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MNB3701 ASSIGNMENT 2 REPORT 1 (NEDBANK)
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PASSMATE TUTORIALS passmatetutorials@gmail.comDISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE
FRAMEWORK IS NOT PREPARED NOR APPROVED BY UNISA, RATHER
REPRESENTS A POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH
THEORY OF INTERNATIONAL BUSINESS. THIS FRAMEWORK IS ONLY
INTENDED TO ASSIT STUDENTS IN GETTING STARTED WITH THEIR
ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR
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Table of Contents
Executive summary .................................................................................................... 3
Literature search .........................................................................................................3
Background ................................................................................................................ 4
Formal institutional framework .................................................................................5
Judgement Process ............................................................................................. 5
Financial System ..................................................................................................7
Political setup ....................................................................................................... 8
Informal institutional framework ...............................................................................9
Language ........................................................................................................... 10
Culture ............................................................................................................... 10
Social Structure ..................................................................................................11
Management implications ......................................................................................11
Conclusion ................................................................................................................ 12
Bibliography .............................................................................................................. 13
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Executive summary
This report's primary objective is to evaluate the major factors that influence MNE
(Nedbank) success or failure in Zimbabwe. The report would aim to comprehend the
problems that Nedbank is having in Zimbabwe with both formal and informal
institutions. In most circumstances, informal institutions are unstable and have a
detrimental impact on an organization's operations. The survey also found that
because of inconsistencies in the government's policy frameworks, formal institutions
pose vulnerabilities in the Zimbabwean setting. However, significant prospects are
evident as the economy has a great deal of room to expand and most private
companies lack the cash that Nedbank can use.
Literature search
The literature search is essential and crucial since it enables the report to express its
conclusions. To conduct the necessary theoretical analysis, the researcher used the
assigned textbook. Additional journals were added as they provided empirical data
on Nedbank's and its rivals' performance in Zimbabwe, including CBZ and standard
bank.
The literature search for this report is summarised in the table below:
Period of Search terms Search engines Number of Useful
interest articles(abs sources
tracts)
2012 - 2022 Finance Google 18 12
sector scholar
Investment Journal of
securities Business
venturing
Informal
institutions Venture
capital
Formal
institutions South
African
Short-
journal of
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medium-long economics
term
obstacles
In addition to the periodicals and textbook, a broader literature search was
conducted to meet section requirements. In other words, Google Scholar was crucial
because it made it possible for the researcher to look for more recently published,
peer-reviewed journals that explain, among other things, how Zimbabwe's economy
is doing, the key characteristics of organisations in the country's banking sector, and
consumer behaviour given the volatile nature of the financial market. As a result, the
literature review for this report was built on textbooks.
Background
Economic activity and economic integration have both grown significantly in recent
years (Srivastava, Singh, & Dhir, 2020). Global actors operate more and more like
they are in the same geopolitical environment. Increased international trade in both
products and services is the effect of this. Multinational companies like Nedbank
emerged as globalisation increased, and they today oversee trade flows in many
different nations. These businesses also participate in international importing and
exporting, direct investments, portfolio investments, international licencing, and
international franchising. Their choice to enter new markets is impacted by a variety
of elements, including the economic situation of the nation. The expanding market
and the company's main target, the young entrepreneurial generation, in nations like
Zimbabwe where the population is growing, have an effect. Nedbank joined the
Zimbabwean market via licencing in light of this. In other words, since the
organisation registered its operations with the Zimbabwean government, the entry
technique might also be described as licencing. The organisation selected this
choice because of its advantages over alternatives like joint ventures and franchises,
among others.
Commercial bank Nedbank Zimbabwe Limited, usually known as Nedbank
Zimbabwe, is in Zimbabwe. The Reserve Bank of Zimbabwe, the country's central
bank and national banking regulator, has granted it a licence. The bank had been
operating under the name MBCA Bank before changing its name. Nedbank
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discovered potential in Zimbabwe thanks to its major players, and the shareholders
suggested taking use of them. Nedbank Zimbabwe wants the following goals as part
of their primary objectives:
To provide high value loans to wholesalers and manufacturers.
To offer loans at lower cost.
To increase the local market shares in 3 year period.
To employ at least 55% of local labour.
This report's main objective is to examine the institutional perspective. The
institution-based view is a crucial business strategy perception that impacts a
company's success or failure in addition to the two most well-known business
strategy perceptions, industry-based perception and resources-based perspective
(Asiedu, 2020). Specific traits within a setting known as the business rules of the
game have an impact on a company's success. According to Ali and Anwar (2021),
these laws are categorised as either formal institutions or informal institutions. In this
sense, formal institutions are underlying norms or laws that are formally enshrined in
law and, for the most part, upholdable in court. Trade regulations include, for
example, economic strategies, environmental standards, national political initiatives
like indigenization, and legal measures like labour laws and intellectual property
rights. Contrarily, informal institutions protect cultural and traditional values as well
as practises and languages (Peng & Meyer, 2019). Political, economic, social,
ecological, and legal categories are used to group these regulations.
Formal institutional framework
Formal institutions, in the opinion of Hill (2020:253), are laws that have been formally
established in a community by a group or authority. Formal institutions include,
among other things, laws, regulations, safeguards for property rights, and market
discipline. The company (Nedbank Zimbabwe) must overcome the following
institutional obstacles in order to succeed in the Zimbabwean and global markets.
Judgement Process
According to Anwar (2018), the judiciary or judicial system refers to the formal rules
of the game that control the formulation and implementation of a country's laws. By
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