Research into the behavioural aspects of consumption of financial services has developed rapidly over the past ten years. Leading this research has been the impact of deregulation of the financial services industry in the United States, Great Britain (see for example, Watkins and Wright, 1986), and Sweden (Martenson, 1985).Canada has long had the deregulation of interest rates and the product design freedoms that are now being implemented in these other countries. However, the Canadian financial services industry is experiencing considerable change and heightened competition between the four pillars -banks, trusts, investment dealers and insurance companies. New products are being offered from new sources, and the product mix offered by different financial institutions is changing quickly.

Zambia is a former British colony. I gained independence in 1964 and now ranks as one of the middle lower income countries even though it dropped from a ranking at independence. This history has had a bearing on entrepreneurship development in the country. This chapter set out to discuss urban entrepreneurship in Sub-Saharan Africa (SSA) in general, and Zambia in particular. The chapter discusses the socio-political factors that have shaped the entrepreneurial landscape of Zambia, and the status quo of entrepreneurial activities in four main urban and large cities in the country. The last section provides an empirical show case of factors influencing the location decision of entrepreneurs in in one of the urban cities, Kitwe. The lessons learned from this chapter are: first, historical events in the urban, institutional environment shape entrepreneurial activities of the present day; second, the four main urban areas in Zambia have developed distinctive types of entrepreneurial activities; and third, besides institutional factors, entrepreneurs make deliberate, personal choices for establishing firms in certain urban locations, primarily driven by the attitude towards avoiding tax, perceived levels of institutional corruption, size of the informal business activities, and the overall satisfaction and comfort of the entrepreneur in having the business in the residential areas where they reside.

Serious concerns have been raised by strategic plan formulation and implementation experts on the best strategic plan implementation style to result in effectiveness and efficiency in organisational performance. Nonetheless, empirical studies on this issue are at its infancy. In the developing economies no effort has been made by researchers to establish the best strategic plan implementation style. The literature indicated that an effort was made by researchers to establish the best strategic plan implementation style for effectiveness and efficiency in Turkish Municipal Authorities.The purpose of the study was to establish the strategy implementation styles used by local authorities on the Copperbelt Province of Zambia to realize their strategic objectives. Five out of ten local authorities were used for the study. Four strategy implementation styles from the literature were adopted and used as independent variables, i.e., rational, instrumentalism, logic-instrumentalism and no implementation style were adopted. The multiple linear regression model used to test the hypotheses revealed that, none of the hypotheses was significant (i.e., p value less than .05) The conclusion was that, though in all the local authorities strategic plan implementation has been carried out using a mixture of rational and incremental styles have been adopted. However, the two styles are not firmly adhered to because of lack of finances to oversee to the plan implementation. The possible reason could be that the organizational culture and systems affect the implementation process; leadership vision in driving the implementation is non-existent, hence poor and ineffective implementation style.

The purpose of the study was to determine the constraining factors in realizing strategic plan objective by Kitwe City Council in Zambia. This was a case study that focused on the strategic plan of the Council for the period 2012 to 2016. The research used qualitative methodology that also employed grounded theory methods during the data collection, i.e., interviews and documentary reviews. Content analysis was the main analytical tool utilized for the analysis. The results of the study indicated that, the City Council had an ambitious plan which was unrealistic in the sense that within the plan period, too many priority projects were incorporated in the plan. Furthermore, the implementation of the plan lacked committed leadership drive and visioning at the departmental level of the institution, lacked ownership of the strategic plan document, inadequate financial resources generated by the Council to finance the projects, non-coordination and harmonization of strategies in implementation of strategic activities by the departments within the \council, political interference and non-collaboration of potential cooperating partners affected the implementation of the plan, hence achieving virtually insignificant proportion of the expected outcomes of the strategic objectives. The findings of the study provide significant and valuable information to all management of Local Authorities in Zambia and perhaps in the developing economies that perceive that formulation of strategic plan is significant to improve the service delivery to their citizenry under their areas of jurisdiction.

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