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Introduction

1. Business planning as a mechanism for implementing strategic management in credit organization

1.1 Strategic planning: goals, objectives

1.2 The concept of a business plan, its place and role in the strategic planning of a credit institution

1.3 Business planning as a factor in the internal development of the banking sector

2. Development of a business plan by a credit institution

2.1 Principles and main stages of business planning in a credit institution

2.2 Methods for developing a bank business plan

2.3 Main sections of a credit institution’s business plan

3. Assessment of business planning of credit institutions in the region

3.1 Characteristics of the activities of LLC KB "Region"

3.2 Business plan of CB Region LLC, its assessment

3.3 Directions for improving business planning in credit institutions

Conclusion

Literature

Introduction

The economic situation in Russia and the world is constantly changing. The situation on the banking products market is also developing very dynamically. There is a redistribution of shares of this market between participants, their number and composition changes, the level of requirements from clients increases significantly, new services and methods of providing them enter the market, the state periodically improves policies in the field of regulation of market relations. Any credit institution, if it is going to continue its activities, must adequately respond to changes. And if, in addition to survival, the bank faces the tasks of development and achieving a leading position in the market, then in addition to promptly responding to the economic situation, it is necessary to constantly forecast changes and plan appropriate measures to achieve its goals.

As adopted by the Government Russian Federation and the Central Bank of the Russian Federation in April 2005, the Strategy for the Development of the Banking Sector of the Russian Federation for the period until 2008, noted that the development of the banking sector is constrained by a number of circumstances, both internal and external, one of which is undeveloped control systems, poor level of business planning, the unsatisfactory level of management in some banks, their focus on providing dubious services and conducting unfair commercial practices, the fictitious nature of a significant part of the capital of some banks.

In this regard, the study of the processes of strategic and business planning of a credit institution’s activities is of particular relevance. High-quality planning of activities allows you to achieve greater economic results, actively develop your business, and be attractive to investors, partners, and clients than without systematic planning.

Most credit institutions are faced with the problem of choosing and clarifying a business development strategy in changing macroeconomic and political conditions. This primarily concerns regional banks, the structure of assets and liabilities of which, as well as the amount of capital, indicate increased risks in their activities. The universalization of banks, the expansion of the range of services offered, and the increasing speed of changes occurring in the external environment lead to an increase in risks in the activities of a credit institution, which cannot be completely eliminated. But when planning your activities, they can be taken into account and predicted in order to minimize possible losses. Practice shows that in a competitive market, the winners are the banks that most successfully develop and implement a targeted strategy. They continually focus on implementing a carefully developed strategic management and planning process.

Regional credit organizations, in most cases, are only now beginning to realize the importance and necessity of developing a targeted strategy using modern approaches. This is facilitated by increasing competition in the financial market from large banks with a developed branch network. The level of capitalization of the regional banking sector does not allow it to compete with branches of large Moscow banks. At the same time, the presence of competition is pushing regional credit organizations to develop modern technologies. Small and medium-sized banks have their advantages: they are more maneuverable, they have more opportunities to implement a flexible tariff policy, provide high-quality service and an individual approach to clients. Their main task - This is a conscious choice of further development path. In this regard, it is necessary to clearly understand and formulate goals and objectives, develop strategies and tactics for further development that would allow the regional bank to more accurately compare its capabilities with reality and understand the existing limitations.

The purpose of this work is to determine the place and role of business planning in developing a bank's strategy, studying the process of developing a business plan for a credit institution and its evaluation.

As part of writing the work, the following tasks were identified to achieve this goal:

1. Consider business planning of a credit organization as a mechanism for implementing strategic management; the goals and objectives of strategic planning are defined, the concept of a business plan, its place in the system of strategic planning and management is given.

2. Consider the technology for developing a business plan for a credit organization, highlighting the main stages of business planning in a bank, methods for developing a business plan, and identifying its main sections.

3. An assessment of the level of business planning in credit institutions was carried out using the example of reviewing the business plan of CB Region LLC, current problems of business planning in credit institutions were identified, and directions for improving business planning in credit institutions were identified.

Object of study is OOO KB "Region".

Subject of research is the business plan of LLC KB "Region"

Information sources . When writing this work we used regulations Bank of Russia, certain conceptual provisions on strategic management set out in the works of domestic and foreign scientists, practitioners, other scientific and educational literature, periodical materials, business plan of LLC CB "Region".

Volume and structure of course work. The course work is written on 74 sheets of typewritten text and contains 11 tables, 2 figures, 3 appendices.

The introduction reflects the relevance of the topic, goals and objectives of the course work, the object and subject of the study, as well as the literature used, the structure and content of the course work.

The first chapter, “Business planning as a mechanism for implementing strategic management in a credit organization,” examines theoretical approaches to the planning process as a mechanism for implementing strategic management, defines the concept of a business plan and its place in the system of strategic planning and management. The business planning process as a factor in the internal development of the banking sector is also considered.

The second chapter, “Development of a business plan by a credit organization,” discusses the technology for drawing up a business plan for a credit organization: the main stages of business planning, methods for drawing up a business plan and its main sections.

In the third chapter, “Assessment of business planning of the activities of credit institutions in the region,” the characteristics of the activities of CB Region LLC are given, the business planning of the prospects for the activities of CB Region LLC is assessed, and the shortcomings of business planning inherent in this regional bank are identified. Based on the analysis, directions for improving business planning in credit institutions were identified.

The conclusion contains the main conclusions and proposals of the course work.

The bibliography consists of 20 sources.

1. Business planning as a mechanism for implementing strategic management in a credit institution

1.1 Strategic planning: goals, objectives

In a competitive environment, a modern Bank is forced to fight for its clients and their resources, to offer new banking products and services that would provide it and its clients with the necessary increase in their value, while ensuring its reliability, stability and ability to respond very quickly to unexpected changes in market conditions . Large volumes and a significant variety of operations carried out, the need to coordinate them to optimize the resulting final profit, place strict demands on the quality of management.

Modern Bank management is a universal process that performs several interrelated functions: planning, control, regulation, motivation and coordination aimed at achieving goals in accordance with the approved strategy of the Bank. The generalized diagram of the management process of the Bank as a regulated system includes three main phases: planning, regulation, control, which form a closed management cycle (see Fig. 1).

Developed and approved strategy- This is the prerogative of shareholders and senior management of the Bank; the Bank's strategy is determined for the long term. At this level, general goals are determined, i.e. general or agreed upon value perceptions of shareholders and senior management, as well as their specification in the form of strategic objectives of the organization.

Approved strategy is the starting point for planning, since it is designed to determine those markets for banking services, the range of clients, and types of activities that are preferred by the founders of the Bank.

Rice. 1. Generalized management scheme of the Bank

Planning - solves the problem of specifying and implementing strategic goals and objectives in a quantitative assessment at various levels of detail and time periods of the Bank’s activities.

Scheme of interaction of information flows arising at all stages of planning and bank management, the implementation of which is necessary to ensure High Quality management decisions made are presented in Appendix 1 to this course work.

Due to the fact that the approved strategy is the starting point for planning, it is necessary to consider in more detail the very concept of “strategy”, the goals and objectives of the strategy, as well as the place of strategy in the bank management system.

The concept of “strategy” is of Greek origin. Initially it had a military meaning and meant the “art of a general” to find the right ways to achieve victory. A strategy provides for a goal and a way to achieve it.

At the present stage of development of strategic approaches, in most definitions of the concept “strategy” the main focus is on the concept of competitive advantage and competitiveness. Thus, a bank’s strategy can be defined as a program of actions aimed at creating and maintaining competitive advantages in target markets.

Competitive bank - is a commercial organization with a clear understanding of its strategic goals, a vision for the future, competent personnel, mature business processes and dynamic adaptation to customer requirements and conditions modern world.

The purpose of strategic planning is to identify, develop, implement and develop priority boards banking and banking products that would ensure an increase in the volume of bank operations, its income and, as a consequence, an increase market value credit organization.

The following key tasks are solved in the strategic planning process: Pomorina M.A. Planning as the basis for managing bank activities - M.: Finance and Statistics, 2002:

1. Managers at all levels must have a common strategic vision of the bank, in a relationship:

objectives put forward by its founders, and qualitative and quantitative indicators that the bank must achieve at the end of the planning period;

a marketing strategy that ensures the achievement of a stable competitive advantage in various segments of financial markets;

development of target programs and main activities of the organization;

linking the volumes of planned types of banking activities with the existing internal potential of the credit institution;

restrictions on the planned structure of the bank’s operations in accordance with external (requirements of the Central Bank of the Russian Federation) and internal guidelines in the field of banking risk management.

2. The bank must identify profitability centers and cost centers that are responsible for the implementation of specific programs or for conducting certain types of banking business. Specific tasks must be set for the development and implementation of new banking products, for penetration into new sectors of markets, the planned profitability indicators of their activities, the resources at the expense of which these activities will be carried out, the restrictions that they must adhere to in order to ensure a balanced and risk-protected bank development.

3. A management mechanism must be developed that coordinates the activities of profitability centers, ensuring control over the compliance of the current situation with the planned targets and feedback that allows for the correction of emerging negative aspects. It is also necessary to determine the requirements for the number and qualifications of personnel who would be able to solve the tasks assigned to the bank.

4. The plan must clearly define the sources of funds through which the bank intends to implement its development programs.

5. The plan should provide for options for the behavior of the bank as a whole and its individual divisions in unfavorable force majeure circumstances, including the development of scenarios for curtailing activities in certain market segments and the preparation of alternative tools for allocating released resources.

In general, the strategic planning process is focused on the long term, from 3 to 5 years.

Developing a strategy requires taking into account a wide range of industry structures, the basis for gaining competitive advantage and high level uncertainty environment.

The following main stages of strategic planning are distinguished:

1. Formulation of the Mission and Vision of the bank;

2. Strategic analysis, consisting of: external and internal analysis: (determining the quality of internal processes, internal capabilities). Analysis tools used: SWOT analysis, organizational diagnostics, etc.

3. Determination of strategic goals (financial, market, technology implementation, personnel development);

4. Formulation of strategic alternatives;

5. Criteria for assessing and comparing strategic alternatives, limitations and assumptions;

6. Selection of the most rational strategy, its approval.

In the future, the work will examine in detail the process of business planning, which arises at the final stage of strategy development, since the business plan provides a quantitative justification for the selected strategic goals and alternatives, checks the possibilities and effectiveness of their implementation, calculates the expected financial effect, and formulates proposals for choice. one or another strategic initiative (Fig. 2).

Rice. 2. Stages of strategy development

At the end of the consideration of the concept of “strategy”, its goals and objectives, stages of development, we can highlight the qualitative criteria for the success of a bank’s strategy:

Feasibility, i.e. feasibility of the strategy, taking into account the resources available to the bank and the interest of all personnel;

- consistency and harmony, i.e. consistency in organizational actions, adaptation to external conditions;

- the ability to create and maintain competitive advantages that will ensure the creation of new value for the bank.

1.2 The concept of a business plan, its place in the strategic planning system of a credit organization

Business planning is related to the bank's future activities. The business plan must cover all areas of work and all divisions of the bank. At the same time, for individual projects (opening a bank branch, purchasing a building, introducing complex technical systems, ATMs, etc.), separate business plans are developed, often in abbreviated form, in which the economic efficiency of the bank's planned projects is calculated.

Business planning is intended to justify and determine specific ways to solve strategic problems; a bank’s business plan should in fact be a document justifying the choice from several strategic alternatives, containing the bank’s financial model in the form of a flow forecast Money, linking the inflows and outflows of money in the bank.

Business planning of the Bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

Business planning- this is a process that determines local and general prospects for the development of the bank, the scope, scale and results of its activities in proportion to sources and costs. Business planning coordinates the goals and strategies determined at the first stage with the internal capabilities of the bank and the requirements of the external environment.

An integral part of business planning is marketing planning, aimed at determining the competitive position of the bank, its strengths and weaknesses and developing products and services that would allow it to strengthen this position and conquer new markets and new customers.

As part of business planning, personnel planning is carried out , necessary to determine the need for labor resources and their characteristics.

The financial plan completes business planning and must be worked out in such a way as to determine how its implementation will affect the final financial results, taxes and the receipt and use of the bank's profits, as well as its balance sheet and compliance with mandatory economic standards and internal bank limits. Part of the financial planning process is the preparation of cost estimates necessary to justify the marketing plan, personnel plan, bank equipment plan, project plan, etc.

Thus, bank business plan:

Ш is a document that convincingly demonstrates the success of the business and its sufficient profitability, attractiveness for those who could potentially become an investor or partner;

Ш is a document justifying the choice of one or another strategic alternative;

Ш is a document that sets out a brief, precise and clear description of its goals, objectives, the results of a study of the market and the bank’s capabilities, the development directions are formed and justified, clients, partners and competitors are analyzed, the quality of the products and services offered is assessed, risks are assessed and proposals are made. measures to reduce them, cash flow calculations were made, forecast financial statements were calculated, financial ratios were calculated, business performance indicators were determined and calculated;

It is one of the end products of what is called a company's corporate culture.

The above definitions of a business plan allow us to distinguish two types of business plans: a strategic business plan, necessary to justify the strategic development of the company, and a business plan for a separate project aimed at implementing the company's strategy.

It is the problems of developing and using a strategic business plan as an internal document that justifies the choice of a long-term development plan and focused on effective management that is most relevant for the Russian banking sector at present.

The main purpose of a business plan as an internal document is to justify the implementation of the chosen direction of development, the chosen strategy. The justification must be both qualitative (for example, a SWOT analysis is an integral part of the business plan) and quantitative - by calculating the cash flows of the company's income and costs and calculating the effectiveness of the action plan in question.

The factors that determine the volume, composition and structure of the business plan and the degree of its detail include the following: the specifics and scale of the activity; goals for drawing up a business plan; the Bank's general strategy and development prospects; market size, presence of competitors. The architectural structure of the business plan development process and the tasks of its main participants are given in Appendix 2 to this work.

The larger the credit organization, the more complex its functional activities, the more complete and justified the development of a business plan. The business plan of a small bank is simpler in composition, structure and scope. The larger the sales market, the greater the number of its segments that must be taken into account, and the presence of significant competition requires a more detailed study of the largest competitors, which requires a more complex structure of the business plan.

A bank’s business plan, in principle, should not differ from the company’s business plan, like any business.

The strategic alternative adopted and approved by the owners and top managers of the bank is implemented through a numerical justification, which is the business plan. In fact, the business plan formulates, records and justifies the bank's strategy. Thus, business planning is a way of integrating the strategy and tactics of a bank.

It is impossible to develop a bank business plan without having a strategy; it is possible to formulate strategic alternatives without writing a business plan.

Thus, the difference between a business plan and strategic alternatives is that a business plan makes a quantitative assessment of the modeled strategic alternatives, checks the possibility of their implementation, calculates the expected financial effect - an increase in business value, and formulates proposals for choosing a specific strategic alternative.

The objectives of the business plan, as part of the justification of the strategic alternative, are the following:

1) study the prospects for the development of the future market for banking services in order to provide what can be sold, and not sell what can be provided;

2) estimate the costs that will be necessary to develop, implement and sell the services needed by the market, and compare them with the prices at which it can be sold in order to determine the potential profitability of the business;

3) discover all sorts of “pitfalls”;

4) determine criteria and indicators by which it will be possible to regularly monitor whether business is on the rise or falling apart.

The business plan should make it possible to clarify the strategic plan obtained at the first stage and, on this basis, to develop a specific financial project for its implementation within the current stage of strategic planning (usually within 1-2 years). A business plan is a detailed statement of the bank's strategy, tactics and budget. It aims to provide a general understanding of the organization's objectives and to determine the quantity, quality and distribution of resources allocated or available to carry out those objectives.

This approach allows us to distinguish between these two processes, although they are very closely related to each other: when developing a business plan, the strategic goals of the organization and its marketing objectives are necessarily clarified; the strategic plan, in turn, can be revised depending on the results of the analysis and forecast of the internal state of the bank and the state of the external environment obtained in the process of business planning.

Business planning is designed to determine specific ways to solve strategic problems, introduce promising banking services and structural restrictions on the bank's operations, which allow it to achieve optimal financial results while limiting the bank's overall risk level.

The initial stages of business planning essentially repeat the stages of drawing up a strategic plan. The final stages are aimed at developing tactics and obtaining a financial plan, the basis of which is the planned balance sheet, a plan for income, expenses and the formation of the bank’s profit.

Business planning of a bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

The business plan contains the proposed program of action of the credit institution, including parameters (indicators), expected performance results, and allows you to evaluate:

The ability of a credit institution to ensure financial stability, comply with prudential standards of activity and mandatory reserve requirements, follow the norms of legislation to ensure the interests of creditors and depositors;

The ability of the credit institution to exist long-term as a profitable commercial organization;

Adequacy of the credit institution's management system to the risks assumed.

A business plan is the result of research and organizational work, the purpose of which is to study a specific direction of the bank’s activities in a specific market in the current organizational and economic conditions. It is not a document drawn up once and for all. It must be monitored and refined (adjusted) in accordance with changing conditions. The business plan is based on the general concept of the bank’s development and is one of the documents defining the bank’s development strategy. The peculiarity of a business plan as a strategic document is its balance in setting objectives, taking into account the real financial capabilities of the bank. Developing a business plan largely allows you to determine the potential of the bank, set new goals and objectives, develop the most rational management decisions, coordinate the actions of departments, identify the strengths and weaknesses of personnel and the entire credit organization.

Russian legislation does not directly establish the obligation for banks to develop a business plan.

In the Federal Law of December 2, 1990 No. 395-1 “On Banks and Banking Activities,” the requirement to provide a business plan applies in cases of state registration of a credit organization and obtaining a license to carry out banking operations.

According to the Directive of the Bank of Russia dated July 5, 2002 No. 1176-U “On business plans of credit institutions” (hereinafter referred to as Directive No. 1176-U), a business plan is developed and submitted to central bank in the following cases: when creating a credit organization; when expanding the activities of a credit institution by obtaining additional licenses for banking operations; when changing the type of credit institution; during reorganization in the form of merger, separation, division, transformation; during the reorganization of credit institutions in the form of merger, Directive of the Bank of Russia dated July 5, 2002 No. 1176-U “On business plans of credit institutions.”

That is, not all banks develop and submit a business plan to the Central Bank and not every year.

At the same time, the Regulation of the Bank of Russia dated December 16, 2003 No. 242-P “On the organization of internal control in credit institutions and banking groups” talks about bank development programs, strategies and tactics, current and promising areas of activity of credit institutions, which in its own way economic essence and is an integral part of the business plan. The inclusion of a business plan in the list of documents required for state registration of a credit organization and obtaining a license to carry out banking operations allows the Bank of Russia to refuse state registration of a credit organization and the issuance of a license to carry out banking operations in the event of inconsistency of these documents, including the business plan credit institution, established requirements of federal laws and regulations of the Bank of Russia adopted in accordance with them.

The presence of a business plan allows the Bank of Russia to assess: the ability of a credit institution to ensure financial stability, comply with prudential standards of activity and mandatory reserve requirements, comply with legal requirements to ensure the interests of creditors and depositors; the ability of a credit institution to exist long-term as a profitable commercial organization; adequacy of the risk management system.

Thus, the business plan aims to provide a general understanding of the Bank's objectives arising from the chosen strategic alternative, as well as determining the quantity, quality and distribution of resources allocated or available to carry out these objectives. Particular attention of the Bank of Russia in the business plan is directed to the ability of a credit institution to assess its future in a constantly changing market environment, to the availability of financial, personnel, technological and other internal capabilities for effective operation in a competitive environment.

Thus, the business plan aims to provide a general understanding of the bank's objectives arising from the chosen strategic alternative, as well as identifying the quantity, quality and distribution of resources allocated or available to carry out these objectives. Particular attention of the Bank of Russia in the business plan is directed to the ability of a credit institution to assess its future in a constantly changing market environment, the amount of risks assumed and the ability to manage them, the availability of financial, personnel, technological and other internal capabilities for effective operation in a competitive environment .

1.3 Business planning as a factor in the internal development of the banking sector

As already noted, a rather weak level of business planning in credit institutions is a limiting internal factor in the development of the Russian banking sector. Most banks have poorly developed skills in selecting key areas of activity and developing strategies. As a rule, there is inconsistency in the actions of management, there is no clear concept and clearly formulated strategic vision of the bank. There is also a lack of a systematic approach to the process of strategic management and planning.

Despite the fact that even with a conscientiously developed strategy, the bank may fail as a result of miscalculations in the actions for its implementation, organization, motivation and control, planning can bring considerable, and often significant, benefits to the bank.

Planning in a broad sense can be defined as the process of making and organizing the implementation of management decisions related to future events, including monitoring and analysis of the results of the implementation of previously adopted plans, assessment of the current market situation, studying the needs of real and potential bank clients, focused on the implementation of strategic objectives that the founders put before the banking organization.

Mandatory characteristics of the bank's planning system should be:

flexibility, those. the ability to quickly adjust the plan in case of unexpected changes in the market situation

carefully thought out and organized control process for the implementation of planned indicators, which is aimed not only at recording the fact of non-fulfillment of the plan, but also at identifying the real reasons for non-fulfillment and unused potential opportunities;

alternativeness planning: drawing up a multi-option plan to quickly respond to changes in the market situation;

embeddedness planning systems into the organizational structure bank, which involves participation in drawing up the plan and monitoring the implementation of the plan by managers at all levels of management;

orientation development strategy and individual plans for increasing the bank’s value;

internal compatibility strategic plan with operational plans of structural units.

Overall, planning creates the following important benefits:

· makes it possible to prepare for the use of future favorable conditions, for sudden changes in the market situation (increases the speed of adaptability);

· clarifies emerging problems;

· encourages managers to engage in development prospects and implement their decisions in future work;

· improves coordination of actions in the bank to achieve its goals;

· clearly demonstrates the duties and responsibilities of all bank managers;

· creates the prerequisites for increasing the level of education of managers;

· increases opportunities to provide the bank with the necessary information;

· establishes bank performance indicators necessary for subsequent control;

· promotes a more rational distribution of resources;

Many Russian banks still tend to underestimate the role of internal bank planning in general and the preparation of a sound business plan in particular. In doing so, they rely on their own intuition and experience, established informal connections in business circles, seemingly good market prospects and other circumstances. Preparing and drawing up a detailed business plan turns into a very difficult responsibility for them, which still must be fulfilled. At the same time, the expansion of the range of banking services offered, the increasing speed of changes occurring in the external environment, and increasing competition from year to year, lead to an increase in risks in the activities of a credit institution. It is impossible to completely eliminate the risks inherent in banking activities. But by planning your activities, they can be predicted in order to minimize possible losses.

As banking develops, the use of business planning systems by credit institutions will increasingly become one of the main success factors. Strategic choice and determination of directions for bank development will not have of great importance, if they do not lead to practical results. Business planning of a bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

Thus, the viability of a bank in changing market conditions is impossible without serious planning of its activities, studying the market situation, and customer needs. A properly organized strategic planning process allows a credit organization to achieve consistent and stable growth, realize its opportunities and avoid the dangers that lie along this path.

The goal of strategic management and business planning is to systematically develop the activities of a credit institution, introduce new directions and banking products so that they contribute to an increase in income and market value of shares while observing the principle of sustainability.

2. Development of a credit business planorganization

2.1 Principles and main stages of business planning in a credit institutionAnd

When drawing up a business plan for a credit institution, you must adhere to the following principles:

1. When forming a business plan, you need to take into account the real capabilities of the bank.

2. The business plan is formed with a mandatory positive financial result. When forming a planned unprofitable result, a financial recovery plan for the bank is required.

3. The structure of assets and liabilities must be balanced.

4. When forming a plan, it is necessary to strive to increase the positive difference between the weighted average placement and attraction rates by optimizing the structure of attraction and placement.

As mentioned above, a business plan should make it possible to clarify the strategic plan and, on this basis, to develop a specific financial project for its implementation within the current stage of strategic planning (usually within a year). A business plan is a detailed statement of the bank's strategy, tactics and budget. It aims to provide a general understanding of the objectives of the institution and to determine the quantity, quality and distribution of resources allocated or available to carry out those objectives.

The initial stages of business planning essentially repeat the stages of drawing up a strategic plan. The final stages are aimed at developing tactics and obtaining a financial plan, the basis of which is the planned balance sheet and a plan for income, expenses and profit generation of the bank (Appendix 3 to this work).

Based on the above, the algorithm for developing a business plan is as follows:

Stage 1- SWOT- Aanalysis

Strategic analysis (SWOT analysis) is the basis of any planning process and should be based on regular monitoring of the external environment and internal state of the bank.

At stage 2- due to the constant change in the market situation and operating conditions of the bank, strategic goals are being clarified based on fresh SWOT analysis data. It is necessary, based on fresh data from strategic analysis, to evaluate the adequacy and effectiveness of the developed bank development strategies in all areas of management activity: marketing, resource and risk management, personnel management. The refined strategies should then influence the action plan, eliminating from it tasks that are no longer relevant and adding the necessary new ones. However, the resulting action plan cannot be considered final. Its adjustment will also be carried out at the stage of financial planning if the bank’s potential turns out to be insufficient to fulfill the assigned tasks.

Stage 3- Quantitative assessment of the costs required to solve the Bank’s problems and their payback periods

This stage of drawing up a business plan has a decisive impact on the reality of the resulting program of action. Unless all costs that will be incurred in implementing an action plan are estimated in advance, a lack of resources may prevent the plan from being implemented.

Initially, this stage begins with planning the Bank's cash flows - forecast inflows and outflows of funds from both operating and investment activities of the Bank. Accordingly, the results (income and expenses) of existing (at the time of calculations) operations in the Bank to achieve planned goals and objectives and the results from the implementation of planned investment projects are predicted, taking into account the corresponding risk. Namely, a model of the functioning of the Bank as a commercial enterprise is created, using a forecast of cash flows, profit and loss statements, balance sheets, and on this basis assessing risks, taking into account the system of mandatory standards, requirements for reserves, liquidity, etc.

Often, already at the stage of financial planning, it becomes clear that some strategic objectives, completely correctly formulated in terms of the main directions of development of the Bank, cannot be solved at this stage due to the lack of necessary sources of financing, then the action plan can be revised and other alternatives found development.

Cost estimates are carried out by the Bank's divisions in accordance with the strategic objectives assigned to them, reflected in the action plan. The methodology is no different from the usual procedure for assessing investment projects, which, in essence, are the bank’s development programs.

It should be noted that for projects related to the development of the Bank, it is also important to assess the moment from which the invested money will begin to bring real returns, that is, take into account the emergence of new resources and an increase in the volume of active operations associated with them in the planned balance sheet, as well as reflect those arising from This includes income and expenses in terms of profit generation. Thus, it is important that all financial flows arising during the implementation of banking projects are reflected in the process of assessing the volume of investments necessary to implement the bank’s strategic objectives and their payback periods.

In addition to the costs associated with introducing new activities, the strategic plan may also require new expenses aimed at improving current operations. Capital costs in this case can be assessed according to the same scheme as projects for the introduction of new services. But besides this, the development of the Bank may impose completely different requirements on the composition and qualifications of personnel. Therefore, the Bank's personnel development plan is a necessary section of any business plan. The personnel development plan must provide for and describe the following points: changes in the organizational structure of the bank related to the development of the bank; changes in the number and structure of the Bank's personnel, recruitment or reduction of personnel in some divisions and recruitment in others; plan for retraining and advanced training of Bank employees; system of labor incentives for bank employees.

In the process of developing a personnel development plan, it is necessary not only to qualitatively describe the desired areas of change, but also to estimate the associated costs.

All personnel costs, along with the costs associated with specific development projects, must be reflected in the bank's profit and overhead budget, which will determine the amount of sufficient profit. Based on this, specific financial plan options will be selected.

Stage 4- Clarification of the system of limits and determination of their values ​​during the planning period

At this stage, based on the indicators calculated during the situational analysis, the permissible volumes of transactions with various clients and the maximum positional gaps between assets and liabilities in terms of liquidity level, terms, currencies (system of limits) are determined. Limits for individual risk groups are set so that their amount is limited by the total limit on the total volume of risks of the bank (the maximum volume of losses should in no case exceed the amount of the bank’s own funds or capital).

Stage 5- Development of a financial plan

The final stage of business planning is crucial for determining the possibilities for implementing the set strategic objectives and the proposed action plan. At this stage, quantitative characteristics of the Bank’s activities are planned (primarily the volume of operations, structures of active and passive operations), which would allow it to earn the profit necessary to implement development programs and pay dividends to the Bank’s shareholders. If practical development options that give the required financial result cannot be found, the bank revises the previously developed strategies and action plan, focusing on the existing internal potential of the organization. The result of financial planning is the planned balance sheet and plan of income, expenses and profit of the Bank, as well as the planned calculation of the components of cash flows.

2.2 Methodsbusiness plan development banka

The main tools for substantiating the feasibility of strategic goals, which make it possible to understand whether one’s own and attracted resources are sufficient to achieve them, are highlighted in Directive No. 1176-U as SWOT analysis, balance sheet, planned statement of income and expenses, and also, due to strict regulation and supervision of activities of banks on the part of the Bank of Russia, forecast of compliance with mandatory standards and mandatory reserve requirements.

It seems appropriate to consider in more detail the methodology for conducting a SWOT analysis and drawing up a financial plan.

SWOT- Aanalysis gives the most complete picture of the initial conditions for the development of the bank, determines the opportunities and threats emanating from the bank’s external environment, and also assesses the strengths and weaknesses of the bank, which generally determine the key success factors and key competencies of the bank. The basis for SWOT analysis is an analysis of the state of the environment in which the bank operates (external analysis) and an analysis of the internal potential of the organization (internal analysis.

External analysis involves a study of the state and dynamics of external factors affecting the bank in the present time or in the future and affecting the organization of work and its financial condition, products sold and services provided, and its clients, Information Systems, staff, etc.

Internal analysis- study of the state and dynamics of development of the bank itself, i.e. types, volumes and structure of products and services, client base and their changes over time, development of technologies (business processes) of the bank, improvement of personnel activities, improvement of bank management, innovations, promising projects, technical equipment of the bank, etc.

When conducting external analysis are carried out sequentially:

* development of scenarios for changes in the economic situation and forecasting the dynamics of external factors characterizing them;

* identifying key external factors, changes in which can significantly affect the bank’s performance;

* analysis of the current competitive position of the bank and its changes under the influence of key external factors;

* market segmentation in order to identify potential opportunities that can be used to attack competitors.

Market characteristics are identified that allow one to assess the market in which the bank intends to operate:

o market characteristics- With with their help, you can assess the state of the market (historical growth rates and probable growth rates), its main trends and the main characteristics of clients (requirements for banking services, frequency of purchasing services, determining the degree of client concentration, studying client concentration trends)

o service indicators- these indicators allow you to get an idea of ​​banking products, as well as correlate them with the basic requirements placed on them by consumers. In addition, the study of the characteristics of bank services should provide answers to questions related to determining the main priorities in their development.

o competition indicators- a group of these indicators is important from the point of view of assessing the bank’s competitiveness in the current market conditions where the bank operates or intends to operate. In this case, it is necessary to: identify the main competitors and the market sectors they serve (including non-banking institutions), assess changes in the number of competitors, determine the degree of concentration of competitors, study trends in the division of spheres of influence, determine the relative market share served by the bank

o environmental characteristics- the list of market characteristics includes macroeconomic indicators and their impact on the bank: economic, political, technological, demographic, cultural trends.

The analysis of characteristics is considered in dynamics. Groups of interrelated indicators are identified, their influence on the income received by the bank from certain types of banking activities (work with the population, securities transactions, lending, operations for servicing foreign trade activities, project financing, etc.) and on the volume of corresponding operations is determined.

Internal analysis of a bank is carried out in order to determine its competitive strengths, competitive advantages that allow the bank to develop successfully, as well as weaknesses that hinder the development of the bank or are a threat to it associated with the loss of customers and income. When conducting internal analysis The following indicators are assessed:

1. Indicators of the conquered market - assessed quantitatively and qualitatively.

Quantitative analysis can be carried out according to the following criteria: dynamics of the total number of bank clients; dynamics of the number of clients consuming a specific banking product; average number of banking products per bank client; number of open and closed customer accounts over time.

Qualitative indicator of the conquered market - determining the opinions of clients about the quality of the bank’s services, the image of the bank in various groups of the population, government authorities and regulatory bodies, carried out using questionnaires.

2. Analysis of the bank's financial condition is the main indicator under consideration, which gives an idea of ​​the presence or absence of opportunities to implement the selected strategy options. Its main stages are:

· Analysis of the bank's assets and liabilities and their balance - the sources and directions of investment of funds and the associated risks, the dynamics of the total volume of bank operations are studied, the sufficiency of the growth rate of assets, the structure of active and passive operations are assessed, the share of working assets is determined

· Analysis of the efficiency of the bank's activities - assessment of the return on assets and the cost of raised funds for the groups identified during the analysis of the structure of assets and liabilities. Comparing the return on assets and the cost of borrowed funds allows us to determine the effectiveness of individual areas of the bank’s work.

· Analysis of banking risks - during this stage of analysis of the financial condition of the bank, the risks that the bank has assumed, their implementation in everyday activities, methods of insuring against them (hedging) and their limitations (using a system of limits) are identified. The findings are the basis for developing the bank's risk management strategy.

· Bank capital analysis - The capital structure is determined, specific gravity in total capital, as well as the ratio of fixed and additional capital. In international practice, the share of fixed capital must be at least 50% of the bank’s capital. The bank's capital adequacy is assessed by comparing the amount of capital with the size of risk-weighted assets

3. Adequacy of the bank’s organizational structure for the tasks it solves and ensuring the dynamism of development, the interaction of its individual divisions.

4. Adequate level of qualifications of banking personnel -the final stage of internal analysis, assessing the bank’s personnel based on the adequacy/redundancy of the number of employees, compliance of their qualification level with the functions performed, and staff motivation.

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Characteristics of the activities of LLC KB "Region"

First of all, let’s define what KB Region LLC is.

LLC KB "Region" was created in 1991 in the form of a limited liability company. The bank has been included in the register of banks participating in the system since 2004 compulsory insurance deposits of the population.

Today LLC KB "Region" provides the following types banking services:

• · cash settlement services for clients (storing client funds in appropriate accounts, receiving payments in favor of clients and making money transfers by powers of attorney of the owners of funds, acceptance of cash for crediting to client accounts and issuance of cash from these accounts through the bank’s cash desk);
• · non-cash payments through bank cards of the international payment system “MasterCard Inc.”;
• · corporate and retail lending (provision of free monetary resources to legal entities and individuals for temporary use on the terms of payment, repayment and urgency);
• · deposit services (attracting temporarily free funds from legal and individuals),
• · carrying out operations on the interbank market both in terms of raising funds and placing them;
• · purchase and sale of foreign currency and other traditional banking services.

The bank's strategy is based on an understanding of the bank's mission as a credit institution in the Kaluga region, presenting at a qualitative level a different range of banking services that are in demand by the growing needs of the bank's regular and new clients - legal entities(mainly small and medium-sized businesses) and individuals, while strictly observing the interests of the Kaluga region, preserving and increasing capital. 100% of the bank's credit resources work in Kaluga land and are aimed at developing the region.

The priority activity of CB Region LLC is lending. In the structure of the Bank's assets, credit investments constitute the main share - 74.4%. Lending to legal entities is carried out by the bank for a period of 1 month to 1 year. Companies in the construction industry, wholesale and retail, manufacturing industries. Work is underway to provide loans to Administrations of municipalities and municipal utility companies. As part of the implementation of the Federal Program of the Kaluga Region for two-level lending to small businesses, a credit line was opened for the bank at OJSC Russian Development Bank for a period until 2010 for the implementation of the Federal Program for Lending to Small Businesses. Within the framework of this program, 30 million rubles were issued. small enterprises of the Kaluga region. The bank also supports small businesses represented by entrepreneurs without the formation of a legal entity (PBOYUL). Lending to individuals in 2008 was carried out in several directions - providing loans for urgent needs within the framework of the “salary project”, providing mortgage housing loans and lending in the form of “overdraft”. In order to diversify the loan portfolio and maintain liquidity, LLC CB Region operates in the interbank market. The bank issues and services Master Card Int bank cards.

Business plan of LLC KB "Region", its assessment

The considered business plan of the operating credit organization LLC CB "Region" is presented in connection with the planned expansion of activities by obtaining an additional license to carry out banking operations in foreign currency, is a mandatory document drawn up and submitted to the Bank of Russia in accordance with the requirements of the Directive of the Bank of Russia dated 05.07 .2002 No. 1176-U. This business plan was adopted and agreed upon by the Bank of Russia at the end of 2005.

Based on the limitations on its volume established within the framework of this work, the business plan is presented in an abbreviated form.

The business plan was developed by bank employees, is a document containing the bank’s action program for 2006-2007, approved by an extraordinary decision general meeting bank participants and consists of 102 typewritten pages (including attachments).

Goals, objectives, market credit policy of the bank.

The main strategic objective of LLC CB "Region" is to provide clients - individuals and organizations - with such banking services in rubles and foreign currency that would meet the requirements of high quality and business ethics, and the quantity of these services and their volume as a whole would meet all the needs of clients Bank in these services, the founders (participants) of the Bank - a fair rate of profit, and the Bank's employees - a fair salary.

The goals of CB Region LLC are: making a profit by providing paid banking services, placing attracted funds, conducting profitable transactions with various financial instruments, and carrying out other types of banking activities in accordance with the current legislation of the Russian Federation. To achieve its goals, the Bank needs to ensure:

• - attracting clients by offering a modern range of banking services;
• - attracting investor funds and their profitable use;
• - participation in the development and implementation of economic programs together with partners - private and public enterprises, institutions, government bodies;
• - carrying out profitable transactions on the securities market;
• - directing credit investments to the most profitable areas and sectors of the economy;
• - reducing costs through the introduction of effective technologies.

The Bank has been assigned the following tasks for the next 2 years of activity:

• - achieve an increase in profit (before paying income taxes and distribution of dividends) from 3,239 thousand rubles. as of 01/01/2005 up to 20,097 thousand rubles. in the first year of activity and up to 22,136 thousand rubles. after the expiration of the 2nd planned year of the Bank’s activity;
• - increase the number of open accounts from 154 to 270, incl. foreign currency accounts - up to 26;
• - increase turnover on customer loan accounts by 1.2 times within 2 years;
• - increase average monthly balances on deposit accounts to 20.8 million rubles. within 2 years.

The bank is universal and provides a full range of services. In the long-term plan, the Bank plans to maintain its focus on customer service, regardless of the specific features of their commercial activities. At the time of drawing up the business plan, the Bank’s client base is represented by individuals, incl. entrepreneurs without forming a legal entity, legal entities of various forms of ownership operating in the field of production of industrial goods and consumer goods, construction, wholesale and retail trade, provision of security, notary, audit services, road transportation by passenger transport, etc.

To develop its client base, the Bank is introducing a set of measures, including an individual approach to clients, unconditional fulfillment of its obligations, extended operating hours, free opening of current accounts, free transactions on current accounts, making payments same day, the ability to manage an account using the " Bank-Client", competitive rates on deposits of individuals, the possibility of renting individual bank safes, etc.

The inability to provide services to its clients in foreign currency reduces the bank's competitive advantages.

The bank’s market policy at this stage is to expand the range of services we offer to clients by obtaining a license to carry out transactions in foreign currency, which will allow us to more comprehensively and efficiently carry out the tasks assigned to the bank and contribute to the achievement of its main goals.

SWOT analysis results

Results of the SWOT analysis of section 1 of the business plan (Table 1).

The influence of economic and legal conditions in the country and regions on the activities of a credit institution.

When drawing up a business plan, the Bank takes into account that in the analyzed period (2004-2005) there was a tendency for the stabilization of the main social and economic processes in the region and in Russia as a whole.

The results of marketing research showed that the Bank's clients - legal entities have contractual relationships with foreign companies, carry out mutual settlements with Ukrainian enterprises (at the moment, settlements are carried out in rubles), clients - individuals are interested in opening demand accounts and deposits in foreign currency, in making transfers, performing currency exchange transactions with cash foreign currency. Therefore, obtaining a license to carry out transactions in foreign currency will allow the Bank to expand the range of services provided to existing clients, increase turnover on their current accounts, and also attract new clients to serve them.

The Bank identified four regional banks as its main competitors, as well as a number of branches of large Moscow banks.

The competitive advantages of the Bank are:

• - an individual approach to each client of the Bank, related to the specifics of its activities;
• - flexible tariff policy (application of individual tariffs to each client depending on the share of settlements in the total amount of payments);
• - information openness;
• - experience in the banking services market, low cost, high quality of banking services provided.

To conquer a niche in the banking services market, in 2004 the owners of the Bank increased the size of the authorized capital, which made it possible to increase the Bank’s loan portfolio and the receipt of interest income, opened a branch in Moscow, and developed competitive rates for transactions in foreign currency.

The bank plans to open additional offices in three cities of Russia.

Results of the SWOT analysis of section 2 of the business plan (Table 2).

Description of the main parameters of active and passive operations, expected financial results.

Settlement balance (thousand rubles) (Table 3).

It is expected that in the planned period the share of income-generating assets will be more than 90%. The share of loans in the total volume of income-generating assets will be the largest, incl. the share of interbank loans will increase. The Bank includes balances on correspondent accounts opened with other banks as income-generating assets. The main share of loan debt (85%) will be placed for a period of up to a year.

The main sources for placing funds will be own funds and raising funds for a period of up to 1 year. Moreover, their growth is planned at the expense of raised funds (funds in client accounts). There are no plans to raise funds on the interbank market.

Calculation plan for income, expenses, profit (thousand rubles) (Table 4).

In the planning period, it is assumed that the financial result of the Bank's activities will be profit.

The main share of income is expected to come from the provision of loans and from transactions with foreign currency.

The main share of expenses falls on the maintenance of the management apparatus (staff number is 36 people) and rental payments.

Based on the results of the first planning year, the Bank plans to pay dividends to participants in the amount of 4,000 thousand rubles, and based on the results of the second - 5,000 thousand rubles.

Results of the SWOT analysis of section 3 of the business plan (Table 5)

Credit institution risk management

The bank has developed and operates a risk management system that allows maintaining financial stability and liquid balance sheet structure. All materially significant risks are identified and assessed on an ongoing basis by the Risk Control and Management Sector.

The Bank identifies the following types of risks as significant: risks of liquidity and capital reduction (credit risk, interest rate risk, risk of loss of liquidity, insurance risk, operational risk, legal risk, risk of loss of the Bank’s reputation), risks caused by the consequences of unlawful or incompetent decisions of individual employees.

Results of the SWOT analysis of section 4 of the business plan (Table 6).

Assessing compliance with statutory regulations and mandatory reserve requirements.

It is expected that in the planned period the Bank will comply with prudential standards of activity.

Status, opportunities and limitations for the development of the client base.

To attract new clients, the Bank has developed a flexible, competitive tariff policy using an individual approach to clients. The Bank pursues a policy of maintaining a favorable image among the Bank's clients among their counterparties and business partners, and carries out constant marketing research of the banking services market.

The bank has the ability to organize foreign exchange operations by equipping exchange offices (up to 2 points within two years).

Results of the SWOT analysis of section 6 of the business plan (Table 7)

Opportunities and limitations for the development of a network of branches, representative offices, separate structural divisions and exchange offices.

The bank plans to open additional offices in a number of cities; it is possible to open up to two foreign currency purchase and sale points in the central part of the city within 2 years.

According to the preliminary cost estimate, the cost of equipping one additional office will be 217,010 rubles, and the cost of equipping one currency exchange office will be 125,110 rubles. The source of funds for the creation of these structural divisions is the Bank's profit.

Results of the SWOT analysis of section 7 of the business plan (Table 8).

Participation in banking groups and banking holdings.

The bank does not participate and does not expect to participate in banking groups and banking holding companies in the next two years.

Information about the control system.

The management system in force at the Bank is determined by its legal status and organizational and legal form: the Bank is an independent credit organization operating as a limited liability company.

The highest governing body is the meeting of participants.

The next most important management body of the Bank is the Board of Directors of the Bank. The Board of Directors consists of 4 people.

The third level of management of the Bank is the collegial executive body - the Directorate of the Bank, consisting of 2 people acting within the powers prescribed in the Charter and Regulations, which establish the terms and procedure for convening and holding its meetings, as well as the procedure for making decisions.

The fourth level of management is the sole executive body - the Director of the Bank, acting within the powers prescribed in the Charter.

Internal control in the Bank is carried out in accordance with the powers defined in the Bank's Charter: the Board of Directors, the Directorate, the Director, the Audit Commission, the Chief Accountant, the Internal Control Service, the responsible employee for combating the legalization (laundering) of proceeds from crime and the financing of terrorism.

All structural divisions of the Bank operate on the basis of the Charter and 35 internal regulations. The Bank has developed regulatory, technical, organizational and legal documents to regulate foreign exchange operations, which will be put into effect from the moment the Bank receives a license to carry out operations with foreign currency.

Results of the SWOT analysis of section 9 of the business plan (Table 9)

List of founders (participants) and groups of persons

The owners of the Bank are 5 individuals, whose shares constitute 20% of the authorized capital. They are not interconnected by any agreements or mutual participation in the capital of other legal entities, and have no family ties among themselves.

Results of the SWOT analysis of section 10 of the business plan (Table 10)

Information on supporting the activities of the credit organization.

Logistics support

The bank leases the premises, the lease agreement can be extended for a long period. Own road transport The Bank does not; if necessary, employees’ personal transport is used. Delivery and protection of valuables is carried out by a specialized security company.

The bank is provided with office equipment, computer, office and banking equipment. The Bank has software tools for protecting information from unauthorized access, software systems for protecting information transmitted via communication channels. The bank is equipped with automated banking systems, software systems, access to information resources, a sufficient number of telephone numbers, telefaxes, modem communications, computer equipment.

The Bank has sufficient material and technical resources to operate the foreign economic activity department. The Bank plans to become a user of the Sprint international data transmission network. To perform the functions of a currency control agent, the Bank will use the software of the Automated Customs and Banking System of Currency Control.

Personnel policy

The total number of Bank employees at the time of drawing up the business plan is 20 people, they are qualified specialists. The Bank regularly improves the qualifications of its personnel. In the first planned year, it is planned to increase the number of people to 36 people by hiring the following staff units to the Bank:

• 1) currency department - 3 people;
• 2) internal control officer;
• 3) branch - 5 people;
• 4) additional office - 5 people;
• 5) 2 currency exchange offices - 2 people.

After the second planned year, the Bank's staff will be 46 people, which will correspond to the quality and volume of banking operations.

Results of the SWOT analysis of section 11 of the business plan (Table 11)

There is an objective need for the Bank to obtain licenses for the right to carry out banking operations with funds in foreign currency. Obtaining these licenses will allow the Bank to expand its activities in the following areas:

• - settlement and cash services for legal entities and individuals in foreign currency;
• - purchase and sale of foreign cash currency;
• - acceptance of deposits of individuals' funds in foreign currency;
• - lending to Bank clients in foreign currency;
• - making transfers in foreign currency to the accounts of individuals, transfers to citizens without opening an account;
• - documentary operations, consulting clients when working with foreign trade contracts.

Thus, the Bank will be able to achieve the goals set by the owners.

Business plan evaluation

The presented business plan of CB Region LLC has both positive and negative aspects.

The positive thing is that the founders of the Bank are interested in its long-term existence and development, the Bank is focused on meeting the needs of its clients, and positions itself as a universal bank, serving mainly legal entities. The Bank has a resource base for development. When developing a business plan, the Bank took into account the requirements of Directive No. 1176-U.

However, the following factors do not fully allow us to consider this business plan as a strategic planning tool:

• 1. The bank does not have a formulated Mission and Vision.
• 2. The sequence of defining goals and objectives is disrupted.
• 3. The strategic goal - increasing the bank's profit - is not such, since it is a tactical, short-term goal.
• 4. There is no task to optimize business processes.
• 5. From the business plan data, it is difficult to identify the competitive advantages of the Bank, with the exception of the proposed tariff policy.
• 6. A SWOT analysis was carried out for all sections of the business plan, which is incorrect and indicates a lack of understanding by Bank specialists of the role and purpose of SWOT analysis as a strategy development tool.
• 7. The business plan poorly developed ways to attract individuals to the Bank for services; for example, the line of banking products for individuals is not indicated.
• 8. The business plan does not provide a justification for how the Bank will compensate for low tariffs for settlement and cash services.
• 9. It is not disclosed in the development and implementation of what economic programs the Bank intends to participate in together with its partners, on what terms, and what benefits this will bring.
• 10. There are no developed action plans in case of unforeseen circumstances that could undermine the financial stability of the bank, provoke a crisis and loss of solvency, or have a significant impact on the financial results of operations.

The listed shortcomings allow us to conclude that the level of strategic planning in LLC CB Region is at a low level. First of all, this is confirmed by the absence in the process of developing a business plan of the priority stages of developing a strategy: the formulation of the Mission and Vision of the bank; determining strategic goals (financial, market, technology implementation, personnel development); formulation of strategic alternatives; modeling bank activities and strategy selection.

Using the example of assessing the business plan of a single regional bank, we can say that the technology of strategic planning is only being studied by banks and the process of its formation is underway. Credit institutions have not accumulated sufficient experience to confirm the effectiveness of making certain decisions within the framework of the strategic planning and management process. This fact indicates the need for the Bank of Russia to develop methodological documents in the field of strategic planning that will contribute to its widespread development and implementation.

strategic financial planning market

This Directive determines the requirements for the content of a credit institution’s business plan and its submission to the Bank of Russia in accordance with subparagraph 4 of Article 14 of the Federal Law “On Banks and Banking Activities”

The business plan of a credit organization is an official document, which is intended for the next two calendar years, contains the main program of actions of the created credit organization, including the main parameters and expected results from the activities.

Description of the enterprise

Description of services

Lending to individuals upon their application submitted in writing, after consideration of the full list of documents allowing for the provision of a loan;

Lending to legal entities upon their written request, after carefully studying the full list of documents provided to allow for the provision of a loan;

Issuance of online loans;

Other services in this area not specified in this business plan in advance.

Primary services also include a large range of secondary, but very important services:

Assessing the client's creditworthiness level;
- drawing up individual payment schemes under the loan agreement;
- mortgage loan refinancing, etc.

Market analysis

Production plan

A financial credit non-banking organization must comply with all legal standards to provide specific services. It must ensure its financial stability to eliminate all risks and ensure the preservation of client interests. Another main point is the correct and legal policy of activity, as well as the adequacy of management of the credit institution. Of course, the main point is the strategy to ensure the long-term and profitable existence of the enterprise. In the lending business, consistency and longevity are a sign of quality.

Financial plan

Expenses

Income