Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The structure of Sanlam Limited is continually changing in order to align with the strategy. The aim of this research report is to determine the effectiveness of the current structure and whether it is aligned with the strategy.
The current corporate strategy is to become the leader in wealth creation. This will be done through being a leader in all areas of the financial services industry and not only a provider of life insurance.
The strategy is currently supported through a structure consisting of four channels, namely a life insurance cluster, investment cluster, short-term insurance cluster, and independent financial services cluster.
An analysis of the life insurance cluster shows that Sanlam is currently struggling in the employee benefits sector of the industry but is a definite force in the individual life sector. In the short-term insurance industry Sanlam is represented through a shareholding in Santam. Analysis shows that Santam is currently the dominant player in this industry and should continue to be so in the future. The investment cluster consists of a number of entities with the biggest being Sanlam Investment Management. They currently have a big share of asset under management in the industry and performances are also improving after corrective measures were taken in 2004. It is difficult to compare the independent financial services cluster with other
companies as they are present in so many areas of the financial services industry.
Determination of the industry attractiveness has shown that all three focus areas of the clusters are fairly attractive, with the short-term insurance market being the most attractive. Competitive strength analysis indicates that the main players in each of the clusters do have competitive strength in their industry, with Santam once again being the most competitive.
The results mentioned in the previous paragraphs definitely indicate that Sanlam is focussing on the correct areas and has the strengths to compete in these areas. The only concern is that growth is slowing down in the main contributor to profits, that is Sanlam Life, and they need to find areas of growth or diversification to address this risk. / AFRIKAANSE OPSOMMING: Die struktuur van Sanlam Beperk is gedurig aan die verander om met die strategie belyn te wees. Die doel van die navorsingsprojek is om te bepaal hoe effektief die strukture is en of dit wel belyn is met die strategie.
Die huidige korporatiewe strategie is om die leier te wees in rykdom skepping. Dit kan alleenlik gedoen word deur die leier te wees in alle areas van die finansiele dienste sektor en nie alleenlik 'n verskaffer van lewensversekering nie.
Hierdie strategie word tans ondersteun deur 'n struktuur bestaande uit vier kanale, naamlik die lewensversekeringskanaal, beleggingskanaal, korttermynversekeringskanaal, en die onafhanklike finansiele dienste-kanaal.
'n Ontleding van die lewensversekeringskanaal loon dat Sanlam tans sukkel in die werknemersvoordele area van die besigheid maar 'n definitiewe sterk
verteenwoordigheid het in die individuele lewens area van die besigheid. In die korttermynversekeringskanaal word Sanlam verteenwoordig deur Santam in wie Sanlam 'n aandeelhouer is. Die analise van die industrie toon dat Santam die dominante leier in die area is en so behoort te bly in die afsienbare toekoms. Die beleggingskanaal bestaan uit 'n hele aantal besighede waarvan Sanlam Beleggingsbestuurders die grootste is. Hulle het tans 'n groot persentasie van die bates onder bestuur in die mark en vertoon ook aansienlik beter na korrektiewe stappe geneem is in 2004. Dit is moeilik om die onafhanklike finansiele dienste-kanaal met mededingers te vergelyk aangesien hulle 'n teenwoordigheid het in baie areas van die finansiele dienste sektor.
Bepaling van die industrie aantreklikheidsfaktor het getoon dat al die areas waarop die kanale fokus redelik aantreklik is, met die korttermynversekering die mees aanloklikste. Die analise van die kompeterende sterkte het ook aangetoon dat die grootste eenhede in elke kanaal definitief kompeterend is, met Santam weereens die mees kompeterende.
Die resultate uiteengesit in die vorige paragrawe toon aan dat Sanlam op die regte areas fokus en ook 'n sterk teenwoordigheid in die areas het. Die enigste rede tot kommer is die feit dat Sanlam Lewens, wat die grootste bydra lewer tot die groep winste, nie groei toon nie. Daar sal dus planne gemaak moet word om die besigheid te groei.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/4909 |
| Date | 12 1900 |
| Creators | Roux, Etienne |
| Contributors | Oosthuizen, Hein, University of Stellenbosch. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Stellenbosch |
Page generated in 0.0024 seconds