Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits School of Governance, 2016. / Title: The relevance of the Basel III Accord within South African Banking. There are numerous countries which are regulated by the Basel II Accord that manifested different results from the 2007 subprime crisis. The United States and some European Countries emanated the subprime crises and experienced massive decline in market confidence as write-offs became the order of the day. The write offs became so severe that the Federal Bank of the United States had to step in to offer massive bailouts to rescue the American banking industry. However, conversely to what happened in America, there some countries (including South Africa) which were also regulated by the Basel II Accord but did not experience massive write-offs as a result of the subprime crisis? This begs a question of whether there is a deeper reason for the failure of the American and European banking system to the extent that they had to bailout their banks during the 2007 financial crisis. With this question remaining unanswered, there remains skepticism on whether a country regulator can rely on implementing the Basel III Accord for improved banking sector resilience. In particular, the stringent requirements of the introduction of liquidity standards will be costly to implement in South Africa. Therefore, a question will need to be asked whether the Basel III Accord is relevant in South Africa. / GR2018

The power and influence that large businesses enjoy in the areas of wealth creation, and in broader societal and environmental issues generally, is unprecedented in human experience. This dominance however, has its detractors in the form of diverse stakeholder groups, some of whom are sceptical about the social, environmental and corporate governance behaviours and performance of large organisations. High-profile cases of corporate misconduct have fuelled a crisis of legitimacy in the minds of some of these stakeholders. As a consequence, these stakeholders are demanding higher levels of transparency, accountability, trust and integrity from organisations, whilst also acknowledging the fact that these organisations must remain economically viable. Business leaders and analysts are increasingly appreciative of the potential value that can be created or conserved through visibly endorsing incrementally higher standards of social, environmental and ethical behaviour in their organisations. Progressive and responsible organisations across the world are either contemplating, or have already implemented, corporate responsibility programmes. These organisations include banks operating in the South African financial services industry. This research contends that various issues and trends are driving changes in banks operating in South Africa. One driver of change is an imperative to reduce the reputational risk profile amongst these banks, and has caused most of the larger South African banks to embrace corporate responsibility programmes to some extent. This research deals with an emerging and important dimension of corporate responsibility in the banking industry in South Africa, namely supply chain corporate responsibility. The primary objective of this research was to explore and describe the state of supply chain corporate responsibility programmes and practices in the banking industry. Specifically, it investigated and analysed how these programmes have been structured and implemented, the challenges that such programmes have encountered, the maturity of these programmes in these banks, and the outcomes of these programmes. The research was conducted in a phased approach, and followed a typical business research methodology. A literature search was conducted in order to reflect on the context, background and components of the wider field of corporate responsibility, the major drivers of change in the banking industry in South Africa, and the emerging role of procurement functions as the champions of supply chain corporate responsibility in these institutions. This included procurement departments' roles as facilitators of supply chain corporate responsibility programmes in their organisations. In addition, the literature search identified potential opportunities, challenges and pitfalls associated with supply chain corporate responsibility, and cited examples of best-practice supply chain corporate responsibility programmes in various companies. The research problem statement, the research framework, and the primary and secondary research objectives for this research were then compiled. A questionnaire was drafted, seeking to elicit views and comments on the state of supply chain corporate responsibility amongst selected respondents in the banking industry in South Africa. Once responses to this questionnaire had been received, the results were recorded and analysed, conclusions were drawn from these results, and recommendations were complied for future research in this area. The research revealed and concluded that supply chain corporate responsibility programmes are not mature or extensively developed in banks operating in South Africa. An aspiration-adoption gap exists, between what banks aspire to do in regard to supply chain corporate responsibility, and the programmes that they have implemented in practice. While banks that implemented supply chain corporate responsibility programmes have identified those areas in their procurement cycles that corporate responsibility impacts upon, important and best-of-breed supply chain corporate responsibility steps and practices have not been implemented in these institutions. Supply chain corporate responsibility programmes were considered to be able to create or conserve business value amongst banks operating in South Africa. There was a broad appreciation amongst these banks that supply chain corporate responsibility programmes should deliver nett positive results and value in their organisations. However, supply chain corporate responsibility programmes do face various significant challenges and pitfalls. These challenges and pitfalls need to be addressed and resolved if supply chain corporate responsibility programmes are to deliver their rightful value. / Thesis (M.Com.)-University of KwaZulu-Natal, 2007.

Globalisation and the intense competitiveness amongst businesses and countries has increased the importance of comparative stakeholder analysis and banks focusing on their corporate culture. Managers are now being required to look within their companies and are constantly seeking ways to move forward and grow their business. Banks have moved away from a financial motive to one focused on satisfying stakeholder wants and needs in order to satisfy needs externally. The aim of this thesis was to investigate and evaluate the cultural setting in which a bank in South Africa namely Standard Bank operates. Further, how this environment influences a stakeholder’s perspective, particularly employees and managers. Firstly, the thesis examines the literature that is separated into different parts. Initially, stakeholder theory and the needs and the motivations behind the different models adopted were analysed. Furthermore, in order to understand the interconnection between bank culture, stakeholder interests and perspectives, the different cultural dynamics at the site were studied and evaluated. This aided in developing a deeper understanding of conflicts arising from cultural issues, particularly in organisations with diverse cultures, such as Standard Bank. Secondly, a mixed methods approach was utilised in order to understand the interplay between the stakeholder perceptions and corporate culture. This approach facilitated the researcher in gaining richer insights and a broader perspective of the topic, further enhancing the study. Insights were drawn from visual diaries (5), questionnaires (35), in-depth interviews (2), and observations (1 day). This was done through combining the various elements of both quantitative and qualitative research methods. The study contributes to an understanding that, the unification of both managers and employees understanding of their cultural environment is instrumental to the success of an organisation. In order to do so, this starts with the way a company operates mainly its culture, values and belief systems within the organisation. Therefore, these values and beliefs affect how a company operates. Taking this into account helps to create a customer centred environment. These views may either be aligned or conflicting with organisational goals and values. Although, banks the world over have a unified banking system, each bank has its own value and belief systems in place which make it successful. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2013.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, Date Unknown / Organisations in many industries, such as energy, banking and electronics, have faced increasingly complex and changing environments brought about by deregulation, technological revolution, foreign competition and unpredictable markets. Key to the success of these organisations is the development of a particular culture for the organisation. A well-conceived and well-managed organisation culture closely linked to organisation success, can also mean the difference between success and failure in the present demanding environment. Organisational culture has been assumed to have important implications, not only for the individual's affective reactions to organisational life, but also for organisational effectiveness. This study investigates the relationship between organizational culture and effectiveness in the Western Cape banking industry. Beginning with an existing model of organizational culture and effectiveness, the paper presents a linked study. The study uses survey data from six organizations designed to test the applicability of the model in the context of the Western Cape banking industry. The results support Denison's findings, namely that organisational culture has a positive impact on effectiveness. The discussion includes several recommendations for future research.

M.Comm. / Warren Buffet, regarded as one of the world's leading investors said (Lowe, 1997:99): "Price is what you pay. Value is what you get." The world and South Africa have seen significant mergers in the financial services industry over the past ten years. Valuation models and results have been extensively debated, but to understand the true value of any company one has to analyse the underlying factors impacting the value. This valuation process can play an important role to determine what the impact of changes in the key ratios of a bank on the value of a bank will be. The main purpose of this study was to develop a valuation model for banks based on key ratios commonly used in banks' financial statements that would enable the quantification of the impact of changes in key ratios on the value of a bank. A literature study of available valuation methods were done to determine valuation theories on which the model could be based. Specific factors relating to valuation of banks were investigated. Key ratios were identified based on analysis of financial statements of banks and banking legislation requirements. A valuation model was developed based on these ratios. A prediction of future key ratios of the four main South African banks were obtained from three analysts and the valuation model tested by comparing the calculated value to the quoted market prices. Changes of 1% were made to key ratios and the impact on the value of each bank determined.

M.Com. / Small, medium and micro enterprise (SMME) prioritization is a collaborative effort by both the government and the private sector. The SA government called for support through the 1995 White Paper on National Strategy for the Development and Promotion of Small Business. The recent establishment (May 2014) of the Ministry of Small Business Development reinforces the strategic role of SMMEs in the South African economy. The prominent role played by SMMEs cannot be overemphasized...

In today’s business world, a lot of organizations are investing heavily in Information Technology (IT) in order to develop a competitive edge. According to Loukis, Sapounas and Milionis (2009:85) “firms all over the world make significant investments in IT aiming to increase their efficiency and effectiveness”. According to Cline and Guynes (2001:10), “during the last 30 years, IT has become an increasingly integral part of business operations”. Most of the times, organizations fail to get real value from the investments made in IT. This is mainly due to the fact that organizations fail to realize the value brought about by aligning IT strategy with Business strategy. Hu and Huang (2004:60) state that “each year organizations invest in IT to improve their competitive advantage and ultimately their business performance; however, more often than not, the anticipated benefits of IT investments fail to materialize due to misalignment of or lack of alignment, between the business and IT strategies”. Henderson and Venkatraman (1999:475) emphasize that “alignment is a desired state for organizations investing in IT that is not always achieved, as it often entails a radical change in the way managers consider IT”. It is through the alignment of IT strategy and Business strategy that organizations are able to realize the value brought about by investing in IT. Papp (2001:20)illustrates that “misalignment can cause problems with not only the development and integration of business and IT strategies, but can actually prevent IT from being fully leveraged to its maximum potential within an organization”. An organization that realizes the value of aligning IT strategy and Business strategy is able to develop a competitive advantage over its competitors. According to Daneshvar and Ramesh (2010:1) “each organization is aware of the special effects, benefits and implication of IT in business performance and also its capacity in building sustainable competitive advantages”.

The South African banking industry is well regulated and oligopolistic by nature. The financial sector in South Africa is of a world class standard, comparing favourably to that of developed countries i.e. United States of America and Great Britian, and developing economies such as the BRIC (Brazil, Russia, India and China) countries. The South African financial sector possesses the critical elements to exhibit good growth and sustainable profitabiblity. Capitec Bank Limited revolutionised the banking industry by providing a simplified and cost effective banking solution targeting the masses i.e. the "unbanked" population of South Africa. The company pursued a disruptive innovation strategy by targeting the lower income earning segment of the market i.e. individuals who are employed but do not have bank account. Capite's strategic approach and business model were designed around innovation and technology, exploiting a previously untapped market that no other competitor targeted. This approach has resulted in the bank's phenomenal growth over the past decade and most notably has seen Capitec's return on equity (ROE) increase from 12 percent to 26 percent and advances to costomers increase from R116 million to 16 billion. This has set precedent which the big four banks, namely ABSA, First National Bank, Standard Bank and Nedbank, could not match. Contributing to Capitec's success and the basis on which its business model is built are four pillars: accessibilty, simplicity, affordability and personalised service. These pillars have created a compatitive advantage resulting in the bid four banks playing catch up. A strategic analysis of Capitec bank was conducted in order to assess the feasibility of expansion by the bank into Africa. The conclusion of the study indicated that it was indeed a viable option for Capitec to expand its footprint across borders into Africa through mergers with banks exhibiting a similar business model, for example Equity Bank based in Kenya.

Despite the extensive research undertaken in the subject area of services marketing, much is still unknown to service providers of specific services in terms of service delivery concepts. This study attempts to address this limitation. The study revolves around the customer relationship management and service quality of banks. Service firms, including banks, are vitally important to the economy of any country, as they contribute to its Gross Domestic Product (GDP) and employment rate. However, to survive in a complex, competitive business environment, service firms are required to focus on their clients’ needs. Specifically, banks can focus on their relationships with clients and levels of service quality. In order to establish the influence of selected variables on the customer relationship management (CRM) of banks and the influence of CRM on the service quality of banks, an empirical investigation was conducted. The aim of this study was to quantify significant relationships among selected variables; therefore the positivistic research paradigm was used. The sample consisted of banking clients in the Nelson Mandela Metropolitan area. The sample size was 290, with a response rate of 91.03%. The empirical investigation revealed that significant positive relationships exist between both the knowledgeability, and attitude, of bank employees and a bank’s CRM. These relationships imply that more extensive knowledgeability of bank employees and bank employees with more positive attitudes lead to improved, maintained relationships between a bank and its clients. In addition, the empirical investigation revealed that CRM positively influences the service quality of banks. This relationship implies that if a bank successfully maintains relationships with its clients, the bank’s level of perceived service quality would increase. Additionally, the empirical investigation has shown the relationship between a banking client’s age and the CRM of a bank. The higher the age of a banking client, the more that client considers the CRM of a bank to be important. There exists a relationship between a banking client’s education level and the perceived service quality of a bank. If a banking clients’ education level increases, the importance of their bank’s service quality decreases and, conversely, a banking client with a lower level of education regards the service quality level of a bank as more important than higher qualified clients. The study indicated that strategies to improve, specifically, the knowledgeability and attitude of bank employees can and should be implemented by banks in ways to positively influence their CRM and ultimately their service quality. In effect, this will increase client satisfaction and ensure client loyalty to the bank. Ultimately, this will contribute to the bank’s success, which will ensure economic stability and prosperity for a country.

M. Com / The 200 years of South African banking history has been a turbulent mix of crisis and triumph. Banks have had to respond to changes in their environment ranging from wars and the discovery of gold and diamonds, to regulatory changes, disinvestment and township bond boycotts. With the phasing out of sanctions, international opportunities started to emerge and South African banks were quick to respond. International and local competition has increased and it has become necessary for banks to put more emphasis on obtaining a competitive advantage. Optimists like to speak of South Africa as the "powerhouse of Africa" and the natural investment home for foreign investors wanting a foothold in the African market. It has therefore become necessary to do a "SWOT" analysis (Strengths and weaknesses, opportunities and threats) to be able to formulate a competitive strategy. • This dissertation comprises of an environmental analysis which includes a study of the macro-environment, international environment and the analysis of Porter's five basic forces. This environmental analysis leads to the establishing of local and international competitive strategies. South Africa has a competitive edge on other countries of its size and development levels in the sense that it has a very adaptable economy. The fact that South Africa is seen as the "gateway to Africa" should be exploited by South African banks. The changing and uncertain environment in South Africa must be seen as an opportunity for international departments of commercial banks to enrich themselves and their employees. This dissertation has shown that local banks do not have an advantage over international banks. From this follows a recommendation that local banks should develop and maintain a competitive advantage and focus on African business.