M.Com. (Economics) / The aim of this study is to identify the various monetary variables financial risks involved in the structuring of the Asset and Liability portfolio of a bank and to establish their influence on a dynamic financial system. The implementation of a successful Asset and Liability management plan is the ultimate objective of trying to maximize capital gains. Therefore, the success of such a management plan lies in its ability to limit the exposure of the bank to financial risks and monetary variables and finally to increase profitability. In this study an attempt is made to create a portfolio management plan. For this purpose a linear optimization computer nodal, is used. In order to obtain better understanding of the financial system in 'which such a portfolio management plan is implemented, a description of both the international and local financial systems ,including a comparison between the South African and United States markets,is set out in this study. In chapter V the strategy to limit financial risk exposure used in the United States' is discussed. Following a comparison made between the workings of the South African and United States financial markets, the conclusion is that, given a few adjustments, the same strategy could be used in the South African financial system...

Ph.D. (Economics) / The object of this study was to examine the solvency standards of South African commercial banks on the basis of internationally accepted criteria, in order to determine whether these institutions maintain adequate capital resources to meet their liabilities at all times. The question of capital adequacy was approached from the point of view that the solvency of banks is subject to the influence of certain structural changes that are taking place in the Western banking system. These changes can be classified into four broad categories, viz. increasing government intervention in private banking; the formation of banking groups with a view to mobilising large resources of funds; the diversification of banking services; and a greater international alignment of Western banks. In the ever-changing banking environment, and given the risks to which banks are continually exposed, banks aim to maintain adequate solvency standards at all times without sacrificing too much liquidity and/or return on shareholders' funds. Because of the commercial banks' unique position as holders of the public's financial assets, as well as their ability to create money, they are subject to monetary control and strict prudential supervision. When a bank finds itself in the position that, after taking its own capital resources into account, it is unable to meet its liabilities because of these liabilities exceeding its assets, insolvency is almost unavoidable. To continue in business, the bank's capital should therefore be adequate not only to finance its infrastructure but also to absorb unforeseen losses.

M.Com. (Business Economics) / Please refer to full text to view abstract

D.Tech. Business Administration. Business School. / Looks at the usage and adoption patterns of three banking technologies (automatic teller machines (ATMs), cell phone banking, and electronic funds transfer at point of sale (EFTPoS)) in two Southern Africa Development Community (SADC) countries - South Africa and Zimbabwe.

In applying Pascale’s (1990) constructive ‘conflict paradigm’ to consider transformation efforts at a selected bank, this study argues that transformation could be sustained if the organisation were to self-reflect on the paradoxes that are generated when constructive conflict is encouraged. Underlying this supposition is the notion of “disequilibrium” which supports creative tension within organisations and prompts inquiry and dialogue, leading to the new. Sustaining disequilibrium allows an organisation to develop the “requisite internal variety” in order to meet the challenges in its environment. Key to encouraging this form of organisational resilience to its environment is the nature of the organisation’s culture or context. Johnson’s (1998) “cultural web” is used to analyse the culture of the selected bank and “re-map” the culture in line with the bank’s transformation strategies. Pascale’s seven domains of contention are applied with particular emphasis on the ATM division in order to develop a profile of conflict in the organisation.

D.Comm. / Strategic management is a concept that is interpreted in many different ways in business. Banks have all subscribed to the process, but to various levels of application. In a highly competitive market and with the ever changing needs of customers, top management of banks have to utilise all resources optimally through their strategic management processes. What has made the task of banks more complex and difficult is that they have to take risk into account, more particularly interest rate risk. The risk concept has to be integrated into a bank's activities to form an integral part of the strategic management process. How to practically deal with the strategic management process of a bank by taking risk into account, was dealt with. An insight was given into the important role that risk focused strategic management can play in a bank to gain a competitive advantage. The study was limited to the four major bank players within the banks and financial services industry in South Africa, being ABSA, FNB, Nedcor and SBIC. Risk management has had many shifts in focus during modern day banking. On the threshold of the twenty-first century the banking and financial services industry is faced with even greater challenges than before. The industry is in an ever larger global arena which is very competitive and highly regulated. Many large non-bank competitors, that are well equipped with similar products and services, are entering this market. They have low barriers to entry as they have real advantages in that they have substantially less capital requirements and fewer regulatory constraints than those of the banking industry. A risk-based strategic business model was devised and developed by following a top-down approach to a firm. Models and theories were incorporated in this process. An organisation was broken down into activities, inherent risks identified, the levels of risk determined through the assessment of risk factors and elements, with the extent of control being determined. After having conceptually modelled the risk-based SBM, it was put to practice, more specifically for a bank. The risk-based strategic management model was then applied to a bank's strategic management process. The four different phases of the strategic management process, namely strategic information gathering, planning with formulation, implementation and control, were all dealt with. It was ascertained through interviews that all four of the major local banks had subscribed to strategic management, but applied it with different intensities. Strategic management, however, was still in an infant or start-up phase within the banking industry. In conclusion, the assessment of a bank's internal situation, by taking risk into account, will provide it with an objective view on its own capabilities. A competitive edge over its rivals can be obtained by taking calculated business risks and outcontrolling rivals.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: According to Vestergaard and Wade (2012:486), “No financial or bank crisis has ever occurred from something ex-ante perceived as risky”. On the contrary – according to Per Kurowski (2010 in Vestergaard & Wade 2012:486) “they have all resulted, no exceptions, from excessive lending or investment in something perceived as not risky”. BASEL III, also known as the Third BASEL Accord, was developed by the Basel Committee on Banking Supervision (BCBS) as a comprehensive set of measures to strengthen regulation and risk management and, in doing so, to reform the way in which the banking sector operated in the past (International regulatory framework for banks (Basel III), 2014). According to Zerbst (2013), Basel III was introduced as a direct result of the financial crisis that hit the United States and spread throughout the world in 2008. After the financial crisis, the financial world lost confidence in banks in general. This made the regulators wary and the Basel Committee on Banking Supervision (BCSB) was formed. They were tasked to investigate how existing regulations could be revised to safeguard banks from landing in a similar situation. Currently, South African banks meet the minimum regulatory capital requirements introduced by Basel III. Capitec and African Bank Investments Limited (ABIL) are two prominent banks in the South African unsecured lending market. These two banks, although they seem alike, do not operate in the same way. They have different funding bases. Furthermore, unlike ABIL, Capitec does not have a furniture and appliance component (African Bank, 2014). This report aims to understand how Capitec and ABIL’s risk models measure up to what Basel III proposes banks use. The analysis in this research report will enable the reader to understand the capital structure of Capitec Ltd and ABIL better. This approach will allow for a better estimation of capital structure within the unsecured banking industry. This research report can further serve as an example of capital risk analysis for other bank executives in South Africa. A further benefit for this research is that it can be used as a case study for lecturers teaching corporate finance at academic institutions.

M.Comm. / Since the creation of private banking in the 16th century, it has evolved from a discreet service for the wealthy few to a broader base of services provided for high net worth individuals. Private banking today offers a complex, highly diverse array of personalised wealth preservation, -creation and —management services for a growing population of sophisticated and affluent individuals. Such people have multiple needs that range from banking services to investment and estate planning. The high net worth market is one of the most promising areas for banks to generate revenues and fee income. It is therefore not surprising that private banking is one of the highest growth services in the banking industry today. Private banking is not a business for everyone, however. Not all providers have the client base, the service background and product range, the market location, the management culture or the shareholder commitment to succeed. A myriad of service providers are entering the South African market, ranging from trust companies, investment banks, retail banks, stock brokers, treasury operations and foreign players. All these players brand themselves as deliverers of private banking (in the case of licensed banks) or private client (in the case of non-banks) services. A result of the diversity of institutions claiming to be private banks or at the very least deliverers of private client services, is that not only do the products available to clients differ substantially from institution to institution, but also the service delivery mechanism. True private banking is about relationships and the management of those relationships. Almost any service can be delivered but there is always a cost attached to the delivery thereof. The secret to success in the South African private banking market is the balancing of the costs and the level of service delivery to the appropriate target market. At present there are no standard entry criteria and service delivery model to guide institutions that wish to enter the private banking arena. The existing private banks are so diverse in nature that an independent study was necessary to find the common denominators that underpin a successful private bank in South Africa. Private banking in Europe, although not restricted to Switzerland and the United Kingdom, is largely concentrated in these two countries. Private bankers, particularly in Europe, have traditionally focused on "old wealth" or "passive wealth", which is concerned primarily with secrecy, capital preservation, personal service and relationship longevity. Old wealth has tended to be relatively price insensitive. There are two main European private banking styles, dubbed the Zurich and London models.

A research report submitted to the Faculty of Commerce, University of the Witwatersrand, Johannesburg, in partial fulfument of the requirements for the requirements for the degree of Master of Commerce. November, 1996. / Increased competition from globalisation is having an increasing impact on competition within the South African market. This coupled with the exterrial pressures from international banks (globalisation), the emergence of non traditional players, higher demands from customers for a better deal is placing pressure on the bank's traditional means of earning income. [Abbreviated Abstract. Open document to view full version] / AC2017

A research report submitted to the Faculty of Commerce, Law and Management, Wits Business School, University of Witwatersrand, Johannesburg South Africa. In fulfilment of the requirements for the degree Master of Management in Strategic Marketing / Purpose: Private Banks are constantly seeking ways to build strong relationships with their most profitable customers. Despite this, there is limited research on CRM in the private banking industry of South Africa. The study assesses the role of internal stakeholders in the Customer Relationship Management (CRM) eco-system within South African in private banks. Design/Methodology/Approach: Drawing on the stakeholder and the resource based theories, the researcher conducted semi-structured in-depth interviews with a purposive sample of 20 research participants across the four leading private banks in South Africa. Findings: The research findings from the sample of 20 participants suggest that a highly skilled and experienced workforce is a primary driver of effective CRM implementation. Objectives and goals of the CRM eco-system have to be clear and employees need to be incentivised and motivated. Recommendations: Private banks need to continuously up-skill and retain experience employees in order to achieve high CRM objectives. Private banks need to have clear objectives and goals of implementing the CRM eco-system and employees need to be motivated and rewarded fairly for their contribution in successfully implementing the CRM eco-system. Implications: The internal stakeholders need to possess exceptional relationship management skills; have the ability to realise the importance of share of wallet; employ a customer-centric marketing approach; most importantly have a minimum experience of five years within the personal relationship banking industry. Key words and phrases: Customer Relationship Management (CRM), internal stakeholder, stakeholder theory, private banks, resource based view (RBV) / GR2018