Strategy of the bank in the modern competitive market

The modern excessively competitive financial market provides for the bank's strategies adequate to its challenges. Structurally, it consists of several markets: cash settlement services, loans, foreign exchange 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 on 180 ^о " - from commodity-oriented technologies - to client-oriented (CRM) has been accomplished.

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

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

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 the permissible risks in lending. The above criteria should be supported without fail, since 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 the category of a market situation - pure competition, characterized by a multitude of sellers offering the same type of 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), customer base, the quality of tariff and product policies, and the structure of the bank's mission. The mission of the bank should, reflecting the bank's strategy 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 present, banking 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 stereotyped way.
Noteworthy is the position of banks that have revised the traditional link to the indicators of the previous year. They are challenged by the "impersonal approach", fixated on short-term results without taking into account the preservation and growth of a 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 motivated to criticize because they fear "not to fit 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.

In concluding this brief review of modern strategies of commercial banks, we can conclude that the conceptual replacement of established, product-oriented strategies with new ones-client-oriented ones-will soon be concluded.