Sector Of South Africa Essay Example Pdf - Free Essay Example

Sample details Pages: 3 Words: 1045 Downloads: 7 Date added: 2017/06/26 Category Economics Essay Type Compare and contrast essay Tags: Africa Essay Banking Essay Did you like this example? In this section, we will be looking at the Banking sector structure of South Africa compare it with the economy of Brazil. We will discuss topics like number of banks, concentration ratios, banking sector credit-to-GDP, liquid liabilities-to-GDP, foreign bank penetration, leading competitors, profitability, and risk and asset quality. South Africa has the largest and most sophisticated financial market in Africa. The financial services sector, in particular the banking sector, has well-established credit and management information systems. The South African banking system is well developed and effectively regulated by the central bank the South African Reserve Bank- as well as a few large, financially strong banks and investment institutions, and a number of smaller banks. Many foreign banks and investment institutions have operations in South Africa. The SA banking industry is made up of 17 registered banks, 2 mutual banks, 12 local branches of foreign banks , and 43 foreign banks with approved local representative offices. Brazil on the other hand has a large no of banks which are operating in different parts of the country. With these numbers of banks in SA the banking sector in South Africa is highly concentrated. In South Africa, the top four banks have approximately 89% of retail deposits. This is high by international standards. The Herfindahl-Hirschman Index (H-index) is a widely respected barometer for measuring market concentration in a banking system. The level of concentration in the South African banking sector measured using the H-index is presented is given below. The index measured 0.187 at the end of December 2011 which means very high level concentration. The high concentration prevalent in the South African banking sector is attributable to the high concentration of banking-sector assets among the four largest banks, which accounted for 84.1 % of total banking-sector assets at the end of December 2011. While for Bra zil as there are so many banks present the concentration ratio should be very less and it will have a great competition (though the H-index for Brazil was not available anywhere). Investment and merchant banking remains the most competitive front in the industry, while the countrys big five banks Absa, FNB, Standard Bank, Nedbank and newcomer Capitec dominate the retail market. The oligopoly structure and the perception that there are high costs in delivery of retail banking services in South Africa have militated against entry into the retail banking sector. However, a number of foreign entrants have taken advantage of the relatively lower costs of entry into the corporate banking sector, which has increased the level of choice and countervailing power in this sector. It has attracted a lot of interest from abroad with a number of foreign banks establishing presence in the country and others acquiring stakes in major banks, for example, the Barclays ABSA and Industrial and Co mmercial Bank of China Standard Bank deals. As mentioned above the banking sector has 43 international banks with authorised representative offices in South Africa. There are more than 15 countries who have their banks in Brazil with over 130 branches spread across Brazil all performing different functions. (Source Central Bank of Brazil). Liquid Liability Liquid liabilities are also known as M3. They are the sum of currency and deposits in the central bank (M0), plus transferable deposits and electronic currency (M1), plus time and savings deposits, foreign currency transferable deposits, certificates of deposit, and securities repurchase agreements (M2), plus travellers checks, foreign currency time deposits, commercial paper, and shares of mutual funds or market funds held by residents. So compared to South Africa, Brazil has always had more of liquid liability and it also has been increasing year after year. But for South Africa there seems to be slight dip from 2009 to 20 11. Profitability- The most common measure of bank performance is profitability. Profitability is measured using the following criteria: Return on Assets (ROA) = net profit/total assets shows the ability of management to acquire deposits at a reasonable cost and invest them in profitable investments (Ahmed, 2009). This ratio indicates how much net income is generated per  £ of assets. It is usually said that higher the ROA, the more the profitable the bank. As seen from the graph below that ROA of South Africa took a dip in 2010 due to the crisis but has been improving significantly in the last two years. ROA ratios for Brazil were not available. Return on Equity (ROE) = net profit/ total equity. ROE is the most important indicator of a banks profitability and growth potential. It is the rate of return to shareholders or the %age return on each  £ of equity invested in the bank. As seen below in the chart the ROE too has been improving from 2010 after it saw a dip becau se of the crisis. ROE ratios were not available for Brazil. Now we compare these two countries and see the pros and cons based on the points discussed above. The numbers of banks in South Africa are less and they have an oligopoly  form of markets and so the cost to enter the markets may be high. And opposite to that the Brazil has very large no of banks so the competition  faced will be very high. The concentration ratio is directly proportional to the no of banks present. SO the concentration ratio is very high in South Africa as compared to Brazil. Participants in the oligopoly market  frequently maintain their position of dominance because it is too costly or difficult for potential rivals to enter the market or due to the high cost of entering the market the oligopoly market exists. The foreign penetration in both the country seems to be quite good but with Brazil having more of the foreign banks. In this case investing in South Africa seems a better opt ion just for the reason of facing less competition in South Africa. The M3 ratio for Brazil is on an increase but for South Africa these has been a slight dip showing that there is a lot of scope of improvement in that area. The profitability ratios have been on an increase for South Africa which is a good sign. But looking at their peaks in 2008, this area also seems to have a lot of scope of improving. So, in conclusion, investing in South Africa is a good option but not in retail area but in the commercial area. Don’t waste time! Our writers will create an original "Sector Of South Africa Essay Example Pdf" essay for you Create order

Essay on Youth Suicide - 1214 Words

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Professional Project Knowledge Management in SME

Question: Describe about the Professional Project for Knowledge Management in SME. Answer: Findings from the research After analysing the research data, it has been identified that the small and medium size industry in Australia has enabled to propose an important marketing strategy in order to establish a potential brand value in the target market. The proper marketing strategy is important to enhance the brand performance. The marketing strategies and the strategic planning adopted by the SMES in Australia have been assessed in this section. Falle et al. (2016) stated that every organisation has to maintain a strategic planning for preserving the brand value in the contemporary business environment. The findings from the literature indicate that the SMEs in Australian market are trying to uphold an extremely useful marketing approach so that the firms could influence the community towards the brand. Adding to this, more effective and efficient market practices is also highly essential for leading an improved economic arrangement in the entire business system (Dawson Mierzwiak, 2015). Thus, this w ould also be beneficial for the business development of small and medium business industries in Australia. It has been assessed that an empirical research based study has been conducted in the current research in order to explore the strategic planning of the business firms. The qualitative research on the study identifies that the actions taken by the major SME firms are the business strategy of those organisations to establish a sustainable market position. The literature also highlights some interesting findings through a series of interviews. Considering the opinion of Soto-Acosta et al. (2016), the findings from the interviews includes the strategic planning, business values, marketing needs and the other marketing strengths to set up a competitive advantage in the target market. Hence, findings from the section have been done by evaluating literature, and a conclusion has been driven on the current discussion. Discussions of the findings The meta-analysis conducted in the study is analysing the implementation of the marketing strategy. It has been identified that the entire research analysis has helped the research associate to determine a realistic marketing approach, which would create a good market plan to increase the market share of the organisations. In the opinion of Dawson Mierzwiak (2015), it has been speculated that almost 64% of the companies with an effective marketing strategy has a sustainable growth in the competitive marketplace. The relevant business planning for the small and medium enterprise has the different relevant marketing plan in order to get success. The findings from the study indicate that a marketing planning is also essential to influence the survival of the small and medium business organisation (Falle et al. 2016). The scholars stated that organisational changes are also required to keep a sustainable plan of activities. Furthermore, it has been found that use of the internet can be one of the great approaches to introduce an effective marketing plan. The social sites are the most interactive medium to implement an excellent marketing plan. In the addition, the marketing plan needs to be conducted by aligning with the organisational goals. The strategies of the marketing plan can be covered with the corporate aims and objectives so that a larger business setup can be achieved quickly. Conclusion The entire analysis of data indicates the importance of the marketing planning for all small and medium scaled enterprises in the market of Australia. It has been found that marketing planning is required in order to meet the organisational goals. A strategic marketing planning is essential to improve the regulatory value in the competitive market segment. On the other hand, it has been observed that strategic planning can also be formulated to identify the drawbacks faced by the organisations from the respective market domain. Moreover, it is cleared from the research that every organisation has to build a possible marketing plan to establish a sustainable market position in the competitive market. Recommendations Developing proficiency in the leadership aspect The SMEs in the Australian market are positioned in the most vulnerable stated with an unsterilized revenue margin. In the majority of the cases, the SMEs experience the specific issues due to its ineffective leadership styles and approaches. Moreover, the SMEs always require being experimenting with the indifferent and new ideas. Therefore, the enterprises need a supportive cooperation of the internal resources to receive enough confidence of exploring the depicted ideas. For the particular purpose, the leadership styles and the approaches of the Australian SMEs need to be useful and motivating enough, where the resources can also forecast on the affirmative professional growth. Besides, the leadership style also necessitated being including the cost-effective policies that can lead the organisations to increase the revenue margin with the minimal expenditure percentage. Furthermore, the work responsibilities require a lucrative formulation to increase the enthusiasm and the motivat ion amongst the resource lines, where the internal members can easily understand the job criterions and deliver the final outcomes with the positive energies. Advancement in the completive strategies The improvement of the completive strategies is highly essential for the SMEs in the Australian market. The previous researches conducted by the scholars reflect that the SMES primarily withstand the issues regarding greater floating customers. Since, high percentages of the SMEs are the start-ups thus, the customers feel hesitant to offer the unified loyalty towards the brands. With the purpose of increase the brand recognition in the market, the formulations of the competitive strategies require being improved. Considering the framework of the BCG Matrix framework, the SMEs majorly remain in the question market position. Therefore, the major challenge for the sector is to push up its sales volume to reach the star position. Lucrative competitive positioning often facilitates the SMEs to place the brand to attain market stability and thus, a competitive advantage. Persistent progression planning The advancement in the planning needs to be the most significant aspect for the SMEs in the Australian market. The management is necessitated to increase its potency in exploring the regular market updates, based on which the both the internal and the external strategies would be framed. The strategies need to be updated on the persistent basis to maintain the sustenance of the business progression. In addition, the foremost objective of the SMEs is to increase the strength of the internal resources. Thus, to attain the specific objectives, the supremacy of the policies needs to be continued. The internal employee always prefers to serve the organisation that provides a stable workplace culture. Additionally, along with the progression, the compensation structure of the employees also requires being improved. The above action would facilitate the enterprise to increase the employee engagement action, which would leave a direct impact on the organisational productivity. Areas of further research The current study explores the significance of the marketing strategies for the sustainability the SMEs. The evaluation is done on various gap methods, which helps the study to understand the shortcomings of the SMEs in the Australian market. Effective recommendations are also discussed that enacts to be the resolving aspects of the subject matter discussed in the problem statement. Therefore, the present research analysis would also help the future readers to understand the aspects of the SMEs, Australia. Limitations of the study Receiving the secondary data has been the major limitation of the research study. Finding out the updated data wi6thin the short period becomes the major challenge for the researchers. Moreover, the backdated information hardly satisfies the subject matter of the research topic. Therefore, the period for the study is not sufficient enough to accumulate the prominent base of the updated information from all the secondary sources like the journals, books, magazines and the corporate websites. References: Cerchione, R., Esposito, E., Spadaro, M. (2015). The spread of knowledge management in SMEs: A scenario in evolution. Sustainability, 7(8), 1021010232. Falle, S., Rauter, R., Engert, S., Baumgartner, R. (2016). Sustainability management with the sustainability balanced scorecard in SMEs: Findings from an Austrian case study. Sustainability, 8(6), 545. Klewitz, J., Hansen, E. G. (2014). Sustainability-oriented innovation of SMEs: A systematic review. Journal of Cleaner Production, 65(2), 5775. Korsakienė, R., Gurina, O. (2012). DOES NATIONAL CULTURE SIGNIFICANTLY IMPACT ORGANIZATIONAL CULTURE AT SMEs. Journal of Security and Sustainability Issues, 1(3), 219228. Kosacka, M., Golinska-Dawson, P., Mierzwiak, R. (2015). Sustainability classification for SMEs from the Remanufacturing sector. Chiang Mai University Journal of Natural Sciences, 14(4), 120147. Nelson, N., Nwankwo, S. (2013). Enterprise development in SMEs and entrepreneurial firms: Dynamic processes. Boca Raton, FL, United States: Business Science Reference. Organisation, E. C., Development (2008). Enhancing the role of SMEs in global value chains. Paris: Organisation for Economic Co-Operation and Development. Sloan, K., Klingenberg, B., Rider, C. (2013). Towards sustainability: Examining the drivers and change process within SMEs. Journal of Management and Sustainability, 3(2), 89126. Soto-Acosta, P., Cismaru, D.-M., Vătămănescu, E.-M., Ciochină, R. (2016). Sustainable entrepreneurship in SMEs: A business performance perspective. Sustainability, 8(4), 342. Yoon, B., Shin, J., Lee, S. (2016). Open innovation projects in SMEs as an engine for sustainable growth. Sustainability, 8(2), 146.