The role of internal marketing in building corporate reputation in South African retail banking, particularly ABSA
- Authors: Mokgoatlheng, Jacob Elias
- Date: 2012-06-05
- Subjects: Banks and banking , Corporate image , Communication in organizations , ABSA Bank , Reputation
- Type: Mini-Dissertation
- Identifier: uj:2459 , http://hdl.handle.net/10210/4916
- Description: M.Comm. , Many authors perceive corporate reputation as one of the important intangibles for organisations. It is therefore important that organisations manage corporate reputation effectively. There are several ways by which organisations can build and maintain corporate reputation. One such way is through using internal marketing. This study intends to explore the research problem that is presented in the form of a question. What is the role that internal marketing can play to help Absa as a retail bank in South Africa build its corporate reputation?
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A risk management system for the international services marketing division of a financial institution
- Authors: Swanepoel, André Pieter
- Date: 2011-12-06
- Subjects: ABSA Bank , Risk management , Financial institutions management
- Type: Mini-Dissertation
- Identifier: uj:1856 , http://hdl.handle.net/10210/4213
- Description: M.Comm. , The International Banking division of Absa has an administrative as well as a sales aspect forming the basis of services delivered to the banking customer. For the administrative aspect a risk management system along with audit methodology have been implemented whilst for the Sales aspect no control procedure have been applied at all. The purpose of this dissertation therefore was to put forward a risk management system which could be applied to the International Services Marketing division of a Financial Institution like Absa. This was achieved by performing a literature study of risk management applied in the financial industry in order to identify relevant risks and relating it to the International Banking division and its sales process to design an adequate risk management system. The system was designed and implemented with relative ease although sceptism contrived to some teething problems. However, in a joint effort to mitigate risk all obstacles in the application of the system were removed, resulting in a successful risk and control analysis being performed along with implementing risk management plans. The system has been applied in the local as well as several African financial industries with great success in mitigating risk relevant to the International Banking Sales divisions of the financial institutions. The emphasis is now on implementation in more developed (western) financial industries where Absa has several subsidiaries as well as the design of audit methodology for the relevant divisions.
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ABSA'S implementation of mobile banking as a value-added mobile business offering
- Authors: Muir, Clarissa
- Date: 2008-06-13T09:34:19Z
- Subjects: ABSA Bank , Mobile communication systems , Mobile banks and banking , Customer services
- Type: Thesis
- Identifier: uj:2791 , http://hdl.handle.net/10210/622
- Description: A new economic order has developed that is referred to as the New Economy and has brought about a shift in focus from manufactured goods and services to an economy that places emphasis on knowledge and the application thereof within a specific context (Leung, 2002). Furthermore, this economy places emphasis on the saliency of information and how it can be used as a competitive and commercial tool. The New Economy is characterised by a unique consumer that functions within it called the New Consumer and this individual functions as a ubiquitous entity that is always on as this individual uses mobile devices that enables them to conduct business and communicate anywhere and at any time. The New Consumer is characterised by being individualistic, involved, independent and informed but also suffers from scarcities such as time, attention and trust. In view hereof, value has become a pivotal matter that all organisations should place emphasis on when delivering products and services to this consumer. Furthermore, Information and Communication Technologies (ICTs) has brought about a technological revolution in the New Economy and has changed the way in which the consumer works and conducts business. Mobile devices form an important component of the New Economy as it also offers organisations the opportunity to adopt new business models, using wireless technology, that enable mobile business (m-business) solutions. M-business refers to the purchasing of information, goods and services via a mobile device (Anon., 2000c) and organisations offering m-business in the New Economy are enabled to offer the advantages such as delivering just the right information, to just the right people at just the right time which means that convenient and personalised location-based information can be delivered to the individual. One industry that has adopted the m-business solution, as a value-added service, is the banking industry and various banks are offering the mobile financial solution to consumers meaning that they can access their accounts, pay their bills and make transfers using a mobile device. As many banks have adopted m-banking, as a value-added m-business offering, a credible source that elaborates on the implementation of m-banking and the industry requirements pertaining to the implementation process is Mobey Forum who has published the Mobey Forum White Paper (Anon., 2004p) that explains the implementation requirements of mobile financial services such as customer proposition, business priorities, technical issues and implementation issues. This study focuses on the industry requirements of m-banking, as set out by the Mobey Forum White Paper (Anon., 2004p). Absa, a South African bank, has been utilised as a one-shot case study todetermine how the industry requirements of mobile banking, as a value-added m-business offering, is implemented by the bank. , Ms. Andrea Crystal,
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Planned change in a financial organisation: a case study.
- Authors: Brits, J.
- Date: 2008-04-22T06:17:42Z
- Subjects: organisational change mangement , financial institutions , communication in organizations , ABSA Bank
- Type: Thesis
- Identifier: uj:8545 , http://hdl.handle.net/10210/270
- Description: The aim of this research is to determine if the steps pertaining to the implementation phase of Kotter’s (1996) model were correctly followed. The AVAF Commercial sales front end implemented the Balanced Scorecard methodology two years ago. This was to bring the business unit in line with the rest of the ABSA group. Management needed to know if the introduction of the balanced scorecard was successful or not. It was decided that the model for a planned change process as proposed by Kotter (1996) would be used to evaluate the introduction of the balanced scorecard in AVAF. Management do not know what the perceptions of staff are regarding the successful planning, implementation and evaluation of the BSC. The study only focused on the implementation part of the model as this part of the model affected employees at grass roots level the most. The three steps of Kotter’s (1996) model pertaining to the implementation of change are, Communicating the Vision, Empowering Employees and Creating Short-term Wins. A thorough literature study of the eight step model as proposed by Kotter (1996), as well as the views of other authors on planned change was undertaken. The study revealed that all planned change programmes has the same three broad phases. These are Planning, Implementation and the anchoring of the completed change in the culture. The role of leadership are emphasised during this process. The balanced scorecard methodology was explored and placed in context as a change programme. The research was conducted by using a qualitative approach. The benefit of a qualitative research, applied to an actual case study, is that an intense understanding of the theory can be gained and the findings used to benefit a case-specific application such as the AVAF commercial sales front end. Data collection in this study was done by means of a focused interview consisting of questions on an interval scale. The results of the research highlighted some concerns that needed to be addressed by management. Recommendations were made to management on a possible plan of action to address these concerns. The research has indicated that communication during the change process is a vital factor in determining the success of the change effort. Communication of the vision is not a once off action. It is a continues effort that impacts on all aspects of the planned change model as proposed by Kotter (1996). The study contributed to the body of knowledge in the organization as it shows how future change programs can be improved. , Dr. R. Huysamen
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