Strategy of the bank in the modern competitive market

Modern excessively competitive financialThe market provides for the bank's strategies adequate to its challenges. Structurally, it consists of several markets: cash settlement services, loans, currency and securities. They produce more than 150 types of various banking transactions. In the process of interaction between a commercial bank and the market, its virtual component develops by leaps and bounds, assuming multi-channeling and remote receipt of services by customers. Revolutionary "turn for 180^about"- from commodity-oriented technologies - to client-oriented (CRM).

If you turn to the "classic", the bank's strategycan be based on one of two platforms: American (a market with an exchange structure, a large number of shareholders and their rotation) and European (partner, opposite first).

The development of the bank's strategy begins withsegmenting the market and positioning banking products on it. Only by fulfilling this condition, its management in real time will be able to navigate in a total competitive environment. That is, it will act in a balanced way and in accordance with this plan, implementing it step-by-step, considering, on the one hand, commercial interest, on the other - steadily maintaining the standards of the Central Bank, with the third - optimally using the features of regional economies.

Basic concepts - alpha and omega strategybank is its deposit and credit policy, constant attention to the optimal structure of liabilities and assets, a clear definition of the permissible risks in lending.

The above criteria must be unchangeablesupport, because their clear identification directly affects the stability of the bank. Recently, the bank's public position is becoming more and more relevant for attracting customers: business cooperation with state structures, as well as the development of public relations.

The domestic banking market falls under thethe category of the market situation is pure competition, characterized by a multitude of sellers offering the same goods and services. The strategy of a commercial bank in this environment can not be carried out without a constant management comparison of strategic goals and available resources: tracking the dynamics of equity capital (given its structure), client base, the quality of tariff and product policies, and the structure of the bank's mission. The mission of the bank should, reflecting the strategy of the bank formulated by the management, clearly outline the circle of the most important clients (including promising ones), as well as the main areas of interaction with them, supported by the planned indicators.

It should be noted that at presentbank strategic planning is undergoing conceptual changes. The prevailing practice of the calendar (financial) year is increasingly being criticized, since it regulates the processes not in a technological way, but in a pattern.
The position of banks deserves attention,revised the traditional link to the indicators of last year. They are challenged by the "impersonal approach", fixated on short-term results without taking into account the preservation and expansion of the personalized client base. To build it, use the following methods:

• method of pre-established approach;
• method of generating requests and customer needs;
• method of meeting the needs of the client.

The "traditional managers" who are trying to "evenly increase everything" are reasonably criticized for fear of "not fitting into the plan".

Development of the bank's strategy is largely determined by planning, risk management methods and mutually beneficial building of business relations with customers.

Concluding this brief overview of modernstrategies of commercial banks, it can be concluded that the conceptual replacement of well-established, product-oriented strategies with new ones-client-oriented ones-will soon be made.

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