Flowing over time, banking innovation goes through a series of stages, which together represent the life cycle.

Life cycle of banking innovation- this is a certain period of time during which a banking product or operation has an active vitality and brings the bank as a producer (manufacturer) and seller of innovation a certain profit or other real benefit.

Producer(lat. producers– producer) of banking innovation is the producer of this banking innovation, i.e. the bank itself or an association of banks.

The concept of the life cycle of banking innovation is important for planning the production of innovations and organizing the innovation process in banking. This meaning is shown in the following.

• 1. The concept of the life cycle of banking innovation forces the head of the bank and his marketing department to analyze economic activity both from the standpoint of the present time and from the point of view of the prospects for its development, i.e. from the perspective of the future.
• 2. The concept of the life cycle of banking innovation justifies the need for systematic work on planning the release of innovations (search for an idea, organization of the innovation process, creation of a banking innovation, its promotion on the market and diffusion), as well as on the acquisition of innovations (study of demand, banking marketing, benchmark marketing).
• 3. The concept of the life cycle of banking innovation is the basis of the mechanism for analyzing and planning innovation. When analyzing a banking innovation, it is possible to establish at what stage of the life cycle it is, what is its immediate prospect, when a sharp decline will begin and when it will end its existence.

Banking innovation planning can be carried out throughout the life cycle of the innovation. This concept allows us to divide all banking innovation planning activities into a number of elements, which include:

• financial market research;
• market research of banking innovation for this market asset;
• study of the lifespan of a banking innovation;
• development of a banking innovation (i.e. the production of a banking product or new operation);
• price policy;
• advertising;
• activities to promote banking innovation;
• organizing the sale (marketing) of banking innovation;
• diffusion of banking innovation.

The above elements of the banking innovation planning process are adjusted according to their role at various stages of the life cycle.

The purpose of the adjustment is to find at each stage of the life cycle of banking innovation the optimal ratio of the constituent elements of banking marketing, corresponding to the specific situation in the financial market.

The bank, as a producer of banking innovation, has to constantly seek answers to four questions:

• – what needs to be done to expand existing and develop new financial markets;
• – what needs to be done to develop banking innovation;
• - what needs to be done to introduce banking innovation in the market;
• – how to effectively manage banking innovation?

The solution of these problems creates the basis for determining the required period of time, material, financial, labor, information resources. Linking time and resources into a single process determines the significance of the concept of the life cycle of banking innovation for the activities of banks.

The life cycles of banking innovation differ by type of financial innovation. These differences affect, first of all, the overall duration of the life cycle, the duration of each stage within the cycle, the features of the development of the cycle itself, and the different number of stages. The types and number of life cycle stages are determined by the characteristics of a particular banking innovation. However, in each innovation, its basic basis can be distinguished, which clearly characterizes the independent stages of the life cycle.

Includes seven stages(Fig. 14.1):

• 1) development of a new banking product;
• 2) entering the market;
• 3) market development;
• 4) market stabilization;
• 5) reduction of the market;
• 6) market rise;
• 7) market fall.

The first stage is the most important, it determines the probability of further success in the implementation of a new banking product, its profitability, the volume of demand and the amount of money received from the sale of the product.

V banking product development process the producer carries out work on initiation, search for an idea, feasibility study and creation of a new product. Initiation(lat. initiation- the performance of the sacraments) - an activity consisting in choosing the goal of an innovation, setting goals, searching for an idea, a feasibility study of an innovation, and turning an idea into a thing for sale, i.e. into the goods.

The producer finances the creation of a new banking product. Strictly speaking, at this stage there is an investment of capital, the return of which, together with income, will occur in subsequent stages.

Stage market entry shows the period of introduction of a new product into the economic life of investors-buyers. This stage may cover the period of introduction of the product under the influence of advertising in any particular region or financial institution. A banking product begins to bring money to the producer or investor-seller some time after it appears on the market. The duration of this stage depends on advertising, on the level of inflation, on the availability and efficiency of outlets (points for the sale of new banking products). It is at this stage that the producer or investor-seller has a chance to get the greatest benefits due to the high competitiveness of their banking product, which is associated primarily with the absence of competitors, with advertising and other organizational and trading operations.

Figure 14.1.

(О–А) – capital investment; (O-B) - additional financing of costs; 1 - point of entry to the market; 2 - the point of saturation of the market with the product; 3 - the point of the beginning of the decline in the product and the decrease in sales; 4 - transition point to increase sales; 5 - the point of transition to a constant reduction of the market; 6 - the point of the complete realization of the product or the complete cessation of the sale of capital, the return of which, together with income, will occur in subsequent stages

Stage market development associated with the growth in sales of the banking product in the market. Its duration shows the time during which a new banking product is actively sold and the market reaches a certain saturation limit with this product.

The above two stages (market entry and market development) are associated with the promotion and diffusion of the banking product. Diffusion(lat. diffusion- distribution, spreading) innovation is the distribution of an innovation that has already been mastered once.

Stage market stabilization means that the market is already saturated with this banking product. Its sales volume has reached a certain limit, and there will be no further growth in sales volume. Throughout this stage, the sales volume of the banking product is relatively stable. Economic laws (the laws of supply and demand) are active here. The producer or investor-seller does not carry out any capital expenditures to support the stability of sales. At this stage, the influence of the inertia of previously made promotional activities, as well as psychological laws (“I will buy because everyone is buying”, “I will buy because it is profitable”, etc.) is great.

Stage market shrinkage - this is the stage at which there is a decline in the sale of a banking product. Its sales volume starts to decrease. However, at this stage there is still a demand for this banking product and, therefore, there are all objective prerequisites for increasing the sales volume of the product.

Stage market recovery is a logical continuation of the previous stage. Since there is a demand for a product, this demand must be exchanged for a supply of a banking product. Therefore, a producer or an investor-seller begins to study the conditions of demand, change their personnel and pricing policies, apply various forms and methods of organizing trade (for example, introduces a free consultation of the buyer at his place of work (residence) subject to the purchase of a banking product, etc.). He also uses various forms of material incentives for both the seller of the product (premium) and the buyer (prizes, winnings, discounts, etc.), conducts additional promotional activities, uses advertising tricks, etc.

All this allows the producer or investor-seller to increase the volume of sales and the duration of the life cycle of a banking product for a certain period of time. However, the decline in the volume of sales of the banking product is already subject to a clearly spreading trend towards a decrease in demand for this product. Therefore, the volume of sales of a banking product can no longer increase to the previously reached saturation limit of the financial market. Practice shows that, depending on the type of banking product and the specific situation on the market and in the country, the growth in its sales after additional measures does not exceed 90-95% of the previously achieved level. The stage of the rise of the market lasts for a rather short time. This stage is associated with the already emerging trend towards a decrease in demand for this financial product. The stage of the rise of the market passes into the last stage - the stage of the fall of the market.

Stage market fall - this is a sharp decline in the volume of sales of a banking product, i.e. drop it to zero. At this stage, there is a complete sale of a limited banking product or a complete cessation of the sale of an unlimited banking product due to its uselessness by buyers.

By revising life cycle of a new banking transaction three points should be taken into account.

• 1. A banking operation is implemented in the form of a complete document describing the entire procedure for performing this operation. This point reflects the banking operation algorithm, which is a system of sequential actions applied according to strictly defined rules, leading to the solution of the problem set before banking tasks. Banking operations are implemented in two directions:
  • - within the bank - the producer of this operation;
  • – in the financial market by selling a banking operation to other financial institutions.
• 2. The purpose of the banking operation is to obtain economic benefit in the form of reducing the time to carry out some work, releasing workers when unnecessary work is eliminated, saving Money etc.

The purpose of selling a banking operation on the market to other financial institutions is to receive cash in the form of proceeds and raise their image.

3. Banking operations are not patented, but represent "know-how". Therefore, the producer of a banking transaction may lose its monopoly on the transaction without selling it on the market. In addition, employees of financial institutions can develop this operation themselves, relying on some elements of the operation taken or stolen (industrial espionage) from other banks or financial institutions.

The life cycle of a new banking operation includes four stages:

• 1) development of a new banking operation;
• 2) implementation of a banking operation;
• 3) market stabilization;
• 4) market fall.

The general scheme of the life cycle of a new banking operation is shown in fig. 14.2.

Stage developing a procedure for a new banking operation and its design in the form of a document is associated with the organization of the innovation process. Here, work is carried out to initiate, to search for an idea, to develop the entire algorithm of a financial transaction, to create a document (instructions, guidelines etc.). At the same stage, the producer finances all the costs of developing the operation.

Stage implementation of a banking operation associated with its implementation within the bank or with its implementation in the financial market. At this stage, the mechanism of promotion and diffusion of innovation is actively operating.

Stage market stabilization shows the saturation of the market with this operation and goes into the stage market fall, when the sales volume of the operation begins to decrease sharply up to the complete cessation of the sale.

In general, the strategy for developing and offering banking innovations is based on the concept of marketing: service differentiation and market segmentation. The process of developing a banking innovation consists of the following stages.

The first stage is the development of new ideas with the help of expert assessments.

The second stage is an analysis of the compliance of the new service with the bank's strategy.

The third stage is a study of the needs of bank customers and the availability of demand for the service.

The fourth stage is an assessment of the bank's capabilities, its experience, and, as a result, decision making.

Rice. 14.2.

(O-A) - financing the process of developing an operation and creating a document; (1-B) - the implementation of the operation within the economic entity; (1–2) – implementation of the operation on the market; 2 – point of transition to market saturation; 3 - the point of transition to a reduction in the volume of the market and its fall; 4 - the point of termination of the sale of the operation in the market

September 21, 2016, BIS Journal №3(22)/2016

The MIR card complies with the best practices in the field of payment card security and is a secure basis for the development of the MIR PS

This article briefly discusses the issues of ensuring the security of the card of the national payment system (PS) "MIR", and also presents the security mechanisms supported by this card for the secure processing of non-cash transactions.

STAGES OF THE LIFE CYCLE OF THE WORLD MAP

A necessary condition for the security of transactions performed with the MIR card is to ensure the security of the card at all stages of its life cycle. These steps include:

• Production of modules (chips) at the production facilities of the module manufacturer (PM) certified by the PS "MIR";
• Preparation (prepersonalization) of the card at the card manufacturer (PC) certified in the PS "MIR";
• Card personalization in a certified payment system"MIR" persoburo (PB) (in particular, with the issuer of the MIR card);
• Using the MIR card by its holder to make cashless payments. The life cycle of the MIR card is preceded by the following steps:
• its certification in the certification center of the PS "MIR" (or in the laboratory accredited by the PS "MIR") for functionality and safety;
• certification of the production of modules and cards, as well as a personalization bureau.

THREE LEVELS OF CERTIFICATION

By analogy with world practice (for example, with the EMVCo Security Evaluation Program methodology), the MIR PS has developed a three-level method for certification of the MIR card for security: the security of the card is assessed at the levels of the microcontroller, platform (the operating environment in which the payment card operates and is managed). application) and applications. In particular, at the application level, the methodology checks the requirements of the PS MIR for the implementation of the payment application of the PS MIR (hereinafter MPA-MIR Payment Application). They include providing:

• confidentiality of application keys, PIN, application counters, application state machine states, and other sensitive data;
• the appropriate reaction of the application to detected attacks;
• monitoring the implementation of cryptographic mechanisms;
• monitoring the progress of the application;
• application data integrity;
• using memory buffers and zeroing data no longer used by the application;
• checking the input parameters of functions, etc.

MAP PREPARATION STAGE

At the implementation stage of the MIR PS, card manufacturers (PCs) are ready to load the MPA application into the rewritable memory of the card (usually EEPROM). This is normal practice - "romization" of an application (putting it into the cheaper ROM memory of the microcontroller) requires a significant investment from the PC and is usually done if the PC has clear estimates of the amount of issue of cards on their card products.

Storing the application in the writable memory of the card is an additional threat to its security. With the MIR map application applet in hand, an attacker can modify it in order to obtain confidential application data or upload the applet to a “leaky” card platform. Similar actions can be taken at the stage of card preparation (its pre-personalization). Therefore, it is no coincidence that in all card security assessment methods, the source code of a payment application is considered a secret object, the storage security of which is subject to strict requirements.

To avoid the attacks listed above at the map preparation stage, NSPK JSC developed a special technology, according to which a certified PC receives a special hardware and software complex from NSPK JSC, consisting of an applet download server, special security elements of EB-NSPK (SAM modules with an encrypted payment application applet and keys for organizing a secure connection with modules received from the PM (module manufacturer) and the administrator's workstation.

NSPK JSC transfers to the PM the main master key (KMC key, the key is transmitted component by component to three PM security officers), on which individual modules transmitted by the PC are activated using the diversification mode supported by the PM. The card manufacturer receives the chips from the module manufacturer and downloads and installs the MPA application applet (cap-file) into them. A secure connection to the module is established based on the SCP02 protocol of the GlobalPlatform standard (the KMC key is stored by means of the EB-NSPK).

After installation on the application module, the application is selected, it is authenticated on the keys of the security domain, and the keys are loaded to personalize the application. After that, the PC has the opportunity to change the card's KMC key to the key received from the card issuer. All this determines the process of card prepersonalization in PS MIR. In the process of prepersonalization of the MIR card, some other functions are also performed. For example, the Global PIN option is activated on the card and some other card control parameters are loaded, allowing the card issuer, if desired, to accurately determine whether the card was issued using NSPK technology.

The proposed approach eliminates the above-described threats of downloading an applet into writable memory and provides reliable control over map preparation by NSPK JSC.

One of the advantages of the MPA application is its support for standard application personalization tools based on the use of the EMV Card Personalization Specification v.1.1. This mechanism allows you to personalize the MPA application, regardless of which microcontroller it is installed on. As shown above, application personalization keys are loaded into it at the card pre-personalization stage. The EMV Card Personalization Specification v.1.1 ensures the establishment of a secure connection between the MPA application and the personalization machine, ensuring mutual authentication of the application and the machine, confidentiality and data integrity of the MPA application.

STAGE OF USING THE CARD - BASIC AND NON-STANDARD FUNCTIONALITY

Let us now turn to the consideration of the question of using the MIR map. The MPA application supports contact and contactless functionality (two in one). It fully complies with the requirements of the EMV 4.3 specification. This means that if a function implemented in an MPA application is defined in the EMV standard, then it is implemented in the application in full compliance with this standard. Moreover, the MPA application is CCD-compatible, which initially allowed it to be served through the contact interface in the entire fleet of electronic terminals that accept cards from other PSs. To receive MPA cards on the terminal, it was enough to change only its settings (write down the MPA application identifier, public keys of the MIR system, decision tables (TAC, etc.). At the same time, the terminal core remains unchanged.

However, the MPA application implements additional functionality that is not provided by the EMV standard and is implemented only on terminals capable of supporting it. As part of this functionality, the MPA application is able to provide dynamic terminal authentication, establish a secure connection with the terminal, and provide the terminal with access to certain records in certain application files with different access rights for reading, writing, and administering. The access rights of the terminal are determined by its certificate and the certificate of the service provider serving the terminal.

The described non-EMV functionality allows using the MPA application to emulate a wide class of non-financial applications (for example, social applications, campus applications, student cards, etc.), as well as to securely implement certain types of payment transactions. For example, using it, you can transfer unsafe CNP transactions to the area of ​​​​safe CAT transactions (CNP- Card Not Present, CAT - Cardholder Activated Transaction).

The MPA application supports all the basic security mechanisms of the EMV application (EMV v.4.3), including:

• offline dynamic authentication of the DDA and CDA application;
• verification by the issuer of the fact that the terminal has performed offline authentication of the application through the mechanism of generating and sending the ICC Dynamic Number object to the issuer;
• the integrity of the application's static sensitive data through the card's public key certificate verification mechanism;
• mutual online authentication of the application with its issuer;
• all cardholder verification methods defined in the EMV standard, including PIN Offline, which is transferred to the card in clear and encrypted form. In addition, the application, when installed and personalized accordingly, supports the Global PIN function - a PIN code shared by several applications (the function is implemented using the GlobalPlatform function). Such a function is, for example, in demand for co-badged programs, when applications of several PS are placed on the card;
• issuer management of card application data in the critical and non-critical script processing mode, ensuring the integrity and confidentiality of the issuer's command data, as described in EMV 4.3;
• cryptographically secure procedures for deriving card application keys and application session keys defined in EMV 4.3 (EMV CSK protocol is supported for deriving session keys from a card key);
• counters for the number of incorrect checks of the PIN Offline value, PIN Offline decryption, MAC values ​​in script commands, non-received/incorrect response ARPC cryptograms and blocking of the corresponding application functions when the counters exceed the limits set by the issuer;
• encryption of offline counter values ​​used in card risk management procedures when they are transferred to the issuer;
• calculation of short (no more than 7 decimal digits) crypto tokens using crypto calculators (PCR readers) for cardholder authentication (similar to the MasterCard Chip Authentication Program and Visa Dynamic Passcode Authentication programs). To do this, the MPA application supports a special profile for generating crypto tokens, which is initialized according to certain values ​​of the Terminal Type and Additional Terminal Capabilities data objects received by the card from the terminal in the Get Processing Options command;
• support by the application of the Terminal Erroneously Considers PIN Offline OK mechanism when performing cardholder verification using the PIN Offline procedure and trying to bypass PIN code verification using a wedge device between the terminal and the MIR card microcontroller.

The implementation of the above mechanisms when performing payment transactions guarantees a reliable check of the main equality of any PS: the person performing the transaction (LSO) is equal to the person authorized by the bank, the cardholder, to access the account to which the LSO applies to complete the transaction.

Thus, we have considered all stages of the life cycle of the MIR map. It is safe to say that the MIR card complies with the best practices in the field of payment card security and is a secure basis for the development of the MIR PS.

Increasing competition, hostile takeovers by large players of "tasty" banks in the banking services market, lead the heads of credit institutions to understand the need to develop a bank development strategy for the future. Effective management of a growing bank cannot be ensured at the level of operational management. It is impossible to do without a well-thought-out strategy and an effective mechanism for its implementation.

The development of a bank's strategy, the definition of its mission, long-term goals and objectives are the privilege and responsibility of the top management of a credit institution, while the strategy is implemented by employees at the level of structural divisions. In this regard, there is a potential threat of failure to implement the strategy by the bank's employees, who will not keep up with the current operational activities or will not be interested in its implementation.

In order to avoid this danger, it is necessary to establish information exchange between the top management of the bank and the team, coordinate the actions of performers with the global goals of the bank, and create a system of motivation for the implementation of the strategy. Moreover, from the experience of banks, it is known that the quality of management decisions depends on the reliability and speed of information exchange between management and staff.

Many managers believe that having the maximum amount of data, they guarantee themselves from making the wrong decision. It is in this case that "more" does not mean "better", since the time for preparing information increases and, as a result, the decision-making is delayed, its quality decreases.

Under these conditions, the use of strategic management principles is a means to make the bank more successful, increase turnover and customer base, and increase assets.

What is strategic management? The whole process of strategic management can be divided into three stages:

1) strategic analysis;

2) strategy development;

3) implementation of the strategy.

Of course, these stages form a single chain and are components of a closed cycle of strategic management. At the same time, various schemes for implementing the strategic management cycle are possible. It is important to understand that this scheme is based on the implementation of the main principles of strategic management:

perspective;

sustainability;

Realizability;

phasing;

Complexity;

Priority.

Perspective. Strategic management is aimed at the long term, so the consequences of the strategic decisions made will be significant for the bank for a long time. It is necessary to try to avoid strategic mistakes, since their consequences cannot be changed or corrected. Many Russian banks sunk into oblivion by supporting the wrong candidate in the elections. The local power of the governor is able to change the balance of power in the regional financial services market, in this regard, the bank management and even the owners of private banks are required to take into account the influence of power on the banking business.

Sustainability. Having chosen this or that strategy, the management of a credit institution is obliged to consistently pursue it, subordinating its tactical actions to strategic priorities. But since strategic management is carried out in an area of ​​high uncertainty and spread over time, therefore, the bank's management should always be ready to make corrective changes. These changes should not contradict the agreed concept of development, otherwise the adopted strategy will lose all meaning.

Realizability. When setting long-term goals and determining a strategy for achieving them, it is necessary to take into account the real capabilities of the bank. When a credit institution is just introducing a strategic management system, it is necessary to set goals that are less stressful so that they are accurately realized. And managers felt that strategic management gives a positive result.

phasing. The implementation of the strategy in life takes place in stages: the solution of long-term tasks occurs through the implementation of medium-term and short-term goals. It must be remembered that the set goals can only be achieved through consistent work, constantly monitoring the implementation of the strategy.

Complexity. Creating a system for collecting and analyzing information allows you to respond in a timely manner to changes in the external and internal environment. In order to develop an effective strategy, it is necessary to take into account a large number of factors. At the same time, it is even more necessary to study the external environment, but also not to lose sight of the internal processes taking place in the bank. At the same time, for a credit institution, the problem of determining the competence, quality of labor resources and the overall ability to interact with the team to ensure well-coordinated work comes to the fore. A correct assessment of internal resources will allow the implementation of the planned strategy.

Priority. The long-term strategic line is a priority and decisive in relation to all subsequent work. The chosen development strategy and the way of its implementation serve as the basis for the construction of all operational plans for the activities of the credit institution. But most often, at this stage there is a delay. When it is necessary to make a quick decision, then often current interests prevail over strategic ones, even despite the fact that the bank has approved a strategy. It is important to learn how to follow the developed strategy.

The process of strategic management in a bank can be conditionally divided into the following stages, shown in Figure 1.

Fig.1. The process of strategic management in the bank.

Strategic analysis allows you to identify the current and possible future state of the external and internal environment of the credit institution. It is necessary in order to provide managers with the necessary information to develop a bank strategy. One of the main problems faced by banking analysts is the question of what exactly a strategic analysis should include, what information should be at the input and output. The search for the most effective tools for analyzing the performance of organizations has made it possible to create a large number of various systems of key indicators. These include: MBO (Management by objectives - MBO), BSC (Balanced Scorecard), EVA (Economic Value Added), ADL / LC models, HOFER / SCHENDEL model, Shell / DPM 1 model, BCG and GE / McKinsey models, SWOT -analysis, MACS (market-activated corporate strategy).

Let us dwell on a brief description of some methods.

MBO

The author of the concept of MBO (Management by Objectives - MBO) is Peter Drucker. MVO is a method of management by objectives that combines planning and control, as well as a way to motivate employees. The stages of the management process by objectives are shown in Figure 2.

Fig.2. Stages of the management process according to the objectives of the MVO (Source: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of Management: Translated from English - M .: Delo, 2000, p. 296).

P. Drucker believed that every leader in an organization, from the lowest to the highest level, should have clear goals that provide support for the goals of leaders at a higher level. Proponents of the MVO method believe that setting specific goals improves productivity because employees understand what results are expected of them and how this will affect wages. Moreover, the provision of public information about achievements in each area of ​​work stimulates the natural desire for competition and increases the productivity of the entire team of the bank. When implementing the MVO method, the following obstacles are possible:

1. Lack of interest and support from the top management of the bank;

2. Distortion of the concept, resistance if the MVO is used as a "whip" to increase control over employees;

3. Difficulties in setting goals;

4.Increased clerical work;

5. Lack of planning skills and effective use of working time among managers;

6. Lack of appropriate qualifications, if the managers implementing MVO methods do not have the skills to set goals, plan, share information, train, consult;

7. Lack of individual motivation. The system of remuneration is not sufficient or is not clear to the team, in some cases it is deliberately complicated and vague in order to create an authoritarian power of the leader;

8. Weak integration with other systems, such as forecasting, budgeting;

9. Strategy of inappropriate changes.

The design and implementation of an MVO program must be carefully planned, and those responsible for its implementation identified.

If the above threats are taken into account, then the use of the MVO method can improve the performance of a credit institution.

BSC (Balanced Scorecard)

Another method that can be taken as a basis for developing a bank strategy is BSC (Balanced Scorecard). Recently, it has become very popular and is being implemented in many global companies, many Russian banks are also showing interest in it.

BSC (Balanced Scorecard) - a balanced scorecard (balanced score card, balanced scorecard, balanced performance scorecard) is a system of strategic management and evaluation of its effectiveness, which translates the mission and overall strategy of the company into a scorecard.

The authors of the Balanced Scorecard method are David Norton and Robert Kaplan, a professor at Harvard Business School. The discovery of this method in 1990 became possible as a result of the search for alternative methods for measuring the effectiveness of the organization of the future within the research center Norlan Norton Institute of the audit and consulting company KPMG Peat Marwick. The study also involved managers of the largest companies representing various fields of activity, such as high technology, the production of consumer goods, and the service sector. As a result of the study, it was revealed that only financial indicators are not enough for an adequate assessment of the organization's activities.

The Balanced Scorecard is based on four pillars - finance, marketing, internal business processes, learning and growth. The system was called "balanced", as it was based on an integrated approach to the assessment of both tangible and intangible assets.

Finance: How will shareholders evaluate us in case of success? Financial results are key evaluation criteria current activities enterprises. The typical goals within the financial block are to increase the profitability of banking services, return on assets, return on equity, net cash flow, and net profit.

Marketing: How should we look in the eyes of the consumer in order to achieve the mission? As part of the implementation of the bank's marketing strategy, managers identify key market segments on which they intend to focus their efforts to promote and sell their products. The main indicators of the effectiveness of the marketing policy of a credit institution are: customer satisfaction and retention, acquisition of new customers, customer profitability, market share in target segments. Moreover, the importance of marketing research of the needs and preferences of target groups of customers is increasing. It should be noted that the involvement of consulting companies in such studies in terms of depth and quality, representativeness and independence of data, the efficiency of the use of financial and human resources is higher than the banks' own activities in this area. The results of such studies can give an understanding of what shortcomings exist in the work of a credit institution, what banking services need to be expanded and why, what customers are dissatisfied with and what needs to be done to improve the quality and speed of the services provided. The use of market research data enables managers to strengthen their marketing strategy, which should lead to higher financial performance in the future.

Internal business processes: What processes do we need to perform to satisfy the customer? What new technologies, software tools will be used in a credit institution? This can be telebanking, Internet payments, a call center, automated systems for accounting for the interaction between bank employees and customers, etc.

Studying internal business processes, monitoring bottlenecks that need to be improved and developed in order to strengthen competitive advantages will improve the quality of the bank's work.

Learning and Growth Perspective: How should the organization learn and develop to achieve the mission? This block of the Balanced Scorecard model defines the infrastructure that an organization must build in order to ensure growth and development in the long term. The long-term success and prosperity of a credit institution is difficult to ensure with the help of the technologies used at the moment. The growth and development of an organization is the result of the combination of three main factors: human resources, systems and organizational procedures. In order to secure a long-term presence in the market, a business must invest in the development of its employees, information technology, systems and procedures. In this block "Learning and growth", the main performance indicators can be the satisfaction of bank employees salary and accepted system promotions; retention of employees based on a well-thought-out system of promotion or transfer to more complex, responsible areas of work; improving the skills and qualifications of employees through permanent, mandatory economic training; conducting seminars and trainings with the invitation of third-party specialists. The completeness and timeliness of obtaining the information necessary for making managerial decisions, the generation of initiatives, and the efficiency of the information system of a credit institution depend on the quality of specialists.

Norton and Kaplan, talking about the experience of implementing BSC (Balanced Scorecard) in one of the banks, note that the mission of this bank was formulated as follows: "To provide the highest quality service to target groups of customers." Moreover, in the process of developing a corporate strategy, it became obvious that 25 top management representatives have a different opinion from each other regarding the highest quality service and an understanding of the target market segments. Only after the main goals and strategies of the finance and marketing block in relation to each of the products of the target customer groups were determined in the course of joint activities, a common understanding was reached. Further development of the system was transferred to more low level management, where managers were tasked with formulating strategies for the block of internal business processes and learning and growth.

The main disadvantages of BSC:

1. A scorecard can only be built after the strategy has been accepted and understood by all employees;
2. There is no responsibility for the overall result;
3. Focused more on managing assets and resources rather than financing them.

This system is used as the main business management tool that makes it possible to set individual and corporate goals, bring them to the consciousness of the team and managers at various levels, assess the feasibility of the goals set through the use of a balanced system of performance indicators, and receive quick feedback. The Balanced Scorecard has become an extremely convenient model that gives new analytical possibilities to the more traditional concept of MOS (Mission, Objectives, Strategies).

In order to effectively manage their strategy, banks need a management system that allows them to monitor their strategic initiatives. Balanced Scorecard meets these requirements and can be used as a tool for developing and implementing the strategy of a credit institution. But it must be understood that the implementation of a strategy begins with the training of those who must execute it. Through specially designed training programs, meetings at various levels, issuance of corporate newsletters at certain intervals and information systems, management must ensure the function of communicating the strategic vision to all employees of the bank.

EVA based management system

For the purposes of strategic management, a management system based on the EVA indicator can be used. The author of the EVA concept, Stuart Stern, also developed a concept called “EVA-based management system”.

The EVA-based management system is a financial management system that provides a single basis for decision-making by key and support personnel and allows you to model, monitor and evaluate decisions made in a single way: adding value to shareholders' investments. It appeared as a result of the development of the concept of value-based management. The EVA indicator has become a continuation of such indicators as ROI (Return on Investment) and ROCE (Return on Capital Employed). This concept is based on several principles:

· Owners invest capital to generate income;

The company was founded to receive additional income;

· The staff of the company is aimed at adding shareholder value through the motivation system.

EVA based management system is based on the mathematical formula of the indicator. EVA (Economic Value Added) - economic value added - is a financial indicator showing the actual economic profit of the enterprise.

The EVA is calculated as follows:

EVA = Net operating income after taxes - cost of capital.

Measurement. The system allows you to create a system for evaluating the company's performance, which most accurately expresses the actual profitability of the company.

Management system. The system covers the entire range of management decisions, including strategic planning, capital allocation, acquisition and sale of assets, setting goals.

Motivation The EVA-based remuneration system allows you to combine the interests of managers and shareholders.

Thinking style (Mindset). The introduction of a management system and remuneration based on this indicator leads to a change in the corporate culture.

The main disadvantages of the management system based on the EVA indicator include:

1. Linking employee incentives to EVA can lead to decisions that focus on the short-term benefits of cost savings;

2. The system of indicators consists only of financial indicators, which leads to an underestimation of such factors as personnel knowledge, information technology, corporate culture.

Thus, the use of a management system based on the EVA indicator makes it possible to plan the activities of a credit institution to add capital value in the interests of the bank's shareholders.

Model ADL/LC

Next on the list of models to consider is the ADL/LC model. The ADL / LC model states that, as in comparison with a living organism, any bank goes through four successive stages: inception, growth, maturity and aging (Fig. 3)

Fig.3. Life cycle stages according to the ADL / LC model.

A particular type of business or line of banking business may be at one of the indicated stages of the life cycle. It is quite natural that it is necessary to analyze it in accordance with the stage at which it is located.

In addition to changes in the stages of the life cycle, the competitive position of some types of business relative to others may also change. There are five competitive positions in which they can be. These are: dominant, strong, favorable, strong, weak. There is also a sixth one - unviable, it is clear that if a business is at this stage, then it leaves the market scene into oblivion (see Fig. 4).

Rice. 4. Competitive positions of the type of business according to the ADL / LC model

The combination of two parameters - 4 stages of the life cycle of production and 5 competitive positions - make up the so-called ADL matrix, consisting of 20 cells. At the beginning, the place of a particular type of business on the matrix is ​​determined along with other types of business of the credit institution, and, depending on the position of the type of business on the matrix, strategic solutions are proposed.

The main idea of ​​the concept of the ADL model is that the bank's business portfolio should be balanced. A balanced portfolio according to the concept of the ADL model has the following features:

1. Types of business are in different stages of their life cycle;

2. Cash flow is positive or equal to the amount of cash generated by mature or aging businesses and the amount spent to develop nascent and growing businesses.

3. The weighted average rate of return on net assets for all types of business satisfies the objectives of the credit institution.

The more types of businesses that occupy a leading, strong or favorable (noticeable) position, the better the bank's business portfolio. A bank's business portfolio of only mature and aging businesses can generate a high rate of return, but there must also be emerging and growing businesses that have good future prospects.

The strategic planning process within the framework of the ADL / LC model is carried out in three stages. In the first step, which is called “simple selection”, the strategy for the type of business is determined according to its position on the ADL matrix. The "easy selection" area covers several cells.

At the second stage, within each “simple choice”, the point position of the type of business itself suggests the nature of the “specific choice”.

At the third stage, the choice of the refined strategy is carried out. The choice of such a strategy is a step from strategic to operational planning. ADL offers a set of so-called refined strategies corresponding to each "specific choice". The refined strategies are formulated in terms of business operations and sound like recommendations to “develop business abroad”. ADL offers 24 such strategies.

The ADL model assumes the use of a RONA graph to balance a business portfolio. This graph is based on two parameters - the RONA indicator, expressed as a percentage, and the level of reinvestment.

The Y-axis in the ADL model represents the stage of maturity of the business sector, and the X-axis represents the competitive position of the type of business.

The maturity of an industry is defined as the result of the influence of certain external forces on the business and is qualified by four stages of the business life cycle.

Various stages of the life cycle of an industry are characterized by changes in time, in sales volumes, cash flow and profit in general.

In its structure, the ADL model is a 5x4 matrix, where all types of business of a credit institution are arranged in accordance with the stages of the industry's life cycle and their competitive positions. The matrix performs several functions. In addition to displaying the position of all types of business of a credit institution, each cell of the matrix corresponds to certain values:

Each cell is associated with a certain degree of profitability and cash flow.

Each cell implies a certain strategic decision regarding obtaining market share, strategic position and necessary investments.

Each cell is included in a certain area of ​​“natural choice”, which in turn indicates the possibilities of “specific choice”, as well as a number of “refined strategies” that can be applied in this case for this type of business.

Thus, the ADL/LC model compares favorably with visibility and ease of use.

The methodology of I. Adizes is based on a fundamental law, which states that all organizations, like living organisms, go through similar stages of the life cycle and demonstrate predictable and repetitive patterns of behavior. At each new stage of development, each organization faces a unique set of challenges and complexities. The success of an organization is determined by the ability of managers to manage the transition from one stage to another.

I. Adizes proposes not to solve the problems of the organization, but to teach the organization itself to solve its problems, to learn itself. According to I. Adizes, management is the process of achieving results and efficiency in the short and long term.

Itzhak Adizes suggested that the dynamics of organizational development, like the functioning of most physical, biological and social systems, is cyclical. He laid this idea in the basis of the theory of organizational life cycles. According to the Adizes model, nine natural successive stages can be distinguished in the life of an organization.

Let's analyze the life cycle according to I. Adizes using the example of Sberbank.

1. "Nursing" (1840-1850) - the stage of creating an organization. This stage precedes the creation of the organization, its physical birth. At this stage, the organization exists only as an idea with the future founder. Adizes likens the company at this stage to a jet that hasn't taken off yet but is already making a lot of noise. Similarly, the courtship stage is characterized by a lot of talking and a lack of action. But what happens at this stage is critical to the company's future success. The founder of the company conducts a kind of “testing” of his idea, dedicating all his friends and relatives to his plans.

For Sberbank given period fits into the framework of 1840-1850.

In 1840, the Ministry of Finance prepared the Charter of savings banks, which was approved by the State Council in the fall of the same year, and signed by Emperor Nicholas I on October 30 (November 12), 1841.

About the beginning of savings operations in Moscow, 600 printed notices were sent out. Another 400 advertisements were sent to factories and factories.

The first cash desk of Sberbank opened on March 1, 1842 in St. Petersburg in the building of the Board of Trustees on Kazanskaya Street, where it was located until 1917. Representatives of all classes, including the poorest, could use the services of the savings bank. In 1843, 2400 books for 38 thousand rubles were issued in the St. Petersburg Savings Bank, and 848 books in the amount of more than 15 thousand rubles in the Moscow Savings Bank.

In 1846, the St. Petersburg savings bank switches to a three-day, and Moscow - to a two-day working week. Prior to this, the box office worked only on Sundays, serving up to 70 people a day. In the same year, the Committee of Ministers considers a proposal to create savings banks in all provincial cities. In 1849, a savings bank was opened in Odessa.

2. "Infancy". The moment the risk is accepted, the nature of the organization changes dramatically. The focus shifts from ideas and capabilities to producing results. At this stage, the entrepreneurial energy is transformed into sustainable cash flows. The company at this stage needs sales. Sales are critical, because without cash flow, a company cannot survive. No more need for ideas, they can even be harmful at this stage. There are examples of companies that faced huge problems if they were absorbed in the product itself, its improvement, but did not work on sales. They constantly developed new versions of the product and could not stop in time.

At this stage, a paradox arises: the greater the risk that the founder has taken, the greater the necessary commitment to guarantee success. At this stage, the founder is no longer a dreamer, he is a result-oriented doer.

The "baby" company has the following main characteristics:

• - orientation to actions;
• - the practical absence of systems, procedures and rules;
• - high vulnerability of the company, which, in turn, causes the need for constant anti-crisis management;
• - sole decision-making by the founding leader and unwillingness to delegate authority.

"Infancy" of "Sberbank" - 1850-1917

By 1853, the total amount of deposits in Russia was about 490 thousand rubles, of which 231 thousand rubles fell on provincial officials.

The result of the work interdepartmental commission, created in 1858, was a large-scale reorganization, in the light of which the savings banks received state status and became an integral part of the Russian banking system.

In 1860, by decree of the emperor, savings banks are transferred from the Board of Trustees and the Ministry of the Interior to the Ministry of Finance.

The new charter of savings banks, approved by Emperor Alexander II in 1862, allows opening cash desks in all large and small cities of Russia. The bank goes beyond the borders of the two capitals, the era of its wide regional presence begins.

For a decade, savings banks have been actively developing their branch network. In 1889, the Bank opened branches at plants, factories, as well as in the institutions of the postal and telegraph department. The Bank's services are becoming more accessible to ordinary citizens.

In 1896, a new method of accounting for depositors came into force, according to which savings banks divide depositors not by class, but by occupation. Two decades later, the most significant category of clients are those engaged in "agriculture and rural craft", i.e. peasants.

For a long time only men worked in savings banks. It was only in 1902 that women received the right to be employed.

During the First World War, savings banks were created at field treasuries, which simplifies access to cash desk services for soldiers and officers of the army in the field. At the same time, savings banks carry out government loans for the needs of the front.

In 1915, the savings banks were able to take custody of government securities and manage them.

In 1917, despite the civil war, the development of the savings business proceeded at an accelerated pace, the number of cash desks increased by 656, and the number of depositors by 354.

It should be noted that the concept of the Adizes life cycle cannot be applied to Sberbank in the Soviet period, since at that time there was a Planned Economy. However, we note the achievements of Sberbank of that period.

1918 - 1990 - "Sberbank" in the years of Soviet power.

In 1918, the Decrees of the Soviet government undermined the foundations of the pre-revolutionary savings system: the payment of state loans was stopped, the secrecy of deposits was abolished, and a limit was set on the amount of deposits on accounts, the excess over which was confiscated.

1920-1930s. In the first years of Soviet power, the popularization of the savings business among the population took on an unprecedented scale. All possible means are used - advertising printing, film propaganda, propaganda trains, variety theater groups are involved.

In 1929, the regulation on the state labor savings banks was adopted, which significantly expanded the scope of their activities. The Regulation secured the status of a unified credit institution. In the same year, the introduction of non-cash payment transactions began.

In difficult wartime, savings banks ensured the unity of the front and rear, attracting the population to participate in military loans. As a result, proceeds from loans amounted to almost 90 billion rubles, which made it possible to cover about 1/6 of the military expenditures of the USSR.

Savings banks played an important role in the post-war reconstruction of the country, placing loans for the restoration and development of the national economy and, thereby, uniting the people of the whole country to solve heroic tasks.

1960-1990 In 1963, the general acceptance of utility, tax and other payments from the population began, which made it possible to significantly increase the number of depositors and make the “communal apartment” the hallmark of the bank.

In the 70s, the automation of the work of savings banks took place, which required the training and education of new qualified personnel.

In the 80s, great importance in expanding the range of services was given to lending to the population - as a qualitatively new form of the Bank's activity. Now the Bank provides a full range of operations: attraction, placement of funds and settlements. One of the most important events was the issue by Sberbank in 1989 Visa cards International and the creation of an ATM system for their service.

1991-1993 "Infancy".

In 1991, the General Meeting of Shareholders established the joint-stock Savings Bank of the Russian Federation. Transformation of Sberbank into a joint stock commercial Bank laid the foundation for the development of Sberbank as a universal commercial bank all-Russian scale and the beginning of the formation of its modern image.

1994-1999 "Rapid Growth Stage". Relative financial stability, sales growth. This is a new stage of internal responsibility of the organization. The situation is dangerous because survival looks like prosperity, although this stage is still far away. Installation "We all can!" can lead to the death of the company. The prospect of expanding the scope of activities is too tempting. Therefore, I. Adizes defines the main organizational task of this stage "from the opposite": the company must clearly define for itself what it should not do. The desire to embrace the immensity, including the unknown to the employees of the company, can destroy the organization in one moment.

The company at this stage is not yet internally structured: people decide, not positions. Quite contradictory, according to Adizes, is the role of the founder-manager. He tries to delegate authority and responsibility to the employees of the organization, because he feels it is impossible and inappropriate to concentrate all decisions in his own hands at this stage of development. However, in reality, nothing is decided without the head of the company, and this is the fault of the head - he is afraid of losing control over the situation.

During the rapid growth stage, the relationship between the organization and the external environment tends to be flawed. The company reacts to market opportunities rather than anticipating or planning for them. Goes on about favorable (as it seems) circumstances. As a result, the organization is increasingly operating by trial and error, which is very fraught. And the danger is higher, the better things go.

This is a very crucial moment for the manager in determining when it is necessary to move from intuitive administration to professional management.

It should be recalled that under the conditions economic crisis that struck Russian economy in 1998, Sberbank remained one of the few domestic banks that continued to regularly fulfill all of its obligations to depositors, customers, and foreign counterparties.

2000-2007-"Youth". The rebirth of an organization is a long and painful process. Decentralization, delegation of authority are becoming necessary. The emergence of a figure of a professional manager (executive director, vice president) is fundamental. The search for such a person is very difficult. He must perform functions that were previously absent or dispersed, that is, to be able to do what those who work in the company are not able to do, what they are not ready for, and at the same time, both the founder and his associates involuntarily look for “their”, “ similar to us.” “Youth” is a time of conflict. People begin to take care of themselves, ambitions appear. The relationship between founder and manager, manager and veterans, veterans and newcomers is contradictory.

At the same time, management experts say that 90% of everything that happens in the company takes place at the informal level. At the stage of "youth" there is also such a problem as a conscious contradiction between the needs of the company and the needs (primarily financial) of its employees.

It should be recalled that during this period, the total share of Sberbank in the Russian market plastic cards in the early 2000s was about 30%. Sberbank is the leader Russian market banking services, it accounts for 67% of deposits, 46% of the retail lending market and 31% of the commercial loans market.

"Blossom". This is the stage of balance between self-control and the flexibility of the organization, this is the knowledge and correlation of goals, opportunities and means of achieving. Theoretically, "flourishing" can last indefinitely, provided that the organization grows quantitatively and qualitatively - due to the influx of new forces, the creation of subsidiaries and, most importantly, the preservation of the spirit of entrepreneurship.

"Flourishing" is the optimal conditions for the life cycle of an organization, achieving a balance between self-control and flexibility.

There are 2 parts of this stage - the growing "Flourishing", which Adizes calls "Early Prime" (Early Prime) and the second stage - "Late Bloom" (Late Prime).

"Early Blossom". Characteristics of the organization at this stage:

• - shared vision and organizational values;
• - controlled and developed creativity;
• - change of priorities;
• - functional systems and organizational structure;
• - expected superiority in the market;
• - growth in both sales and profits;
• - organizational fertility;
• - inter- and intra-organizational interaction and relationships.
• 2008 - our time - "Early Blossom". One of the significant achievements of Sberbank is that in 2008 the management adopted a development strategy for Sberbank until 2014, the main goal of which is to turn Sberbank into one of the best financial institutions in the world http://2011.report-sberbank.ru/ reports/sberbank/annual/2011/gb/Russian/10454010.html.

Ambitious goals were set: a threefold increase in profits, return on equity of at least 20%, strengthening of competitive positions, entry into international markets. According to the results of work in 2009-2013, Sberbank solved most of the tasks set.

Table number 2

Results of the implementation of the strategy -2014.

Sberbank exceeded its target for profit and return on equity. Today, in terms of return on capital, Sberbank is 1.5 times higher than the average market indicators and almost 3 times the profitability of the largest Russian banks with state participation.

In most areas of Sberbank's work, it was possible to reverse the trend of declining market share and strengthen the Bank's market position. Sberbank today accounts for 30% of the assets of the Russian banking system. The loan portfolio of legal entities and individuals doubled. The Bank provides about 45% of all long-term lending to the economy, almost half of the mortgage market of the Russian Federation and about 70% of the total financing of state bodies and municipalities. In the retail deposit market, Sberbank retains its leading position with a share of about 45%, but this segment remains highly competitive and complex.

Sberbank expanded its presence in the financial services markets and became a truly universal bank. Acquiring and integrating investment company"Troika Dialog", he entered the markets of investment banking services and products of global markets.

Together with its partners, the bank is developing point-of-sale lending services based on Setelem Bank and modern payment solutions based on Yandex.Money. Sberbank has successfully entered the new insurance market.

As part of Strategies until 2014 five priority themes were identified for the development of Sberbank. For each of them, significant results have been achieved:

1. "Facing the client" - building a customer-oriented service company. As part of this program, the quality of service for all categories of our customers has been improved. New service standards and methods were implemented in branches, and more than 3,000 outlets were converted to a new modern format. A convenient mode of operation for customers was introduced, queues were sharply reduced.

Politeness and proactivity have become the new standards for the work of employees. Along with the development of traditional offices, full-fledged and market-leading Internet banking and mobile bank. Almost from scratch, the infrastructure of contact centers for telephone service was built. Today, Sberbank has 58 million active bank cards, nearly 82,000 ATMs and terminals across the country, 8.5 million Internet banking users and more than 12 million mobile banking customers, and the share of operations in remote channels has reached 80%. Having created the institution of client managers specialized in segments, the quality of work with corporate clients has been improved.

• 2. Industrial revolution - standardization and centralization of functions, transfer of processes and procedures of Sberbank to industrial basis. The Bank has implemented an advanced risk management system that complies with the requirements of the Basel Committee on Banking Supervision. The "Loan Factory" and the new lending process have made it possible to increase the speed of processing applications by 10 times. Today, Credit Factory processes more than 50,000 applications per day. The Bank's IT landscape was radically rebuilt, many previously absent systems were created, the process of consolidating the IT infrastructure and the transition of the main banking systems to a single platform. The functions of processing and supporting banking operations were centralized, and labor productivity was greatly increased. Now it is 15 centers instead of 800 in 2008.
• 3. The production system of Sberbank - the introduction of the ideology of continuous improvement. On the basis of Lean and Six Sigma approaches, the Sberbank Production System (PSS) was developed and replicated throughout the country, thanks to which more than 150 thousand people were trained, who became direct participants in the Bank's change program. Within the framework of the PSS, it was possible to use the creative energy and intellectual potential of a huge number of our employees through the mechanisms of crowdsourcing and "distributed intelligence". The result was a simultaneous increase in sales performance, customer satisfaction and employee engagement. At the initial stages, productivity growth was at least 25%, and its sustainable further improvement was also ensured.
• 4. Investment in human capital-- modernization of the personnel management system. A new modern system of selection, hiring, training, career planning and effective staff motivation was introduced. Investments in training and development were significantly increased, mechanisms for mentoring and a personnel reserve were implemented. There has been a significant renewal and improvement of the quality of the Bank's management team.
• 5. Development of operations in international markets - the development of an international presence and an increase in the role in the global financial system. Sberbank has become a truly international group - it acquired banks in Turkey and Eastern Europe (DenizBank and Volksbank International, now Sberbank Europe) and expanded the banking network in the countries where Sberbank operates. Today, the bank operates in 22 countries, has more than 10 million clients outside of Russia, and foreign assets account for more than 12% of the Group's total assets.

At the same time, not all the goals of the Strategy-2014 were implemented in full. First of all, this concerns the decrease in the market share of retail deposits in Russia, the efficiency of cost management, the reliability of IT systems and the maturity of a number of management systems and processes. These tasks will certainly become the focus of the new strategy as part of the continued work on the modernization of the Bank.

Sberbank strategy for 2014-2018

Sberbank's strategy is aimed at further strengthening its position as one of the leading and stable financial institutions in the world. Over the next five years, it should double its net income and assets, achieve a breakthrough in cost management efficiency, improve Tier 1 capital adequacy ratios, and return on equity should remain above global peers. However, the goal of doubling net profit and maintaining its annual growth rate at the level of 14-16% per year is quite ambitious in the face of macroeconomic instability and increasing pressure from regulators and competitors.

To achieve this goal, Sberbank must solve the following tasks:

• - strengthening the bank's competitive position. To do this, it is necessary to maintain or increase the share of Sberbank in most markets. This will ensure growth rates of the bank's business volumes exceeding the general market indicators. This factor will be especially significant in products settlement and cash services, working with small and medium-sized businesses in the Russian Federation and in a number of foreign markets;
• - Ensuring high efficiency of the Cost Management Group. Sberbank should become one of the leaders in the world in terms of its efficiency. The most important task of the Group is to increase revenues faster than expenses, which will lead to an improvement in the Group's target indicators (reducing the ratio of operating expenses to operating income (before reserves) to the level of 40-43% and the ratio of operating expenses to assets to a level of no more than 2.5% in 2018). This can be achieved by implementing large-scale transformations in the organization of the sales and customer service system and improving the efficiency of operations aimed at significantly increasing labor productivity;
• - maintaining a sufficiently high quality of assets. Another key goal of Sberbank's development strategy is to ensure an optimal ratio of profitability and risk in lending operations.

Implementation of the Strategy 2014-2018 will be carried out with the full integration of the activities envisaged within its framework into all management processes and systems of the Bank: business planning, project management, systems of motivation and performance management of managers. A constant focus on achieving the planned results and verification of the compliance of the results obtained with the planned ones will also be ensured through additional monitoring and updating procedures.

In conclusion, let us quote Adizes' statement about the current situation in Russian business. Adizes believes that the main reason for all the troubles in Russia is that “people in Russia, in principle, are not used to expressing their opinions, sharing ideas, and even the current elite demonstrates this quality. The whole problem is that Russia has been under a dictatorial regime for a very long time. Honestly, I can’t judge the full picture in the country, because I worked only with large companies, but I know that people are still afraid of their bosses, fear is considered the main motive for work, and companies are still very hierarchical. Business in Russia is in a state of transition, in transit between old and new patterns of behavior” http://2011.report-sberbank.ru/reports/sberbank/annual/2013. The second reason is “corruption is the most basic thing to pay attention to. When even the people in the government are corrupt, who will take care of it? I think this is Russia's biggest problem. The rest, compared to her, is very easy to solve.

What is the value of the theory of I. Adizes for Russian organizations? The I. Adizes curve allows us to analyze not only possible scenarios for the development of the organization as a whole, but also the prospects for attracting certain managers to work in the company. In addition, the theory of life cycles makes it possible, unlike many other models, to see the dynamics of the organization, and not to consider it as a static entity. The idea of ​​the dynamics of the organization allows, in particular, to draw a conclusion about the timeliness of certain management decisions. Premature implementation of regular management is a typical mistake of many new Russian companies leading to their early bureaucratization.

Thus, the theory of life cycles by I. Adizes can help both practicing managers and management and organizational development consultants in designing and diagnosing organizations, as well as in implementing organizational change projects.

Life cycle banking service(ZhTsBU)

The life cycle of a banking service is a process that should describe all elements of marketing from the moment a decision is made to provide a particular service, its entry into a particular market, and until its withdrawal from the market.

Consider the traditional stages of the life cycle of a banking service:

• - the stage of introducing a new service to the market;
• - stage of growth;
• - stage of maturity;
• - stage of recession;

This type of product life cycle is called classical, as it occurs most often, and certain stages of development and the necessary types of marketing for each of them are best developed for it. This cycle goes through classic banking services, the provision of which can be carried out throughout the entire period of the bank's existence.

During the implementation phase, the goal of marketing is to create a market for a new service. Typically, a modification to a familiar service will increase sales faster than a major innovation. At this stage, competition is not active. Losses are due to the existence of a high level of costs for the provision of services and unsuccessful marketing. Often the level of profit is not very high. Depending on the specifics of the service and the market, the bank can set a high "prestigious" price for its product or a low one - the so-called "entry price" for the mass consumer (client).

At the growth stage, the goal of marketing is to expand the sales and assortment groups of a particular service. Sales increase, the bank receives high profits. Weak competition allows the mass market to purchase the necessary services from a limited number of banks and pay for them. In accordance with the growing market, modified versions of the basic service are offered, which suits the interests of a particular client, expands sales. For this, there is a price range and persuasive advertising is used.

At the maturity stage, banks try to maintain their distinctive advantage for as long as possible. Competition is at its peak and discounts are on the rise. At this stage, services are provided to the mass market, customers and counterparties with average incomes. Many individual banks provide a full range of services at minimum price levels.

During the decline phase, there are three alternative directions for marketing activities:

• 1) a gradual reduction in marketing costs due to a decrease in the volume of services offered and the number of branches / branches / distributing them. At the same time, the bank should start offering a number of other specific traditional and non-traditional services;
• 2) revitalization of the volume of services offered, that is, changing the market position by modifying the service itself, finding an alternative market and / or / forms of sales, ways to promote services to customers and advertising;
• 3) termination of production and provision of these services.

Consider the main stages of creating a service:

Search for an idea to create a new service or upgrade an existing one and forecast demand for it. Creation of a banking service. Implementation of a banking service and expansion of a set of related banking services, creation of various modifications of the service depending on the specifics of a particular consumer for various market segments ("niches", "windows"). Analysis of the results of the introduction of a new service.

Stage I. Searching for an idea to create a new or upgrading an existing service and forecasting demand and the likelihood of success if the "idea" is implemented, depending on the amount of costs and the timing of bringing new services to customers. At this stage, elements of a functional cost analysis are often used. At the same time, the marketing services of the bank prepare:

• - reviews of this service and, or its analogues with an assessment of their possible effectiveness;
• - research and forecasting of demand for a new service;
• - analysis of the effectiveness of the bank's services, based on the feasibility of their development in the future;
• - summarizing the proposals of the functional divisions of the bank and its branches on improving work with clients, based on their needs;
• - recommendations for the implementation of a specific service or modification of the current one.

The business plan is intended primarily to justify the economic feasibility of introducing or developing a service, it should contain:

• - review of existing legal, regulatory, technical and methodological documents on the regulation of the service;
• - description of the existing (if any) practice of providing the service;
• - characteristics of the segment of potential consumers of the service;
• - a description of the readiness of the Bank's services for the implementation (adjustment) of the service;
• - proposals on the timing of the development and implementation (adjustment) of the service, the required resources (development of terms of reference, programs, pilot implementation);
• - expected economic results of the introduction (adjustment) of the service;

financial plan for developing a program for introducing services to the market.

The service must satisfy the demand, provide some kind of benefit of a certain type and quality. To expand the range of services that the bank could implement with optimal benefit for itself and its customers.

Stage II. Creation of a banking service includes:

• - marketing survey of the market with the calculation of the possible volumes of providing a new service to customers and counterparties;
• - analysis of the need for additional functions, personnel changes and technical equipment of the bank's services and, on this basis, coordination, preparation of orders, instructions and their implementation;
• - ensuring optimal costs for the creation of a service based on the possible demand and income for the implemented service;
• - preparation of methodological and normative material and training bank employees to use it in working with a client;
• - determination of incentives for bank employees when creating and implementing a service.

Stage III. The introduction of banking services includes primarily:

• - advertising;
• - sales promotion; propaganda;
• - personal sale, carried out through a complex of communications.

That is, a service in real performance, which is determined by such an indicator and factors as the real level of quality and the presence (or absence) of a margin. This is a real set of services that the bank offers and sells to its customers, including all types of services, such as additional lending, special conditions for certain banking services, such as leasing, factoring, trust operations.

Thus, the service receives public recognition, which makes it possible to develop and make a profit.

Stage IV. Analysis of the results of the introduction of a new service consists of:

• 1) Analysis of the customer base of the service: dynamics of the number of users (total number of users, number of newly attracted customers, number of users who abandoned the service); territorial distribution of users (client dynamics in the territorial context); dynamics of the structure of the client base (legal entities, individuals, form of ownership); analysis financial condition bank clientele (liquidity, turnover, fundraising, profitability);
• 2) Analysis of the volume of service provision: dynamics of the volume of service provision (by legal, individuals, forms of ownership, territory); dynamics of the volume of related services;
• 3) Analysis of the costs of the services provided: the dynamics of the labor resources used (total number of employees, directly employed with the client, employed in auxiliary operations, wage fund); dynamics of technical support (number, cost of acquisition and operation); dynamics of cost effectiveness (the ratio of costs to the volume of services provided by bank branches);
• 4) Calculation of the effectiveness of the introduction of a new service with proposals for its future prospects.

Efficient provision of banking services is the main activity of any bank. In order to make a profit and exist, a banking institution must produce its service, determine its price and enter the market with it. In other words, a banking service is a product that satisfies some demand and is intended for sale in the market. The product of the bank is specific - these are banking services, which are operations with money or securities- the equivalent of money.

The effectiveness of the process of creating and introducing a specific banking product to the market determines the product policy of a banking institution. The essence of the commodity policy is to determine and maintain the optimal structure of the set of services provided that need to be sold from the point of view of the goals of the bank itself and its customers. The main objectives of the commodity policy are: the definition and satisfaction of the needs of consumers - customers; optimal use of technological knowledge and experience of bank employees; optimization of financial results; the transformation of potential banking services into real services, while respecting the principle of their flexibility.

The basis for the proposal to enter the market with a banking service should be the product strategy and policy of the bank developed by the strategic service of the bank on the basis of information and analytical materials of the marketing departments. The strategy and policy of the bank is formalized into plans for the development, provision, and sale of specific banking services. Banking service planning is a continuous decision-making process for all aspects of the development and delivery of banking services.

It should be noted that usually the management of a banking institution uses several types of strategies in parallel, depending on the specifics of the various services provided to customers, the conjuncture of individual markets (segments). The expansion strategy for controlled market segments involves increasing the sales of existing services in already conquered markets. To implement such a strategy, there are the following opportunities: to use the weaknesses of banking services provided by competitors; convince potential consumers to use the offered service of this particular bank and attract new customers; offer additional services related to the acquisition, provision and maintenance of their own services.

The product development strategy is based on intensive scientific and practical work to improve the already provided services, expand their modifications and methods of provision, which improves their consumer properties.

Banking services are positioned. This means determining its features, characteristics that distinguish the existing service from analogue services or substitute services. Positioning strengthens the position of a particular service in a particular market segment and improves the service's relevance to the needs of certain customers.

The assortment policy of the bank is determined, that is, the optimal set of services provided for successful operation in the market and ensuring the efficiency of the bank's activities as a whole, which can be expressed in the following areas:

• - product differentiation, that is, the allocation of their own services, different from the services of competitors, providing them with separate niches of demand;
• - narrow product specialization (concentration of the bank's activities on the provision of certain banking services).

Most often, specialized banks are guided by this direction; commodity diversification, which is mainly followed by universal banks.

The strategy of conquering new markets involves expanding the service sector of external and internal markets, increasing the number of real consumers.