How to make sure that the action plan is correctly implemented? What is the impact of each component on the bank’s commercial effectiveness?
Archives for the ‘Branches’ Category
Pricing policy Adapt the pricing to their local markets Who is sensitive to prices? In general private clients, more than companies.
The nature of products and services that the bank is best able to sell depends on its know-how by type of customer:
Explain that after the diagnosis and recommendations have been done objectives and strategies have been decided upon, then the action programme can be designed using the 5 P’s – product, price, place, promotion and people.
Explain to the group that it is important to translate these reports by recommendations and to imagine orientations respecting the strategy of our bank.
Based on the above, we now focus on the type of customers the branches deal with. According to every bank’s profile, this can be differentiated, or to the contrary not differentiated at all, from other banks.
This session is very short since it reminds the HR session, which has been developed in module 1. 1. Human resources management pays
1. Functional architecture of a branch Explaining main organisational issues: Branch manager in connection with both front and back office.
The liquidity risk Branches are at the heart of the liquidity flow of a bank, and the main issue for the bank’s treasury department is to keep track of the overall changes in cash flows, aggregating flows from all units (branches + head office commercial business)
ALM: general comments Asset & Liability management is a topic not always well known, especially outside treasury and central management officers in a bank’s head office.