- p.66 / Cost cutting --- p.68 / Combine functions and develop new products --- p.69 / Branch Image --- p.72 / Branch atmosphere --- p.72 / Branch contact --- p.73 / Use of Self Service Terminals --- p.75 / COMPETITOR RESPONSE --- p.76 / OVERALL COMMENTS --- p.79 / APPENDIX --- p.80 / BIBLIOGRAPHY --- p.81

An essential blend between competencies, personality and skill is sought after for successful branch managers in today’s banking world in order to achieve a high level of quality, on-time delivery, as well as customer and employee satisfaction and loyalty. In this study the predictive relationship between competencies (as a portrayal of personality and abilities) and work performance was investigated among the branch managers. The scores on the essential Universal Competency Framework competencies, the Person- Job Match and performance data for three years were used to conduct correlation and regression analyses. The study was conducted among 95 branch managers at a banking institution in South Africa. A theoretical relationship was determined, and this was supported by the significant relationship that was evident between the identified essential competencies of the branch managers and their work performance. The regression model summary indicated significance when using all essential competencies combined against the overall criterion score. / Industrial & Organisational Psychology / M.A. (Industrial and Organisational Psychology)

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: With each passing year and the intensification of competition, strategic management becomes more important. In an ever-changing business environment, management, and especially strategic management, becomes increasingly crucial. This empirical study attempts to conduct a literature study of strategic management in order to develop a strategic planning model. A simplified model is proposed as a framework on which a practical application can be made. Boland PKS, a division of the Board of Executors, has been elected as the organisation to whose strategic management the model will be applied. Boland PKS will be applied to the model in an effort to accept or reject the following statement of the problem: The author is of the opinion that strategic planning is not being applied in Boland PKS. / AFRIKAANSE OPSOMMING: Jaarliks toenemende kompetisie maak strategiese bestuur toenemend belangrik in hedendaagse besigheid. In 'n snel-veranderende wêreld word bestuur, en veral strategiese bestuur, kardinaal. Hierdie empiriese studie poog om 'n literatuur studie in strategiese bestuur te doen ten einde 'n strategiese beplanningsmodel te ontwikkel. 'n Eenvoudige model word dan voorgestel as 'n verwysingsraamwerk vir die praktiese toepassing van die model. Boland PKS, 'n afdeling van die "Board of Executors", is gekies as die organisasie waarop die model toegepas sal word. Die model sal op Boland PKS toegepas word in a poging om die volgende probleemstelling te aanvaar of te verwerp: " Die skrywer is van mening dat Boland PKS nie strategiese beplanning toepas nie."