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Write for the UFS Student Newsletter
The Department of Corporate Communication and Marketing is appealing to all students to keep their ear to the ground in a quest to find interesting, thought-provoking student-related information to publish in the Student Newsletter. 

Students can write stories, produce videos, and supply photographs or pictures that will be published in the Newsletter, which is the official student-central, online, digital media publication of the UFS.  

Content can range from anything related to university sport, interesting student seminars, presentations, and reports or commentary on various events taking place on the Bloemfontein, Qwaqwa, or South campuses of the UFS.

Articles must be written in English, with a headline of no more than nine words and a word count of 120. A JPEG photograph of good quality with a photo credit should accompany each article submitted. Should students wish to hand in videos accompanying their stories, they should consult Barend Nagel on NagelBJ@ufs.ac.za for more information. Stories will be selected for the Newsletter according to the relevance and importance of their content.

This communication platform has specifically been established to communicate important and interesting information, events, and activities from Kovsie to Kovsie, across the entire UFS student population. Students are urged to take initiative, and engage with one another, and the overall institutional realm of communication in South Africa. For more information, please email Xolisa Mnukwa on MnukwaX@ufs.ac.za

News Archive

Valuable advice for businesses in difficult times
2013-04-15

 

Prof Helena van Zyl, Director of the Business School, and Dr Reuel Khoza.
Photo: Stephen Collett
15 April 2013


Dr Reuel Khoza, Chairman of the Nedbank Group, shared the group’s valuable rules for managing a bank in difficult times in an MBA lecture on the Bloemfontein Campus. Dr Khoza is a visiting professor at the UFS Business School.

He focused in the lecture on the group’s business and leadership model and highlighted some do’s and don’ts:

  • Do not surprise your stakeholders on the downside – communicate transparently, particularly when there is bad news.
  • Retrenching staff to contain costs should be a last resort – the damage to corporate culture from retrenchments is immense. Follow and support your customers – get as close to them as possible because business changes slowly, but customer behaviour can change in an instant.
  • Integrated central capital and funding management.
  • Entrench well-established reporting, KPIs and measurement systems.
  • Ensure strong independent risk management.
  • Manage your cost base – anticipate downturns and re-base your costs to avoid crisis-cost management.
  • Take advantage of opportunities – an economic downturn creates a situation where valuations fall and assets are sold off, which can be a great opportunity for acquisitions.
  • Keep innovating – innovation does not have to be a costly exercise, as the right culture can promote and encourage experimentation and collaboration.
  • Whatever you do – avoid a price war, as expedient pricing decisions may hurt the business in the longer term.

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