The modern excessively competitive financial market provides for bank strategies adequate to its challenges. Structurally, it consists of several markets: cash management services, loans, foreign exchange and securities. They produce more than 150 types of various banking operations. In the process of interaction of a commercial bank with the market by leaps and bounds, its virtual component is developing, which assumes multichannel and remote receipt of services by customers. A revolutionary ā180 Ā° turnā has been made - from product-oriented technologies to customer-oriented (CRM).
If we turn to the āclassicsā, then the bankās strategy can be based on one of two platforms: American (market with an exchange structure, a large number of shareholders and their rotation) and European (partner, the opposite of the first).
The development of a bankās strategy begins with segmenting the market and positioning banking products on it. Only by fulfilling this condition, his real-time management will be able to navigate in a total competitive environment. That is, it will act deliberately and in accordance with this plan, implementing it step by step, taking into account, on the one hand, commercial interest, on the other - steadily adhering to the standards of the Central Bank, and on the third - optimally using the features of regional farms.
The basic concepts - the alpha and omega strategy of the bank is its deposit and credit policy, constant attention to the optimal structure of liabilities and assets, a clear definition of acceptable risks in lending.
The above criteria should be undeniably supported, since their clear identification directly affects the stability of the bank. Recently, the Bankās public position has become increasingly relevant for attracting customers: business cooperation with government agencies, as well as the development of public relations.
The domestic banking market falls into the category of market situation - pure competition, characterized by many sellers offering similar goods and services. The strategy of a commercial bank in this environment cannot be implemented without constant managerial measurement of strategic goals and available resources: monitoring the dynamics of equity (taking into account its structure), the client base, the quality of the tariff and product policies, and the structure of the bank's mission. The bankās mission should, reflecting the bankās strategies formulated by the management, clearly outline the circle of the most important customers (including prospective ones), as well as the main areas of interaction with them, supported by planned indicators.
It should be noted that at present, banking strategic planning is undergoing conceptual changes. The prevailing practice of the calendar (financial) year is increasingly criticized, because it regulates processes not technologically, but stereotyped.
Noteworthy is the position of banks that have revised the traditional pegging to last year's indicators. They dispute the ādepersonalized approachā, fixated on short-term results without taking into account the preservation and growth of a personalized client base. To build it, the following methods are used:
- method of pre-worked approach;
- method for generating requests and customer needs;
- method of satisfying customer requests and needs.
Motivated are the ātraditional managersā who are trying to āincrease everything evenlyā because of the fear of ānot fitting into the planā.
The development of a bankās strategy is largely determined by planning, risk management methods and mutually beneficial business relationships with customers.
Concluding this brief overview of the modern strategies of commercial banks, we can conclude that the conceptual replacement of established, product-oriented, strategies with new, customer-oriented ones will be made soon.