Macroeconomic and financial market developments in Zimbabwe since 2000 have led to an increase in many banks‟ overall exposure to liquidity risk. The thesis highlights the importance of understanding and building comprehensive liquidity frameworks as defenses against liquidity stress. This study explores liquidity and liquidity risk management practices as well as the linkages and factors that affected different types of liquidity in the Zimbabwean banking sector during the Zimbabwean dollar and multiple currency eras. The research sought to present a comprehensive analysis of Zimbabwean commercial banks‟ liquidity risk management in challenging operating environments. Two periods were selected: January 2000 to December 2008 (the Zimbabwean dollar era) and March 2009 to June 2011 (the multiple currency era). Explanatory and survey research designs were used. The study applied econometric modeling using panel regression analysis to identify the major determinants of liquidity risk for 15 commercial banks in Zimbabwe. The financing gap ratio was used as the proxy for liquidity risk. The first investigation was on liquidity risk determinants in the Zimbabwean dollar era. The econometric investigations revealed that an increase in capital adequacy reduced liquidity risk and that there was a positive relationship between size and bank illiquidity. Liquidity risk was also explained by spreads. Inflation was positively related to liquidity risk and was a significant explanatory variable. Non-performing loans were not significant in explaining commercial banks‟ illiquidity, which is contrary to expectations. The second investigation was on commercial banks‟ liquidity risk determinants in the multiple currency era by using panel monthly data. The results showed that capital adequacy had a significant negative relationship with liquidity risk. The size of the bank was significant and positively related to bank illiquidity. Unlike in the Zimbabwean dollar era, spreads were negatively related to bank liquidity risk. Again, non-performing loans were a significant explanatory variable. The reserve requirements ratio and inflation also influenced bank illiquidity in the multiple currency regime. In both investigations, robustness tests for the main findings were done with an alternative dependent variable to the financing gap ratio. To complement the econometric analysis, a survey was conducted using questionnaires and interviews for the same 15 commercial banks. Empirical analysis in this research showed that during the 2000-2008 era; (i) no liquidity risk management guidelines were issued by the Reserve Bank of Zimbabwe until 2007. Banks relied on internal efforts in managing liquidity risk (ii) Liquidity was managed daily by treasury (iii) The operating environment was challenging with high inflation rates, which led to high demand for cash withdrawals by depositors (iv) Locally owned banks were more exposed to liquidity risk as compared to the foreign owned banks (v) Major sources of funds were new deposits, retention of maturities, shareholders, interbank borrowings, offshore lines of credit and also banks relied on the Reserve Bank of Zimbabwe as the lender of last resort (vi) Financial markets were active and banks offered a wide range of products (vii) To manage liquidity from depositors, banks relied on cash reserves, calculating and analysing the withdrawal patterns. When faced with cash shortages, banks relied on the daily limits set by the Reserve Bank of Zimbabwe (viii) Banks were lending but when the challenges deepened, they lent less in advances and increased investment in government securities. (ix) Inflation had major effects on liquidity risk management as it affected demand deposit tenors, fixed term products, corporate sector deposit mobilisation, cost of funds and investment portfolios (x) The regulatory environment was not favourable with RBZ policy measures designed to arrest inflation having negative repercussions on banks` liquidity management (xi) Banks had no liquidity crisis management frameworks. During the multiple currency exchange rate system (i) Commercial banks had problems in sourcing funds. They were mainly funded by transitory deposits with little coming in from treasury activities, interbank activities and offshore lines of credit. There was no lender of last resort function by the Reserve Bank of Zimbabwe. (ii) Some banks were still struggling to raise the minimum capital requirements (iii) Commercial banks offered narrow product ranges to clients (iv) To manage liquidity demand from clients, banks relied on the cash reserve ratio, and calculated the patterns of withdrawal, while some banks communicated with corporate clients on withdrawal schedules. (v) Zimbabwe commercial banks resumed the lending activity after dollarisation. Locally owned banks were aggressive, while foreign owned banks took a passive stance. There were problems with non-performing loans, especially from corporate clients, which exposed many banks to liquidity risk. (vi) Liquidity risk management in Zimbabwe was still guided by the Reserve Bank of Zimbabwe Risk Management Guideline BSD-04, 2007. All banks had liquidity risk management policies and procedure manuals but some banks were not adhering to them. Banks also had liquidity risk limits in place but some violated them. Furthermore, some banks were not conducting stress tests. Although all banks had contingency plans in place, none were testing them. Specifically, the research study highlighted the potential sources of liquidity risk in the Zimbabwean dollar and multiple currency periods. Based on the results, the study recommends survival strategies for banks in managing liquidity risk in such environments. It proposes a comprehensive liquidity management framework that clearly identifies, measures and control liquidity risk consistent with bank-specific and the country‟s macroeconomic developments. The envisaged framework would assist banks in dealing with illiquidity in a manner that would be less disruptive and that could render any future crisis less painful. Of importance is the recommendation that the central bank might not need to be too strict or too relaxed, but be moderate in ensuring an enabling regulatory environment. This would help banks to manage liquidity risk and at the same time protect depositors in any challenging operating environment. In both the studied time periods, there were transitory deposits. Generally there is need to inculcate a savings culture in Zimbabwe.

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.

The measurement of the banking sector performance in Zimbabwe is motivated by the unique developments that typified the sector during the period 2009-2014 after emerging from an economic crisis. The Zimbabwean economy returned to stability and growth in 2009, after a decade long economic decline. Economic stability brought about growth in deposits, loans, assets, capitalization and profits during this period. The banking sector has been accused of excessive profiteering through overpricing their products, which culminated in the intervention by the authorities in the sector. The interest rates spread, fees and other charges were presumed to be high which motivated the need to understand whether the banking sector is efficient or inefficient given the high interest rate spreads between the deposit rates and lending rates. Furthermore the high interest rates have raised the question of whether banks were exploiting their market power to price their products highly or whether their prices were determined by the dictates of market forces. Continued profitability of the sector also called for an investigation into what was driving the persistence of profitability over time. The primary objective of this research was to measure the performance of the banking sector during the period 2009-2014. The study contributes to the empirical literature by measuring and assessing the drivers of banking sector competition, efficiency and profitability and applying them at much disaggregated levels. This study also contributes to the debate on the relationships among the performance measures of competition, profitability and efficiency. The study adopted a number of methods which contributes to the array of tools central banks can employ to measure bank performance. The study employed a number of methodologies to measure the competition, efficiency and profitability performance of the banking sector. Competition was estimated using the new empirical industrial organisation methods of Panza and Rose (1987) and the Lerner (1934) Index was used. Cost and revenue efficiency was estimated using the two step methods of Data Envelopment Analysis followed by the Tobit regression method. An assessment of the persistence and drivers of profitability was measured using the Generalised Method of Moments. This study shows that the banking sector was operating under monopolistic competition market structure. This implies that banks held some market power as a result of product differentiation due to unique features such as brands, image and advertising, among others. The study indicates that competition increased during the period 2009-2014. Market power/competition in the banking sector during the study period was driven by capital adequacy, non-performing loans, liquidity risk, cost-income ratio, economic growth and government policy on pricing of bank products. The study suggests that the banking sector experienced an average inefficiency level of approximately 35 per cent in relationship with the best performing institutions in the sample. As a result of stability experienced in the economy, the average revenue and cost efficiency increased between 2009 and 2014. The study further established that the discord around the implementation of the indigenisation and empowerment law, coupled with the government intervention in the banking sector had a negative impact on the banking sector efficiency. It also found that efficiency is determined by market power, capital adequacy, cost income ratio, economic growth, inflation, market share and profitability. The Granger Causality test between cost efficiency and market power suggests that causality is bidirectional. On the other hand granger causality between revenue efficiency and market power is unidirectional and positive, running from revenue efficiency to market power. The result implies that policy measures should bring a balance between increasing competition and improving the revenue efficiency. The study shows that the banking sector was profitable during the period 2009 to 2014. The profitability was a reflection of a stable macroeconomic environment, typified by low inflation levels, despite the crises during this period. It further reveals that the banking sector‟s profitability persisted over time, reflecting the regulatory structure of the sector. The study established that profitability was determined by market power, non-performing loans, liquidity risk, capital adequacy, bank size and cost efficiency. This implies profitability was driven by bank specific determinants. There are a number of policy implications derived from the study. Regulatory measures such as forced consolidations can lead to excessive market power by the banking institution; hence it should be moderated. Banks should enhance credit risk because NPLs has been dragging profits. Banks should take advantage of the various measures introduced, such as the setting up of the special purpose vehicle and credit reference bureau. The government should avoid tampering with market forces as this reduces competition, efficiency and profitability and put in place measures that grow the economy as it increases the efficiency and profitability of the banking sector.

This study seeks to establish whether the introduction of new products between 1995 and 2003 created value for the customers and if the bank's key performance indicators such as profitability and market share improved as a result. The research also intends to identify the benefits and problems associated with development and introduction of new products in the banking sector, and whether or not the benefits are worth the effort and resources invested. Literature on segmentation, product development and customer care, from popular authors such as Kotler were applied. Subjects used were 29 Zimbabwe Banking Corporation Limited customers and 10 non-customers. The self-administered structured questionnaire, in conjunction with face-to-face interviews were used throughout the study. To ensure relevance and reliability of responses, only randomly selected companies and individuals were interviewed. Overall almost three quarters of the respondents affirmed that new products and refurbishments are effective because customer choice is increased, and that simply by introducing new products, the company shows an image of great customer focus. The introduction of new products and refurbishment of branches was also said to enhance the image of the bank. Others associated such changes with increased speed of service and better, more convenient products. Comparing the period before renovations with the one after, the new products introduced and branch refurbishments have had positive impact on the performance of ZIMBANK, as very significant improvements have been noted especially on the aspects of customer service, quality of products and increase in branch network. / Thesis (MBA)-University of Natal, Durban, 2003.

The aim of the study was to determine whether CBZ Bank's strategic intent was aligned to action on the ground and how the bank could consolidate its competitiveness in the market. Organisations in the services industry rely on their human resources to manage other resources in order to deliver superior service. The employees are also responsible for executing operational strategies on the ground and getting feedback directly from the market. Branch employees are directly in the competition zone and they can provide invaluable insight into the competitive dynamics of the banking industry. In order to obtain the employees' perspective of the bank's strategic intent, whether events on the ground are reflective of it and ascertain the competitiveness of the bank, responses from thirty one (31) supervisory and managerial cadres were used. The population frame was composed of (five) 5 senior managers, thirteen (13) middle managers and thirty three (33) supervisory personnel. A self administered questionnaire was e-mailed to the targeted fifty one (51) staff members. Thirty one (31) responses were received. The choice of the sample was driven by the fact that strategic business unit leaders drive the bank's strategy hence they are able to shed invaluable information regarding the bank. Eighty two (82%) of the respondents indicated that the bank's strategic intent was on course as opposed to eighteen (18%) who felt otherwise. Seventy one (71 %) of the respondents also felt that the bank was competitive. A salient feature of this study was that the majority of respondents concurred that the bank's strategic intentions were on track. However due to the volatile and hyper inflationary conditions prevailing, shareholder value should be preserved by adopting growth strategies that hedge against the effects of inflation. Such strategies should include creating new external markets by going regional and international. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Mass marketing also referred to as traditional marketing, has been criticised for trying to appeal to everyone, without necessarily providing for customers’ needs and wants. Therefore, the traditional marketing mix has been deemed ineffectual in a highly competitive and ever-changing business world, especially in the banking sector. Changes in the marketing environment have led to the development of new concepts such as relationship marketing. The fundamental concept of relationship marketing involves maximising the longterm benefits for the bank and the customer, resulting in a series of transactions, which allow a long-term relationship to be established and maintained. In short, it is a marketing concept that revolves around building and maintaining a long-term link or bond with one’s customers. The Zimbabwean banking sector has been affected by the country`s political and economic turmoil over the past decade. The collapse of the economy has affected the banking sector and its relationship with clients. During the economic crisis, Zimbabwean banks were unable to meet the basic international requirements of the Basel Accord, and as such, no profits were made. Borrowers had problems repaying existing loans; and banks also became reluctant to lend more, as a liquidity problem in the financial system was prominent. In 2009, a new government was formed which introduced the multi-currency system and the economy went on a recovery path. Given the nature of the economy of Zimbabwe, relationship marketing becomes an indispensible marketing tool that banks can use. The main purpose of the research was to investigate the relevance of relationship marketing on the sustainability of Zimbabwean banks. Five independent variables (customer relations, product attributes, promotion and service delivery and information technology) were identified and were tested against one dependent variable (sustainability of banks). A positivist research paradigm approach was used to conduct the research. The approach uses the quantitative method of research to establish causal relationships. Null (Ho) and alternative hypotheses (Ha) were formulated in x order to test the relationship between variables. A five point Likert scale questionnaire was developed and administered in five major commercial banks in Harare, Zimbabwe namey; Banc ABC, Barclays bank, Commercial Banks of Zimbabwe, Stanbic Bank and Standard Chartered Bank. The five major banks were selected in terms of market capitalisation as well as total deposit share among other things. The empirical results revealed that five of the independent variables positively correlated with the dependent variable implying that they all have an impact on bank sustainability. However, the current situation (2011) in Zimbabwe shows that only two independent variables (product variables and service delivery) have any impact on bank sustainability. In other words, there was a relationship between product attributes and sustainability of banks. Additionally, there was a relationship between service delivery and sustainability of Zimbabwean banks. Conclusions sited that product attributes and service delivery, as variables of relationship marketing, if implemented desirably could salvage the lost confidence and contribute to bank sustainability in Zimbabwe. Therefore, recommendations given by the researcher extensively focused on the two variables that have a relationship with Zimbabwean banks’ sustainability; briefly on the three variables (customer relations, promotion and information technology) that had no relationship.

This study investigates to what extent "e"-communication is used successfully by Zimbabwean commercial banks. The study was done using the literature survey method and the questionnaire. The closed and open-ended questionnaires used for gathering data were administered personally by the researcher leading to 99% return rate of questionnaires. The major conclusions from this study are that "e"-communication is widely adopted by the commercial banks in Zimbabwe, examples being the use of email, statement enquiries or bill payment services. Recommendations drawn from this research are that commercial banks' top management should be committed to the establishment of more effective information systems programmes and invest substantially more in Information Technology to meet the demanding needs and expectations of customers. The study could be replicated in other sectors of business in order to strengthen the reliability and validity of the results revealed here. / Financial Accounting / M. Com. (Accounting)

This study investigates to what extent "e"-communication is used successfully by Zimbabwean commercial banks. The study was done using the literature survey method and the questionnaire. The closed and open-ended questionnaires used for gathering data were administered personally by the researcher leading to 99% return rate of questionnaires. The major conclusions from this study are that "e"-communication is widely adopted by the commercial banks in Zimbabwe, examples being the use of email, statement enquiries or bill payment services. Recommendations drawn from this research are that commercial banks' top management should be committed to the establishment of more effective information systems programmes and invest substantially more in Information Technology to meet the demanding needs and expectations of customers. The study could be replicated in other sectors of business in order to strengthen the reliability and validity of the results revealed here. / Financial Accounting / M. Com. (Accounting)

The concept of strategy has advanced significantly from when the emphasis fell on comprehensive, systematic and rational planning. However, many of the assumptions that were embedded in traditional strategy models were deemed to be inadequate and outdated as we approached a new competitive milieu (Maritz, 2010). Strategic Management is still a comparatively young field and the existing toolbox of concepts and techniques remains woefully inadequate (Grant, 2010). This reality should force a re-examination of the traditional strategy paradigms (Maritz, 2010). The literature review has confirmed the observations by Maritz (2010) and Grant (2010) that indeed current strategic management paradigms or approaches were inadequate for unique business environments obtaining in a developing country in Africa, such as Zimbabwe. The motivation for this research, therefore, was to identify and recommend strategic management approaches or paradigms applicable to banks operating in a turbulent and chaotic environment. Based on an extensive literature review, in-depth interviews were conducted with six commercial banks (three that survived the turbulence and three that failed) during the period under review. The study established that the banks that survived the turbulence had a different strategic management approach from the traditional designed ones. It was also noted in this study that in turbulent environments, strategy-making is birthed through an emergent process. When events are moving at an unprecedented speed, as was happening in Zimbabwe, the time intervals between obtaining information, analysing information, taking decisions and implementing those decisions need to be tightly compressed. The researcher coined this process Strategic Intensity (SI). On the other hand, diversification as a strategy was found to be very risky for businesses that did not have a strong foundation and that were lacking in the appreciation of the risk complexion of the businesses into which they were diversifying. This research makes a significant contribution by identifying and recommending Strategic Management approaches applicable to businesses operating in a turbulent and chaotic environment in developing markets such as Zimbabwe. Furthermore, this research also contributes towards the current debate in academic literature amongst practitioners of strategy, about how strategy is really made in organisations (Maritz, 2010). The debate centres around two opposing views: one associated with strategy-making as a formal, deliberate plan, and the other associated with strategies as evolving, ever-changing sets of outcomes that are eventually realised. Finally, the researcher proposes that further studies be conducted at the end of this study. / Business Management / DBL

The strategic importance of a well-established banking sector in an economy and the pivotal role trust plays in this sector is well-documented in banking literature. Given this accepted importance of trust, it is surprising that some banks are still exhibiting more signals of distrust than of trust as expected, shattering consumer trust and confidence in the process. In response, governments, through their central banks, occasionally resort to implementing policies that focus heavily on regulation and control. These interventions are usually designed to restore consumer confidence in the banks’ future behaviours as well as providing assurance that exchanges taking place within a banking sector are safe and secure. Surprisingly, consumer trust and confidence are still elusive in some banking sectors, despite all these measures. This mixed-methods, sequential explanatory study explores the concept of trustworthiness by investigating trustworthiness dimensions of banks that drive consumer trust in the Zimbabwean banking sector that is experiencing low trust and confidence levels. To fulfil the objectives of this study, a quantitative research approach (survey) was first employed to explore bank customers’ trustworthiness perceptions on a sample of 400 customers. A qualitative research approach (semi-structured interviews), was then employed to gain a better understanding and clarification of the survey findings. Structural Equation Modeling (SEM) was applied to determine the statistical model that sought to explain the relationship among the variables. Hypotheses were then tested between model constructs to determine their influence on one another. Study findings revealed that shared values, structural assurance and integrity (consistency) are the trustworthiness determinants with the highest positive influence on bank trustworthiness. A negative relationship was found between communication and bank trustworthiness. Competence was found to have an insignificant correlation with trustworthiness. Additionally, both behavioural intentions and affective commitment (relational outcomes) were found to positively influence bank trustworthiness. This study has brought to light how trustworthiness of banks is perceived in a banking sector that is not only experiencing a confidence crisis but also in a country that is experiencing an uncertain economic and political environment within an African banking context. The final model presented in this study can be applied in trustworthiness studies in the financial services sectors, particularly in sectors that are operating in similar uncertain environments. In order to reignite consumer confidence in the banking sector, the RBZ is advised to set tighter corporate governance measures that can put a stop to activities such as insider lending that end up defrauding depositors within the banks. It is also imperative that departments such as Treasury, Risk and Credit within the RBZ and in banks are managed by competent personnel who adhere to the prudential standards of banking. Bank custodians are advised to continuously exhibit trustworthiness behaviours because customers’ trust and confidence can only be restored if there is evidence of sincere behaviours that are regarded as reflecting a trustworthy image. Planning for peak periods in terms of cash and personnel, to avoid prolonged queues and cash shortages that have become an everyday occurrence in the Zimbabwean banking sector is one way banks can improve trust and confidence. Banks should also consider providing services such as financial hardship advisory services and extended loan repayment options that can go a long way in not only assisting their customers to manage their debts, but also to show that banks are taking into consideration their customers’ current challenges and needs. Key stakeholders in the banking sector are also encouraged to share information on key developments integral to the smooth functioning of the banking sector. This information should then be disseminated to the banking public in a unified voice to avoid distortion of information that leads to financial anxiety and further erosion of trust. In the absence of formal timeous communication, bank customers may resort to relying on the grapevine and engage in speculative behaviours which can be very destructive and difficult to correct. / Business Management / D.B.L.