Full annual report - African Bank - Investoreports

egistered some short term gains and has reduced the
expenses run rate in the latter part of the year. It is expected
to yield further positive results over the next 18 months.
At the Retail unit, the group has made substantial efficiency
gains by changing the business model, redesigning the
organisational structure and reducing excess capacity. It
continues to implement strategies to optimise the business
model and further reduce costs.
Strategic initiatives for 2013
ABIL competes in a dynamic, constantly evolving market –
and our strategy continues to evolve given the dynamism of
Strategy map 2013
Technology
Risk
management
Client value
proposition
Always there
Best deal (price, term,
instalment)
Good faith friend
(rehabilitation)
Credit related
products
Expanding our
accountability
horizons
A robust IT
architecture
Appropriate
effective risk
governance
structures
Low cost
operational
excellence
Efficient scalable
model
Processes
Structures
Infrastructure
Costs
>business overview
the industry. Our vision, mission and customer value
proposition have been quantified into rolling five-year
growth models targeting return on assets, return on equity
and return on sales objectives. As part of our strategy
process, we have identified key enablers in risk management
as well as in information technology, identified key strategic
imperatives up to 2015 and allocated responsibility to an
appropriate team for planning, implementation and
monitoring and identified the key success factors for
effective strategy execution as being an appropriate
operating model, appropriate capacity, relevant capability
and optimal funding.
Efficient pervasive
distribution
Branch network
Direct model (call
centre)
Virtual channel
Partnerships (EHL,
other)
Key strategic imperatives
Efficient superior
collections
Comprehensive,
effective, efficient
wide area network
Robust audit and
compliance risk
management
Key enablers
Flexible, effective,
efficient
applications and
data warehouse
and management
Effective
relationship
management
with all regulatory
and legislative
structures/bodies
Superior credit
underwriting
Models and scorecards
Expertise
Analytical capability
Rigorous operational
risk management
Robust and
rigorous technology
management
processes
Appropriate
structures, processes
and capacity to
manage operational
strategic risks
Superior human
capital
Employee value
proposition
Succession
Training and
development
Employment equity
Decentralised decision
making
Efficient and
innovative funding
and working capital
management
African Bank Investments Limited | Integrated Report for the year ended 30 September 2012 41