By Dimitris N. Chorafas (auth.)
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Additional info for The Commercial Banking Handbook: Strategic Planning for Growth and Survival in the New Decade
Example text
True The Need for a Commercial Banking Strategy 28 thinking involves intelligence, integrity and ingenuity. Because strategy is a master plan against an opponent, it integrates within itself planning premises addressing the following: • • • • • human resources - our clients, our employees, our stockholders; marketing and sales within our chosen market(s); product development, product appeal and life cycle(s); financial resources and financial staying power; technological competence, moving ahead of competition.
I think that grand strategy is a misnomer,' said a reviewer. ' The person who wrote this is the same who confused strategy with tactics. In the beginning of this chapter he suggested that tactics is strategy. Now he thinks that strategy is tactics. The reader must be very careful not to fall into these traps. Sometimes there are tonalities of grey, rather than black-and-white differences, contrasting strategy with tactics, but the difference is always there. 'Global retail strategy might be impossible to achieve on its own, but feasible with a coop strategy,' one of the reviewers advised.
The better the internal controls and the sharper the technology the bank uses, the better it is able to confront these risks. Third, while a minimum size is a criterion, clear-eyed bank management will capitalize on the diseconomies of scale hitting the big institutions. 6 The crucial factors in evaluating exposure can be mapped in a radar chart to help in top management decisions 20 The Needfor a Commercial Banking Strategy to be more flexible and more responsive to the customer than bigger banks.