Financial institutions are faced with many changes and challenges, especially after the global financial crisis; and look to their human capital to provide their competitive advantage. It is therefore important to investigate effective means of managing employees in a way that could foster work engagement. Strengths use and leader-member exchange (LMX) quality create an opportunity for organisations to manage and utilise their employees more effectively and finally promote work engagement. The objective of this research study was to investigate the mediating effects of LMX quality in the relationship between strengths use and work engagement. A questionnaire was compiled, utilising the Strengths-based Leadership Questionnaire, the LMX-7 and the Utrecht Work Engagement Scale. These measuring instruments were administered to a total of 213 (N = 213) individuals employed in the financial services industry. For the purpose of this research study the quality of the LMX relationship was measured from the perspective of the subordinates. Strengths use was positively related to LMX quality and LMX quality was positively related to work engagement. Additionally, LMX quality played a mediating role in the relationship between strengths use and work engagement. Therefore, organisations can, by promoting strengths use and high quality LMX, achieve higher levels of employee work engagement. This research study is the first to include strengths use, LMX quality and work engagement in one mediating model. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Financial institutions are faced with many changes and challenges, especially after the global financial crisis; and look to their human capital to provide their competitive advantage. It is therefore important to investigate effective means of managing employees in a way that could foster work engagement. Strengths use and leader-member exchange (LMX) quality create an opportunity for organisations to manage and utilise their employees more effectively and finally promote work engagement. The objective of this research study was to investigate the mediating effects of LMX quality in the relationship between strengths use and work engagement. A questionnaire was compiled, utilising the Strengths-based Leadership Questionnaire, the LMX-7 and the Utrecht Work Engagement Scale. These measuring instruments were administered to a total of 213 (N = 213) individuals employed in the financial services industry. For the purpose of this research study the quality of the LMX relationship was measured from the perspective of the subordinates. Strengths use was positively related to LMX quality and LMX quality was positively related to work engagement. Additionally, LMX quality played a mediating role in the relationship between strengths use and work engagement. Therefore, organisations can, by promoting strengths use and high quality LMX, achieve higher levels of employee work engagement. This research study is the first to include strengths use, LMX quality and work engagement in one mediating model. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

The relationship between personality and work engagement and work engagement and demographic variables is investigated. The Riso-Hudson Enneagram Type Indicator (RHETI) was used to measure personality and the Utrecht Work Engagement Scale (UWES) was used to measure work engagement. In contrast to the literature findings, no significant relations were found between personality and work engagement. An increased sample size per personality type or triad may yield different results. Furthermore, the RHETI operationalising of personality differs from previous research. Gender and job tenure were related to work engagement whilst ethnicity, marital status, job level and age were not. In general, results from this sample recognise that work engagement is stimulated by more than personality type, acknowledging influences of job resources, gender and job tenure. Personality is stable across situations whilst work engagement may fluctuate across employment situations. Relevant recommendations to the organisation and for future research in this regard are highlighted. / Industrial and Organisational Psychology / M.A. (Industrial & Organisational Psychology)

Dissertation submitted in compliance with the requirements for the Masters Degree in Technology: Business Administration, 2008. / The aim of the study was to identify causes of churning, to find ways of managing it and to diagnose customers‟ communication needs. Furthermore the research tested the impact of messaging services on customer retention and whether these services could compensate for the declining revenue or become new cash cows for service providers. The units of analyses were young people of ages ranging from 15 to 24. This group was chosen because it was found, during the study, that they used new services more often than any other age group. The initial plan, however, was to interview the entire population of cellphone users. Stratified random sampling was used to randomly select the units of analysis. Interviews were conducted at the homes of respondents, in the streets and at a shopping centre. Causes of customer churning were found to be billing by service providers that confused customers and „better phone deals offered by the competitors‟ resulting in some of the respondents switching providers. Other aspects about which respondents complained and which therefore could cause churning are „poor network quality‟, „confusing pricing structure‟ and „long waiting on customer care line‟. The respondents indicated that their communication needs could be satisfied by services that are easy to use, a helpful customer care agent and being able to retain a number when switching a service provider. Therefore churning could be managed by removing or reducing the causes of it and attracting the customers by meeting their communications needs, which are, improving customer care service and designing services that are easy to use. The research was inconclusive on the messaging services. Of the three new messaging services that were studied, only one was extremely popular, while the other two were hardly used. Instant messaging was the second most used service to voice and SMS and it was also ranked second, in order of importance. The other two messaging services, mobile email and MMS, received low rankings from the respondents. In addition more than a quarter (27%) of the respondents had never used mobile email. The implications of these findings are that service providers should improve their customer care service and design services that are easy to use.

Thesis (MBA)-- Stellenbosch University, 2005. / ENGLISH ABSTRACT: Microfinance services in Tanzania have existed for some years, yet have remained weak and slow to develop. Therefore, the objective of this study is to survey problems that impact on the growth of Microfinance Institutions (MFIs) in Tanzania. MFIs in Tanzania include commercial banks, rural community banks, on-bank financial institutions, NGOs and Savings and Credit Co-operative Societies (SACCOs). The problems in the microfinance sector are prioritised and show that the lack of sufficient capital to lend to clients is the problem that has the greatest impact on growth, followed by education level of clients. A number of these problems show agreement as expressed by the Spearman Rank Correlation Coefficients. The recommendations directly touch the provision of capital support to MFIs as a most priority criteria towards MFIs growth. Sufficient capital to lend to clients can decrease the impact of other problems that shows correlation with it, such as service quality to customers, attraction of low income earners, client focus, small and irregular cash flows from clients, as well as education level of clients. Finally, it is shown by a selected best practice matrix that solutions to problems impacting on the growth of MFIs in Tanzania depend on a combination of several best practices that can lead to sustainable solutions. Hence MFls may find a combination of relevant best practices that fit efficiently. effectively and economically to their respective operating environments. / AFRIKAANSE OPSOMMING: Mikrofinansieringsdienste in Tanzania bestaan al geruime jare, maar is ongelukkig swak ontwikkeld en toon stadige groei. Die doelwit van hierdie studie is om probleme te identifiseer wat impakteer op die groei van die Mikrofinansiering-instansies (MFI) in Tanzania. MFIs in Tanzania sluit in kommersiele banke, landelike / gemeenskapsbanke, niebank finansiele instansies, Nie-regeringsorganisasies (NGOs) en Spaar en Krediet Samewerkende Gemeenskappe (SACCO's). Die probleme in die mikrofinansiering-sektor is geprioritiseer en dui daarop dat die gebrek aan beskikbaarheid van voldoende lenings-kapitaal die grootste impak op die sektor het, gevolg deur die vlak van onderwys-opvoeding van kliente. Verskeie van die probleme gelys vind ooreenkomste by mekaar, soos uitgelig deur die "Spearman Rank Correlation Coefficients". Aanbevelings gemaak, hou direk verhand met die voorsiening van kapitale ondersteuning aan MFIs, as die belangrikste kriteria wat sal lei tot MFI groei. Voldoende leningskapitaal kan die impak van ander probleme wat verband hou met die tekort aan kapitaal verminder, soos onder andere die kwaliteit van klientediens, die lae-inkomste mark wat bedien word, kliente fokus, klein / ongereelde inkomste-strome van kliente, asook die onderwys-opvoedingsvlakke van kliente. Ter afsluiting, dit is getoon deur die beste praktykbeginse/s matriks, dat die oplossing vir probleme wat impakteer op die groei van die MFI sektor in Tanzania, afhanklik is van 'n kombinasie van verskeie beste praktykbeginsels wat kan lei tot volhoubare oplossings. Sodoende kan MFIs 'n kombinasie van beste praktykbeginsels vind wat effektief en ekonomies sal werk vir hulle onderskeie omgewings.

Thesis (MComm)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Strategic innovation originated as a concept in academic literature in the 1990’s, and provides companies with the opportunity for substantial value creation. Previous research has shown how the learning or process aspects of a company foster strategic innovation capacity, or the ability of a company to systematically create strategic innovation initiatives. However, an understanding of the role of the content aspects or the drivers of strategic innovation – Strategy Processes, People, Culture and Resources – remains problematic. Despite a heightened awareness and interest by both scholars and practitioners in studying and better understanding strategic innovation, it is still regarded as an emerging field of inquiry. Additionally, limited research has been conducted on strategic innovation in a South African context. As such, a limited base of empirical research for strategic innovation exists. To address this lack of empirical research a literature review of strategic innovation was conducted, highlighting any research gaps; an empirical study was then executed. The literature review first investigated strategic innovation as a topic, identifying the antecedents to; the results of; and motivations for strategic innovation. Subsequently, a theoretical link between strategic innovation capacity and the drivers of strategic innovation was established. Lastly, each driver of strategic innovation was individually explored for the purpose of operationalising each driver for empirical analysis. The review of strategic innovation literature revealed a research gap that culminated in the following research question: How do the drivers of strategic innovation affect the strategic innovation capacity of selected banks? The empirical study consisted of a mixed-methodology design, conducted in two phases. First the sample was narrowed to include only the most appropriate banks, this being the most significant sector of the financial services sector in South Africa. The first phase of research consisted of semi-structured interviews conducted with the six most qualified individuals across the participating banks. This phase of research was used to refine the identified antecedent elements of the drivers of strategic innovation, and develop the sample for the second phase of research. The interviews were recorded, transcribed, and subjected to thematic analysis to generate findings. The findings of the qualitative phase show that the antecedent elements of the drivers in South African banks are consistent with the literature. Although no new South African specific elements were discovered, external factors for managerial consideration were noted. This emphasises that South African banks should adopt global best practices for their field, whilst taking into consideration the unique South African circumstances. The second phase of research made use of cross-sectional electronic questionnaires to gather interval data on the drivers of strategic innovation and strategic innovation capacity. The questionnaire was developed from the findings of the first phase of research and distributed to 125 individuals, 53 completed responses were received, yielding a response rate of 42.4%. All the constructs were measured to be reliable using Cronbach’s alpha and the collected data were analysed using descriptive and inferential statistics. The findings of the quantitative phase indicate that the drivers of strategic innovation have a significant positive relationship with strategic innovation capacity. This finding underlines the important role managers can play in fostering a company’s ability to systematically create strategic innovation initiatives. The driver with the strongest relationship with strategic innovation capacity was shown to be Culture, emphasising the importance of creating an organisational culture geared towards innovation. The second strongest driver was Resources, followed by People, and lastly Strategy Processes which had the lowest significant positive relationship with strategic innovation capacity. The findings also showed that the inter-driver relationships were significantly positive, with Culture once again displaying the strongest correlation values. The most important contribution of this study is the empirical evaluation of the relationship between the drivers of strategic innovation and strategic innovation capacity in the South African banking context. The establishment of this relationship creates a solid platform upon which future studies may build through the highlighted areas for further study. The findings also provide management with a means to assess the levels of the drivers, as well as antecedents on which to focus when staging managerial interventions for their improvement. / AFRIKAANSE OPSOMMING: Strategiese innovering het ontstaan as 'n konsep in die akademiese literatuur in die 1990's, en bied maatskappye ’n geleentheid vir aansienlike waardeskepping. Vorige navorsing het getoon hoe die leer- of prosesaspekte van ’n maatskappy strategiese innoveringskapasiteit, of die vermoë van ’n maatskappy om stelselmatig innoveringsinisiatiewe te skep, bevorder. ’n Begrip van die rol van die dryfkragte agter strategiese innovering – Strategieprosesse, Mense, Kultuur en Hulpbronne – bly egter problematies. Ten spyte van groter belangstelling in die studie van strategiese innovering vanuit die akademie sowel as die praktyk, word dit steeds as ’n ontluikende navorsingsveld beskou. Verder is slegs beperkte navorsing oor strategiese innovering in ’n Suid-Afrikaanse konteks reeds gedoen. Daar bestaan dus ’n beperkte basis van empiriese navorsing vir strategiese innovering. Om hierdie gebrek aan navorsing aan te spreek, is ’n literatuuroorsig van strategiese innovering gedoen wat navorsingsleemtes uitgewys het; ’n empiriese studie is toe uitgevoer. Die literatuuroorsig het eerstens strategiese innovering ondersoek deur die voorgangers van; resultate van; en motiverings vir strategiese innovering te identifiseer. Vervolgens is ’n teoretiese skakel tussen strategiese innoveringskapasiteit en die dryfkragte agter strategiese innovering vasgestel. Laastens is elke dryfkrag individueel ondersoek met die doel om dit te operasionaliseer vir empiriese ontleding. Die literatuuroorsig het ’n navorsingsleemte onthul wat tot die volgende navorsingsvraag gelei het: Hoe beïnvloed die dryfkragte agter strategiese innovering die strategiese innoveringskapasiteit van die gekose banke? Die studie het bestaan uit ’n gemengdemetodologie-ontwerp wat in twee fases uitgevoer is. Die eerste fase het bestaan uit semi-gestruktureerde onderhoude met die ses mees gekwalifiseerde individue vanuit die deelnemende banke. Hierdie fase is gebruik om die geïdentifiseerde voorafgaande elemente van die dryfkragte agter strategiese innovering te verfyn, en om die steekproef vir die tweede fase te ontwikkel. Die onderhoude is opgeneem, getranskribeer en onderwerp aan tematiese ontleding om bevindinge te genereer. Die bevindinge van die kwalitatiewe fase wys dat die voorafgaande elemente van die dryfkragte in Suid-Afrikaanse banke strook met die literatuur. Alhoewel geen nuwe, spesifiek Suid- Afrikaanse elemente ontdek is nie, is eksterne faktore vir bestuursoorweging opgemerk. Dít beklemtoon dat Suid-Afrikaanse banke behoort te hou by die wêreldwye beste praktyke vir hulle veld, terwyl hulle steeds die unieke Suid-Afrikaanse omstandighede in ag moet neem. Die tweede fase het elektroniese deursnitvraelyste gebruik om intervaldata oor die dryfkragte agter strategiese innovering en strategiese innoveringskapasiteit in te samel. Die vraelys is ontwikkel uit die eerste fase se bevindinge en is versprei aan 125 individue; 53 volledige response is ontvang, ’n responskoers van 42.4%. Al die konstrukte is met Cronbach se alfa as betroubaar gemeet, en die ingesamelde data is ontleed met beskrywende en inferensiële statistiek. Die bevindinge van die kwantitatiewe fase dui daarop dat die dryfkragte agter strategiese innovering ’n beduidende positiewe verhouding het met strategiese innoveringskapasiteit. Hierdie bevinding onderstreep die belangrike rol wat bestuurders speel in ’n maatskappy se vermoë om stelselmatig strategiese innoveringsinisiatiewe te skep. Kultuur het na vore gekom as die dryfkrag met die sterkste verhouding met strategiese innoveringskapasiteit, wat die belangrikheid beklemtoon van die skep van ’n organisatoriese kultuur wat op innovering toegespits is. Die tweede sterkste dryfkrag was Hulpbronne, gevolg deur Mense, en laastens het Strategieprosesse die laagste beduidende positiewe verhouding met strategiese innoveringskapasiteit gehad. Die bevindinge het ook gewys dat die onderlinge verhoudings tussen die dryfkragte beduidend positief was, met Kultuur wat weereens die sterkste korrelasiewaardes toon. Die belangrikste bydrae van hierdie studie is die empiriese evaluering van die dryfkragte agter strategiese innovering en strategiese innoveringskapasiteit in die Suid-Afrikaanse bankwesekonteks. Die vasstelling van hierdie verhouding skep ’n platform waarop toekomstige studies kan bou. Die bevindinge bied aan bestuur ’n manier om dryfkragvlakke te assesseer, asook voorafgaande elemente om op te fokus wanneer bestuursintervensies gebruik word om hierdie vlakke te verbeter.

Thesis (MBA)--Stellenbosch University, 2011. / ENGLISH ABSTRACT: In the world of business today, the reputation of an organisation matters tremendously. After the global financial crisis in 2008-2009, it has never been more difficult for organisations to maintain a positive reputation. The past decade differs from previous ones, as rules and regulations enforced by regulatory bodies are more rigid, public criticism and expectations are greater and the emotional contracts between employees and leadership are not as strong as they once were. The financial services industry, in South Africa and abroad, has been inundated by unethical behaviour and the global downturn has exacerbated this problem. In light of the revelations that have come to pass worldwide, the magnifying glass has been firmly fixed on companies operating within the financial services sector. The crisis has led to numerous companies questioning and reviewing their own compliance and organisational practices to establish whether they are ethical. In the South African financial services industry there has been a war raging among organisations fighting for market share. With the increased competition levels among businesses, there is a desire to find new and creative ways of achieving competitive advantage. Business ethics, therefore, has become essential in the conducting of any type of business. The competitive advantage of business ethics revolves around the building of relationships with organisational stakeholders based on its integrity, which will maintain these relationships. By establishing an ethics programme, an organisation could enable the management of business ethics in the workplace. Ethics programmes often convey the values of the organisation, making use of policies and codes to guide behaviour and the decision-making process of stakeholders. These programmes could be used, during turbulent times, to maintain a moral path, especially when leaders require a clear moral compass for guidance. This moral compass function is also very helpful for new employees, as they may need to be familiarised with ethically correct behaviour within the organisation that aligns with its values. If employees are satisfied with the ethics programme, it could work as a mechanism to stimulate productivity, teamwork and to motivate personnel. A study was conducted within a private sector organisation in the South African financial services industry with a focus on evaluating the effectiveness of their ethics programme. The findings from the fieldwork established that the ethics programme of the organisation was found to be highly effective, as perceived by both employees and directors. An effective ethics programme means that the ethical culture of the organisation is strong. The findings serve to confirm that, by monitoring the key variables that play an important role in predicting the effectiveness of ethics programmes, organisations can achieve a positive result by knowing what the impact of potentially harmful behaviour can have on the ethical climate and culture. The findings also serve to confirm that an effective ethics programme can become a source of competitive advantage if engaged correctly by the entire organisation. This study may be used to argue that sound business ethics and ethics programmes can be viewed as a new competitive advantage that organisations require for long-term sustainability and business success. / AFRIKAANSE OPSOMMING: In vandag se sakewêreld is die reputasie van ’n organisasie geweldig belangrik. Sedert die globale finansiële krisis in 2008-2009 is dit vir organisasies moeiliker as ooit om ’n positiewe reputasie te handhaaf. Die afgelope dekade is anders as die voriges omdat reëls en regulasies wat deur reguleringsliggame afgedwing word, meer rigied is, openbare kritiek en verwagtinge groter is, en die emosionele kontrakte tussen werknemers en leierskap nie meer so sterk is as vroeër nie. Die bedryf van finansiële dienste – in Suid-Afrika en in die buiteland – is erg geteister deur onetiese gedrag, en die globale insinking het dié probleem vererger. In die lig van onthullings wat wêreldwyd plaasvind, word die vergrootglas ferm gerig op maatskappye wat binne-in die finansiëledienste-sektor sake doen. Die krisis het tot gevolg gehad dat talle maatskappye hul eie reëlnakoming en organisatoriese praktyke bevraagteken en hersien om vas te stel of hulle wel eties is. In die Suid-Afrikaanse (SA) finansiëledienste-bedryf het daar onder organisasies ’n oorlog om markaandeel gewoed Met die toenemende vlakke van mededinging onder sake-ondernemings, is daar ’n begeerte om nuwe en kreatiewe maniere te vind om mededingende voordeel te bereik. Sake-etiek het dus noodsaaklik geword om enige soort besigheid te bedryf. Die mededingende voordeel van sake-etiek draai om die bou van verhoudings met organisatoriese aandeelhouers, gebaseer op hul integriteit wat hierdie verhoudings in stand gaan hou. Deur die vestiging van etiese programme kan ’n organisasie die bestuur van sake-etiek in die werkplek moontlik maak. ’n Etiese program dra dikwels die waardes van die organisasie oor met die gebruik van beleid en kodes as riglyne vir gedrag en die besluitnemingsproses van aandeelhouers. Hierdie programme kan in onstuimige tye gebruik word om ’n morele weg te handhaaf, veral wanneer leiers ’n helder morele kompas nodig het vir leiding. Die funksie van hierdie morele kompas is ook baie nuttig vir nuwe werknemers omdat hulle vertroud wil raak met eties korrekte gedrag binne-in die organisasie wat in lyn is met sy waardes. As werknemers tevrede is met die etiese program, kan dit dien as meganisme om produktiwiteit en spanwerk te stimuleer, asook om hulle te motiveer. ’n Studie wat binne-in ’n organisasie in die private sektor van die Suid-Afrikaanse finansiëledienste-bedryf gedoen is, het gefokus op evaluering van die doeltreffendheid van hul etiese program. Die bevindings van die veldwerk het gestaaf dat die etiese program van die organisasie hoogs doeltreffend was, soos waargeneem deur die werknemers en direkteure. ’n Doeltreffende etiese program beteken dat die etiese kultuur van die organisasie sterk is. Die bevindings dien as bevestiging dat, deur die monitering van die belangrikste veranderlikes wat ’n belangrike rol speel in die voorspelling van die doeltreffendheid van etiese programme, organisasies ’n positiewe uitslag kan bereik indien hulle weet wat die impak van potensieel skadelike gedrag op die etiese klimaat en kultuur kan hê. Die bevindings bevestig ook dat ’n doeltreffende etiese program ’n bron van mededingende voordeel kan word as dit korrek deur die hele organisasie omarm word. Hierdie studie kan gebruik word in ’n betoog dat gesonde sake-etiek en etiese programme beskou kan word as ’n nuwe mededingende voordeel wat organisasies benodig vir langtermynvolhoubaarheid en sake-sukses.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Telecommunication operators are faced with the challenges of rising upward pressure by the competition; this is mainly due to the saturation of subscribers and the aggressive battle for a share of the customer wallet. This has forced mobile network operators to look for new opportunities to drive growth and to cut costs in business operations. The battleground rules are mainly defined by the speed with which new technologies are introduced, customer perception of the quality of the network, and site planning. The purpose of this study is to identify a framework to help the company identify activities which, due to their level and quality of performance, either help or hinder the performance of critical success factors. The starting point for this process is defining the critical success factors based on the company‟s high level priorities. Thereafter, activities that are critical or non-critical, based on their influence on each critical success factor, are identified. Finally, Vodacom‟s operations group activities in a value chain are analysed. The framework is applied to analyse Vodacom‟s operations group activities in a value chain with a view to improve sustainable execution of critical success factors. The report concludes with a decision to outsource activities that are non-critical and are being performed poorly, and the strategic outsourcing of those critical activities which require specialised skills easily sourced outside the company instead of Vodacom spending huge amounts of money in attracting and retaining such specialised skills. / AFRIKAANSE OPSOMMING: Telekommunikasie-ondernemings staan voor die uitdaging om toenemende opwaartse druk van hul mededingers doeltreffend aan te spreek, hoofsaaklik as gevolg van die oorversadigde intekenaarmark en die agressiewe stryd om 'n aandeel van die kliënt se beursie. Dit noop selfoonnetwerkondernemings om te soek na nuwe geleenthede om groei te dryf en om die bedryfskostes van die onderneming te besnoei. Die reëls op die gevegsfront word neergelê deur onder andere die tempo waarteen nuwe tegnologie bekend gestel word, die kliënt se persepsie van die netwerkkwaliteit, en terreinbeplanning. Hierdie studie het ten doel om 'n raamwerk te identifiseer wat die onderneming kan gebruik om te help met die identifisering van aktiwiteite wat as gevolg van hul vlak en gehalte van prestasie die kritiese suksesfaktore óf positief óf negatief beïnvloed. Die vertrekpunt in hierdie proses is die bepaling van kritiese suksesfaktore gegrond op die maatskappy se hoë-vlak prioriteite, en daarna moet aktiwiteite wat kritiek of nie-kritiek is op grond van hul invloed op elk van die kritiese suksesfaktore, geïdentifiseer word. Daarna word Vodacom se operasionele groepsaktiwiteie in 'n waarde-ketting ontleed. Die raamwerk word gebruik om Vodacom se operasionele groepsaktiwiteie in 'n waarde-ketting te ontleed met die oog op die verbetering van die volhoubare uitvoering van die kritiese suksesfaktore. Die verslag sluit af met 'n aanbeveling dat nie-kritiese aktiwiteite wat swak verrig word, uitgekontrakteer moet word; en dat ook daardie kritiese aktiwiteite wat gespesialiseerde vaardighede vereis en waarvan daar 'n oorvloed buite die onderneming bestaan, uitgekontrakteer moet word eerder as wat Vodacom groot bedrae geld spandeer aan die werwing en instandhouding van sulke gespesialiseerde vaardighede.

Thesis (MBA)--Stellenbosch University, 2013. / Expanding business operations and exploring additional sources of revenue to ensure sustainability and longevity are some of the key business drivers of any organisation. These drivers have many organisations consider the opportunity of expanding business operations to foreign territories. Some of the major challenges when expanding business operations to new territories are those of competing against local brands in the same industry or introducing a whole new product or service to a new market. It therefore seems much of a demand versus supply consideration when organisations do decide to venture to new territories. Introducing a whole new product or service to a new market addresses the demand issue based on the premise that a need for this product or service exists. The existence of competition, not only directly with industry related brands but also other brands, addresses the supply of the particular product or service. This demand and supply dynamic forms the basis of this research paper. Given this context, considering the complexities of a new market from both an internal business and external industry point of view, is critical in establishing if an opportunity set exists in this new potential market which can be exploited. Once the opportunity set has been confirmed, organisations can shift their focus to the intended business and brand management strategy to be followed when entering this new market. Product and service organisations do, however, face many different challenges when entering new markets. One of the primary differences is that of tangibility of their respective offerings. This complexity leaves services organisations with few instruments to leverage in competing against product providers for the share of wallet of the consumer. As consumers associated with products and services do not have a tangible product per se, the emphasis is placed on the brand of services organisations as the associative connection from a consumer point of view. Given the two mentioned concepts of entering new markets and different challenges which product and service providers face when doing so, the contextual environment of this study is set in the Financial Services Industry. This study explores the key considerations that financial services organisations should be cognisant of, from a branding point of view, when entering new markets.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Mobile penetration in Ghana and the rest of Western Africa is reaching maturity. Mobile operators are looking for ways to complement their traditional revenue streams, as they cannot merely rely on voice and short message service (SMS) income anymore. Mobile value-added services are a good addition to the portfolio, bringing much needed services like transactional banking, commerce, information and entertainment, insurance, and health information services to mobile users that had difficult to no access to the above services until recently. South African mobile value-added services (VAS) companies that have a good relationship with market leading mobile providers, like MTN, have the opportunity to tap into the Ghanaian market as these services predominantly consist of mobile financial services products with limited functionality. Other specific services like agriculture, health, entertainment and insurance have been identified as mobile subscriber needs in the Ghanaian market. The benefit that South African mobile value-added companies have is that they already have developed similar well-functioning value-added services for the local market where comparisons with the Ghanaian market dynamics can be found. These companies can tailor them to the specific needs and requirements of the market in Ghana, saving them time and having the much-needed first mover advantage with regards to new or better mobile VAS in this market. Ghana is seen as the most stable country in the West African region and ease of doing business is good in comparison with neighbouring countries like Nigeria. Ghana is therefore a good entry point for South African mobile VAS companies in the West African market to truly scale their business model. The researcher chose to investigate the opportunities and best ways to enter this market by interviewing a project manager and managing director of a leading mobile value-added services company doing business in emerging economies, including Ghana. Questionnaires were also sent to employees working for various mobile VAS employers with extensive experience in the research and development of mobile VAS in these markets. The researcher derived information on the difficulty of doing business in Ghana; the current available VAS in the Ghanaian market; factors that hinder business growth in this market specifically; drivers of success; the importance of partnering with leading mobile operators like MTN to be successful; how the South African business model can be compatible; South African and other African trends that will most likely overflow to Ghana; together with the size data-enabled VAS which will form part of the portfolio of products that mobile VAS companies can offer and be market ready for in the near future. The findings of the researcher can be used as a starting framework to further investigate and determine specific market size and to conduct in-depth market analysis of the needs and requirements of mobile subscribers with regards to mobile VAS in Ghana with the vision of moving into the rest of Western Africa.