Financial inclusion in South Africa
- Authors: Abrahams, Rayghana
- Date: 2017
- Subjects: Financial services industry -- South Africa , Financial institutions -- South Africa Finance -- South Africa South Africa -- Economic conditions
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/13579 , vital:27240
- Description: The research for this study was guided by the question on whether the financial inclusion improvement strategies of the South African government adequately address the financial inclusion targets, as set out in the National Development Plan. This descriptive non-empirical study was conducted by means of a literature review. The secondary data used for the study were collected from a number of sources, namely: (i) the 2015 Brookings Financial and Digital Inclusion Project report; (ii) the 2014 Global Findex survey; (iii) the InterMedia surveys; (iv) Financial Access surveys; (v) various national FinScope surveys; and (iv) a number of working papers of the World Bank related to financial inclusion. The data revealed that South Africa, with its sophisticated financial sector, was early to adopt policies and initiatives to advance financial inclusion and the country has experienced a noticeable increase in financial inclusion from 61% in 2004 to 87% in 2015. South Africa is 3% away from its National Development Plan goal of 90% financial inclusion by 2030. This indicates that overall, the financial inclusion initiatives adopted by the South African government were successful.
- Full Text:
- Date Issued: 2017
- Authors: Abrahams, Rayghana
- Date: 2017
- Subjects: Financial services industry -- South Africa , Financial institutions -- South Africa Finance -- South Africa South Africa -- Economic conditions
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/13579 , vital:27240
- Description: The research for this study was guided by the question on whether the financial inclusion improvement strategies of the South African government adequately address the financial inclusion targets, as set out in the National Development Plan. This descriptive non-empirical study was conducted by means of a literature review. The secondary data used for the study were collected from a number of sources, namely: (i) the 2015 Brookings Financial and Digital Inclusion Project report; (ii) the 2014 Global Findex survey; (iii) the InterMedia surveys; (iv) Financial Access surveys; (v) various national FinScope surveys; and (iv) a number of working papers of the World Bank related to financial inclusion. The data revealed that South Africa, with its sophisticated financial sector, was early to adopt policies and initiatives to advance financial inclusion and the country has experienced a noticeable increase in financial inclusion from 61% in 2004 to 87% in 2015. South Africa is 3% away from its National Development Plan goal of 90% financial inclusion by 2030. This indicates that overall, the financial inclusion initiatives adopted by the South African government were successful.
- Full Text:
- Date Issued: 2017
Challenges facing a financial insitution to improve service quality and customer retention
- Authors: Meyer, I T
- Date: 2001
- Subjects: Banks and banking -- Customer services -- South Africa , Bank management -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10846 , http://hdl.handle.net/10948/45 , Banks and banking -- Customer services -- South Africa , Bank management -- South Africa , Financial services industry -- South Africa
- Description: The financial industry and more specifically Retail banking is a very competitive industry. The profit margins are shrinking with the entrance of newcompetitors into the market place. During the last two to three years various foreign banks have opened offices in South Africa, cherry picking the high net worth customers fromthe traditional high street banks. The product range between these banks is the same, maybe at times presented in a different wrapping. The one differential factor between the various banks is service and the quality thereof. The researcher, being a banker, decided to investigate how to improve the quality of service which is the main problemof this study. The secondary problems or subproblems are: * How to solve service breakdown? * How to retain customers after a service breakdown? The researcher first did a literature survey focusing on the key drives of this research namely: * Improving quality service. * Problem resolution. * Customer retention. An empirical investigation was also undertaken focusing on the personal market segment and the high net worth individuals. The demarcation of the survey was restricted to a specific area on the South Coast of KwaZulu Natal, and in particular the retail market and three specific branches on the South Coast, namely: * Scottburgh; * Margate, and * Port Shepstone. The main finding of the empirical survey indicates an average service rating of 8.38, which is in excess of the financial institution’s national service objective of 8.22 for 2001. This indicates that in most areas the service quality of this financial institution is good. The results fromthe literature survey as well as the empirical investigation indicated that service quality can only be achieved through a collective effort from all role players within the bank. The resolution of service breakdown needs to be controlled and managed to rectify breakdowns effectively within specific time limits that are acceptable to the individual customer. The barriers to retain customerswill become less effective should the financial institution not be able to restore or improve service quality for their customers.
- Full Text:
- Date Issued: 2001
- Authors: Meyer, I T
- Date: 2001
- Subjects: Banks and banking -- Customer services -- South Africa , Bank management -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10846 , http://hdl.handle.net/10948/45 , Banks and banking -- Customer services -- South Africa , Bank management -- South Africa , Financial services industry -- South Africa
- Description: The financial industry and more specifically Retail banking is a very competitive industry. The profit margins are shrinking with the entrance of newcompetitors into the market place. During the last two to three years various foreign banks have opened offices in South Africa, cherry picking the high net worth customers fromthe traditional high street banks. The product range between these banks is the same, maybe at times presented in a different wrapping. The one differential factor between the various banks is service and the quality thereof. The researcher, being a banker, decided to investigate how to improve the quality of service which is the main problemof this study. The secondary problems or subproblems are: * How to solve service breakdown? * How to retain customers after a service breakdown? The researcher first did a literature survey focusing on the key drives of this research namely: * Improving quality service. * Problem resolution. * Customer retention. An empirical investigation was also undertaken focusing on the personal market segment and the high net worth individuals. The demarcation of the survey was restricted to a specific area on the South Coast of KwaZulu Natal, and in particular the retail market and three specific branches on the South Coast, namely: * Scottburgh; * Margate, and * Port Shepstone. The main finding of the empirical survey indicates an average service rating of 8.38, which is in excess of the financial institution’s national service objective of 8.22 for 2001. This indicates that in most areas the service quality of this financial institution is good. The results fromthe literature survey as well as the empirical investigation indicated that service quality can only be achieved through a collective effort from all role players within the bank. The resolution of service breakdown needs to be controlled and managed to rectify breakdowns effectively within specific time limits that are acceptable to the individual customer. The barriers to retain customerswill become less effective should the financial institution not be able to restore or improve service quality for their customers.
- Full Text:
- Date Issued: 2001
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