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INTRODUCTION

An important role in the development of the banking system is played by the increasing competition in the banking services market. The most important component of banking policy is the resource base, which consists of equity capital and funds raised on a repayable basis.

Attraction of funds for deposits is the most important part of the deposit policy of commercial banks.

Commercial banks invest money attracted in deposits in the economy. The depositor receives a remuneration for the savings placed in the bank. Lapusta M.G., Mazurina G.Yu., Skamay L.G. Finances of organizations, Moscow: INFRA-M, 2014, p. 575

The modern banking system of the Kyrgyz Republic is characterized by a transition to a qualitatively new stage of development, due to the increasing competition of credit institutions and the need to maintain or strengthen market positions, which affects all spheres of banking activity without exception.

Relevance of the topic the final qualification work is due to both a significant increase in the role of deposit policy in ensuring the stability of a commercial bank, and the need for comprehensive research of the deposit policy of a commercial bank in relations with clients.

In a market economy, the process of forming bank liabilities, optimizing their structure and, therefore, the quality of management of all sources of funds that form the resource potential of a commercial bank, is of particular importance.

Obviously, the bank's stable resource base allows it to successfully carry out loan and other active operations. Therefore, each commercial bank strives to increase its resources.

Passive operations include:

Attraction of funds to settlement and current accounts of legal entities and individuals;

Opening of urgent accounts of citizens, enterprises and organizations;

Issue of securities;

Loans from other banks, etc.

Raising funds from legal entities is especially beneficial for the bank, since legal entities are the most reliable and profitable clients.

The purpose of the final qualifying work is the definition of the essence of the bank's deposit policy, the study of the processes of formation of the deposit policy, mechanisms for its implementation, as well as the development of proposals to improve the deposit policy of OJSC "FinanceCreditBank", identification of problems and proposals for solutions.

To achieve this goal, it is necessary to solve the following series of tasks:

Determine the place and role of deposit policy in banking policy;

Investigate the goals and objectives of the deposit policy of a commercial bank;

Identify the factors that determine the deposit policy of a commercial bank;

Analyze the structure of deposits and deposit operations of OJSC FinanceCreditBank.

The subject of research the work deals with the economic and organizational relations that develop in the process of formation, implementation and assessment of the deposit policy of a commercial bank.

Research object the current practice of formation and implementation of the deposit policy of OJSC "FinanceCreditBank"

In the first chapter considered the theoretical foundations of the analysis of the deposit policy of a commercial bank, their principles and functions.

In the second chapter the economic characteristics of the bank's activities, as well as the dynamics and structure of deposit operations are considered.

In the third chapter the problems and prospects of the deposit policy development are considered.

Methodological basis of the research. The theoretical and methodological basis of the final qualification work was the works of leading foreign specialists, revealing the laws of development of a market economy, the foundations of organizing and managing the activities of a commercial bank, economic and organizational aspects of the formation of banking policy. Theoretical developments of a number of prominent scientists in the field of banking: A. Babicheva, G. N. Beloglazova, E. N. Vasilishen, E. P. Zharkovskaya, E. F. Zhukova, L. P. Krolivetskaya, V. I. Kolesnikova, G. G. Korobova, O. I. Lavrushina, G. S. Panova, A. M. Tavasieva, K. R. Tagirbekova.

CHAPTER1 . THEORETICAL BASISFORMATION OF DEPOSIT POLICY OF A COMMERCIAL BANK

1.1 Content, principles and functions of the deposit policy of a commercial bank

A fund of funds formed on a paid basis is used to invest in active instruments. Passive operations, therefore, are primary in relation to most banking operations aimed at generating income. In this regard, the attracted funds should be considered as an independent object of policy.

The deposit interest rate policy is a set of measures aimed at mobilizing by banks funds of legal entities and individuals, as well as the state budget in the form of deposits (deposits) with the aim of their subsequent mutually beneficial use.

The deposit policy is designed to ensure that creditors benefit from placing their temporarily free funds, as well as the opportunity for banks to profitably use the resources they hold in active operations. The deposit policy is the strategy and tactics of a commercial bank to attract customer funds on a returnable basis. A.P. Nasyrova Deposit policy of a commercial bank // - 2014. - No. 2; Eremenskaya L.I. The role of image in the company's reputation / L.I. Eremenskaya, O. V. Stepnova // Scientific perspective. - 2014. - No. 7 (53).

The bank's deposit policy should include:

Development of a strategy for the implementation of the bank's activities on

attracting funds to deposits, based on a comprehensive market research, that is, an analysis of the financial environment, the place and role of the bank in the field of fundraising, diagnostics and forecasting;

Formation of tactics of a commercial bank to develop, offer and promote new bank deposit products for clients (in the field of commodity, price, sales and communication policies);

Implementation of the developed strategy and tactics;

Monitoring the implementation of the policy and its effectiveness;

Monitoring of the activities of a commercial bank to raise funds.

The main document regulating in commercial banks the process of attracting temporarily free funds of enterprises, organizations and the population to bank accounts in various kinds of deposits (deposits) is the bank's deposit policy. This is a document that is developed by each bank independently on the basis of the bank's strategic plan, analysis of the structure, condition and dynamics of the bank's resource base and based on the prospects for its development. In addition, such documents are used that determine the main directions and conditions for the placement of attracted funds, such as "Credit policy of the bank" and "Investment policy of the bank".

The document "Bank's deposit policy" should define its strategy for raising funds to meet statutory requirements, goals and objectives defined by memorandums on credit and investment policies with a focus on maintaining the bank's liquidity and ensuring profitable work.

Specifically, the bank provides for: A.P. Nasyrova. Deposit policy of a commercial bank // - 2014

Prospects for the growth of the bank's own funds (capital), and hence the ratio between own and borrowed funds;

Preferred types of deposits and deposits, the timing of their attraction; the ratio between time deposits (deposits) and the term "on demand";

The main contingent of deposits and deposits, that is, the category of depositors;

Geography of attraction and borrowing of funds;

Desirable creditor banks for interbank loans, terms of attracting the latter;

Conditions for attracting deposits (deposits) and interbank loans;

The ratio between ruble and foreign currency deposits (deposits);

New forms of attracting funds to deposits;

Special conditions for opening certain types of deposits (deposits);

Measures to comply with the bank's risk standards for borrowed funds.

The classification of subjects and objects of the bank's deposit policy is presented in Figure 1.1. Eremenskaya L.I. The role of image in the company's reputation / L.I. Eremenskaya, O. V. Stepnova // Scientific perspective. - 2014. - No. 7 (53).

Figure 1.1. The composition of subjects and objects of the deposit policy of a commercial bank.

A deposit policy must first of all meet the following requirements:

Economic expediency;

Competitiveness;

Internal consistency.

The subjects of the deposit policy of a commercial bank include clients of the bank, commercial banks and government agencies. The objects of the deposit policy include the attracted funds of the bank and additional services of the bank (comprehensive services).

The formation of the deposit policy of a commercial bank is based on both general and specific principles, which is clearly reflected in Figure 1.2. Eremenskaya L.I. The role of image in the company's reputation / L.I. Eremenskaya, O. V. Stepnova // Scientific perspective. - 2014. - No. 7 (53).

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Figure 1.2. Principles for the formation of the deposit policy of a commercial bank

General principles of deposit policy are understood as principles that are common both for the state monetary policy pursued at the macroeconomic level, and for the policy at the level of each particular commercial bank.

These include the principles of an integrated approach, scientific substantiation, optimality and efficiency, as well as the unity of all elements of the bank's deposit policy.

An integrated approach is expressed both in the development of theoretical foundations, priority directions of the bank's deposit policy from the point of view of its development strategy, and in determining the most effective and optimal tactics and methods of its implementation for this stage of the bank's development. Banking. / Ed. O.I. Lavrutin. - M .: Banking and Exchange Scientific Consulting Center, 2013 p. 342

The specific principles of the deposit policy include the principles of ensuring the optimal level of bank costs, security of deposit operations, reliability, since the bank, by accumulating temporarily free funds for the purpose of their subsequent placement, seeks to receive income not at any cost, but taking into account the realities of the market in which he carries out his activities.

Compliance with the listed principles allows the bank to form both strategic and tactical directions in the organization of the deposit process, thereby ensuring the efficiency and optimization of its deposit policy. One of the important issues of the work is the question of the boundaries of the deposit policy of a commercial bank, which is understood as a certain permissible limit for the accumulation of temporarily free funds of legal entities and individuals by the bank.

At the same time, a classification of these boundaries is given according to the following criteria:

Depending on supply and demand in the deposit market (economic boundaries);

Depending on the subjects of deposit relations (external and internal borders);

Depending on the urgency of the deposit relationship (time limits);

Depending on the geographical principle (territorial boundaries);

Depending on the volume and structure of the funds raised (quantitative and qualitative boundaries). Balabanov I.T. Banks and banking: study guide d

for universities / I. T. Balabanov.

In a generalized form, the classification of boundaries is shown in Figure 1.3.

Figure 1.3. Boundaries of the deposit policy of a commercial bank.

In this matter, it is also advisable to consider the mechanism of formation of the deposit policy of a commercial bank. Each of the stages of the formation of the deposit policy of a commercial bank is directly related to the others and is mandatory for the formation of an optimal deposit policy and the correct organization of the deposit process.

The successful implementation of the goals and objectives set by the bank in the process of developing and implementing the deposit policy largely depends on the efficiency of the functioning of this mechanism. The scheme of formation of the deposit policy of a commercial bank is shown in Figure 1.4.

Figure 1.4. Scheme of the formation of the deposit policy of a commercial bank. M.V. Klyuchnikov Economic and statistical analysis of the structure and dynamics of indicators of passive and active operations of a commercial bank // Finance and Credit. 2013. No. 12 (126). page 21

1.2 Classification of deposit operations of commercial banks

Operations to attract funds to banks, the formation of their resources for the purpose of their subsequent placement and income, are passive operations of the bank. The bank's passive operations include: raising funds to settlement and current accounts of legal entities and individuals, opening time deposits, obtaining interbank loans, forming the bank's equity capital, issuing its own securities, and more.

Hence, all passive operations can be subdivided into:

Deposit, including obtaining interbank loans;

Non-deposit or emission. Banking. / Ed. O.I. Lavrutin. - M .: Banking and Exchange Scientific Consulting Center, 2013 p. 342

A deposit (deposit) is monetary funds (in cash and non-cash form, in national or foreign currency) transferred to the bank by their owner for storage under certain conditions.

Deposit accounts can be very diverse and their classification is based on such criteria as the sources of deposits, their purpose, the degree of profitability, etc., however, most often the category of the depositor and the form of withdrawal of the deposit are used as a criterion.

Deposit operations are classified as: Balabanov I.T. Banks and banking: textbook for universities / I. T. Balabanov.

Deposits of legal entities (enterprises, organizations, other banks);

Individual deposits.

2. In terms of economic content:

By forms of withdrawal;

According to the order of using the stored funds.

3. By the form of withdrawal of funds:

Time deposits;

Demand deposits;

Savings deposits of the population.

Demand deposits occupy the largest share in the structure of attracted funds from banks. Demand deposits represent funds that can be claimed at any time without prior notice to the bank from the client. These include funds in current, settlement, budget and other accounts associated with the settlement or targeted use of funds.

Demand deposits are the most liquid. Their owners can use the money on demand accounts at any time. The advantage of demand deposit accounts for their owners is their high liquidity.

The main disadvantages of demand deposits for their owners is the payment of low interest on the account, and for the bank - the need to have a higher operating reserve to maintain liquidity. Thus, the features of a demand deposit account can be described as follows:

The deposit and withdrawal of money is carried out at any time without any restrictions;

The bank pays low interest rates or does not pay at all for keeping funds on demand accounts;

Reservation for all types of borrowed funds 2.5%.

Due to the high mobility of funds, the balance on demand accounts is not constant, sometimes extremely volatile. However, despite the high mobility of funds on demand accounts, it is possible to determine their minimum, not decreasing balance and use it as a stable credit resource.

With the help of demand deposits, the problem of making a profit by the bank is solved, since they are the cheapest resource, and the costs of servicing the settlement and current accounts of clients are minimal.

Demand deposits have the largest share in the structure of attracted funds from most commercial banks. Republic "On the National Bank of the Kyrgyz Republic, banks and banking activities" dated December 16, 2016 No. 206 However, the optimal share of these funds in the bank's resources is up to 30-36%.

An increase in the share of demand deposits in the bank's financial resources reduces its interest expenses and allows for a higher profit from the use of these funds in bank assets. But at the same time, checking accounts are the most unpredictable element of liabilities.

Therefore, their high share in the borrowed capital greatly weakens the bank's liquidity. In this regard, an important task of management is to determine the optimal structure of the bank's deposit base.

Time deposits are in second place in terms of importance for banks, since they are stable and allow the bank to have depositor's funds for a long time.

Time deposits are funds credited to deposit accounts for a strictly specified period with interest payment. The rate on them depends on the size and term of the deposit. The fact that the owner of a fixed-term deposit can dispose of it only after the expiration of the agreed period does not exclude the possibility of early receipt of his funds in the bank. However, in this case, the client's interest on the deposit is reduced. Development trends, current business tasks and IT-technologies in the securities market // Calculations and operational work in a commercial bank, No. 7-8, 2014. Beloglazova G. N. Organization of activities of a commercial bank: textbook for bachelors / G. N. Beloglazova.-M .: Yurayt, 2014.

Time deposits are classified according to their maturity:

Deposits up to 3 months;

Deposits with maturity from 3 to 6 months;

Deposits with maturity from 6 to 9 months.

Deposits with maturity from 9 to 12 months;

Deposits with maturity over 12 months.

The advantage of time deposit accounts for the client is a high interest rate, and for the bank - the ability to maintain liquidity with a smaller operating reserve. The disadvantage of term deposit accounts for clients is low liquidity. The disadvantage for the bank is the need to pay increased interest on deposits and thus reduce the margin.

Actually, term deposits imply the transfer of funds to the full disposal of the bank for the term and conditions under the agreement, and after this period, the term deposit can be withdrawn by the owner at any time.

The amount of remuneration paid to a client on a term deposit depends on the term, the amount of the deposit and the depositor's fulfillment of the terms of the contract.

The longer the terms and the greater the amount of the deposit, the greater the amount of remuneration. Such a detailed gradation stimulates depositors to rationally organize their own funds and place them in deposits, and also creates conditions for banks to manage their liquidity.

If the depositor wants to change the amount of the deposit - to decrease or increase, then he can terminate the current agreement, withdraw and re-register his deposit under new conditions. However, in case of early withdrawal by the depositor of funds on the deposit, he may lose the interest provided for by the agreement in part or in full. As a rule, in these cases, interest is reduced to the amount of interest paid on demand deposits.

The determining factor in setting the interest rate on time deposits is the period for which the funds are placed: the longer the period, the higher the level of interest.

An essential point is the frequency of payment of income, the less frequent the payments, the higher the level of the interest rate. Various methods of calculating interest payments are also used.

By attracting time deposits, the task of ensuring the liquidity of the bank's balance sheet is solved.

In world banking practice, an intermediate position between time deposits and demand deposits is occupied by savings deposits. They play an important role in the resources of banks, in particular targeted deposits.

Savings deposits include deposits formed for the purpose of accumulating or preserving money savings. They are characterized by a specific motivation for the emergence - the encouragement of frugality, the accumulation of targeted funds and a high level of profitability, although lower than on time deposits.

Savings deposits have their advantages and disadvantages for banks. The importance of savings deposits for banks is that they mobilize unused incomes of the population and turn into productive capital. Annenskaya N.E. Development trends, current business tasks and IT-technologies in the securities market // Calculations and operational work in a commercial bank, No. 7-8, 2014. Beloglazova G. N. Organization of activities of a commercial bank: textbook for bachelors / G. N. Beloglazova.-M .: Yurayt, 2014.

The disadvantages for banks are the need to pay increased interest on deposits and the exposure of these deposits to economic, political, psychological factors, which increases the threat of a rapid outflow of funds from these accounts and the loss of bank liquidity.

In the course of considering this issue, it is also necessary to note the fact that the deposit policy of domestic commercial banks is beginning to use the tools of foreign practice - this is a bearer certificate of deposit, which can be traded on the market like any other security.

The certificate is a written certificate of the issuing bank about the deposit of funds, certifying the right of the depositor or his successor to receive the deposit amount and interest on it after a specified period.

The rules for issuing and issuing certificates are the same for all commercial banks on the territory of the Kyrgyz Republic.

In addition to dividing certificates into deposits and savings, depending on the category of depositors, certificates can be classified according to other criteria:

1. By the method of issue:

Issued on a one-off basis;

Produced in series.

2. By the way of registration:

Nominal;

Bearer.

When attracting funds from a client, a deposit agreement is concluded with him. Banks independently develop the form of a deposit agreement, which is typical for each individual type of deposit. Organization of the activity of a commercial bank: a textbook for bachelors / G.N. Beloglazova.-M.: Yurayt, 2014.

The agreement is drawn up in two copies: one is kept by the depositor, the other - at the bank in the credit or deposit department (depending on who is entrusted with this work in the bank).

The agreement provides for the amount of the deposit, its validity period, interest that the depositor will receive after the expiration of the agreement, the obligations and rights of the depositor, the obligations and rights of the bank, the responsibility of the parties for compliance with the terms of the agreement, the procedure for resolving disputes.

For registration of operations on deposits, the following are used: personal account, savings book, checklist, settlement and checkbooks, operational diary, receipts, cash receipts, instructions of the depositor to write off the amount, notification of subsequent control, application for the transfer of the deposit, register for recording applications , a book for registering lost passbooks.

When closing a deposit, the client must submit to the bank a deposit agreement and a passbook, which must be redeemed.

The bank offers the client to issue a cash outflow order for the amount of the deposit and interest on it.

The main tasks of managing the bank's deposit operations are:

Prevent the presence in the bank of attracted and borrowed funds that do not generate income, except for that part of them that ensures the formation of required reserves;

Seek the necessary credit resources for the bank to fulfill its obligations to customers and to develop active operations;

To ensure the receipt of profit by the bank by attracting "cheap" resources. Kadzhaeva M.R. Banking operations: textbook. for stud. wednesday prof. study.

And yet, for the average Kyrgyz citizen, the problem of investing is reduced to a choice between a bank deposit, a few types of securities and money on hand. But in spite of everything, deposits by right remain with the population the most popular way of saving and accumulating money.

Peculiarities of regulation of passive operations by the NBKR

In accordance with the Law of the Kyrgyz Republic “On the National Bank of the Kyrgyz Republic”, the Law of the Kyrgyz Republic “On the National Bank of the Kyrgyz Republic”, the NBKR is the body for regulating and supervising the activities of credit institutions. The main goal of the NBKR is to support the stability of the banking system and protect the interests of depositors and creditors.

In the Kyrgyz Republic, the Law “On the Protection of Bank Deposits (Deposits)” is in force. The Law “On the Protection of Bank Deposits (Deposits)”. This Law is part of the banking legislation of the Kyrgyz Republic and is aimed at creating legal norms for the operation of a system of mandatory protection of deposits (deposits) of individuals in banks of the Kyrgyz Republic. The deposit protection system is aimed at protecting bank depositors in the event of a guarantee event by providing compensation in the amount and by the methods provided for in this Law, as well as at promoting the stability of the financial system as a whole. Law of the Kyrgyz Republic "On the National Bank of the Kyrgyz Republic, banks and banking activities" dated December 16, 2016 No. 206

The Law of the Kyrgyz Republic “On the Protection of Bank Deposits (Deposits) and Other Regulatory Acts.

In accordance with the Law "On the Protection of Bank Deposits (Deposits)" the Law "On the Protection of Bank Deposits (Deposits)" upon the occurrence of a guarantee event, each depositor is paid compensation of no more than 100 thousand soms in total, including interest on deposits.

In the Kyrgyz Republic, the NBKR's Regulation “On the Minimum Amount of the Authorized Capital of Commercial Banks” was enacted, the purpose of which is to strengthen the stability, safety and reliability of the banking system, as well as to increase public confidence in commercial banks. ... Lavrushin O.I., Mamontova I.D., Valentsova N.I. Management of the activities of a commercial bank (bank management) / Ed. Dr. eq. Sciences, prof. O.I. Lavrushin. - M .: Jurist, 2015 .-- 688 p.

1.3 Methods and tools for forming a deposit portfolio

With regard to solving the problem of forming a deposit portfolio of a commercial bank, the main results of using this principle are to ensure a stable inflow of free funds to the bank and attract new customers.

However, attracting a larger number of customers and a constant inflow of deposits alone do not contribute to an increase in the stability of the resource base.

The main difficulty in solving the pricing problem is determining the cost of a banking product.

The methods for calculating it are based on determining the composition of the costs of the service provided, and the main issues are in the choice of both methods of accounting for direct and indirect costs, and the allocation of indirect costs to specific services (products).

Most often, the criterion for posting indirect costs is the share of a service in the total volume or quantity of services provided.

Practice shows that for a large commercial bank with an extensive network of branches, the implementation of such a calculation of the cost of services provided is difficult.

The traditional approach to determining the stability of deposits is to calculate two or three main indicators or their modification: the average shelf life of funds (SD), the level of settlement of funds (Uo), as well as the amount of the balance of funds available for use - transformation (D c) ...

In the economic literature, there is another way to determine the stability of deposit resources - an assessment using the balance stability coefficient (K ct). This indicator evaluates the amplitude of fluctuations in the balances of attracted funds.

Calculation of coefficients characterizing the stability of the residues of each of the groups;

Assessment of the current state of the client base;

Determination of the current trends in its change;

Forecast for further development.

However, to assess the stability of the client base, this approach uses standard coefficients (average shelf life, settling rate, amplitude of fluctuations), and therefore has disadvantages and contradictions inherent in these methods.

In modern banking practice, the formation of a deposit

portfolio in accordance with the requirements of maintaining the bank's liquidity is usually achieved by adjusting the ratio between assets and liabilities by maturity by calculating special ratios that evaluate these ratios. M.V. Klyuchnikov Economic and statistical analysis of the structure and dynamics of indicators of passive and active operations of a commercial bank // Finance and Credit. 2013. No. 12 (126). page 21

It should be noted that these methods are not intended for analyzing the client base and identifying stable deposit resources, they do not provide answers to a number of pressing questions that arise in the implementation of the deposit policy: what types of resources, what clients and in what quantity the bank needs to attract in order to ensure stability resource base.

In other words, it is necessary to determine how many clients you need to have or attract in order to provide a given amount of deposits.

Thus, for high-quality management of deposit resources, the bank needs to solve the following main tasks:

Know which clients are most beneficial in terms of the possibility of more efficient use of their resources, i.e. be able to identify clients who provide greater stability of the deposit base and a higher balance on their account;

Be able to plan work to attract customers, i.e. know how many clients you need to have or attract to ensure a given volume of the deposit base and its components;

Organize and carry out work to attract the most profitable potential customers to the bank, not forgetting about the need to retain the previous ones;

Ensure the efficiency of every operation related to customer service, i.e. it is necessary to calculate the cost of the services provided and determine their profitability in the context of each client, which will make it possible to conduct a flexible individual pricing policy;

To develop an information and analytical decision support system in the formation of a deposit portfolio. This is a key factor affecting the ability to timely obtain the necessary information in order to promptly and adequately respond to ongoing changes.

To solve the first three tasks, a bank needs to have appropriate methods and tools in its “analytical arsenal”.

To determine the stability of deposit resources, we propose to use three new coefficients: the indicator of the volatility of the balance, the synchronicity of changes in the balance, the potential for the reliability of account funds.

Formula 1.1. Residual variability index (K i)

K i = X imin / X icp, (1.1.)

where X imin is the minimum value of the total balance for group i for the study period; X icp is the average total balance in group i (deposits).

Formula 1.2. Indicator b i, characterizing the synchronicity of changes in customer balances in each of the i groups.

b i = K icp / K i, (1.2)

where K icp is the average value of the residual variability indicators for a single account in group i (calculated by analogy with K i)

Interpretation of the value of indicators:

K - this indicator characterizes the deviation of the minimum value of the remainder from its average value for the period. Thus, the closer this indicator approaches one, the more stable the remainder (optimum 1);

b - this indicator characterizes the contribution to the amplitude of the total mean residual of individual fluctuations of residues in group i. The more synchronously the residuals change, the more, all other things being equal, the greater the amplitude is observed in the total average residual (the coefficient K decreases its value, and, consequently, b increases). The smaller the value of b, the less synchronously the balances in the client group change (optimum 0).

The potential for reliability of account funds (T cp) characterizes the average period of maintaining a certain value of the minimum balance on the client's account. This indicator is determined as the average of the values calculated for each day of the studied period, the duration of the period (in days) during which the account balance does not fall below the specified (current).

To determine the most stable client groups (types of deposits), the aggregate GCO indicator is used - the weighted stability of the balance (takes values from 0 to 1, the optimum is 1). Calculated by formula (1.3).

BCO i = V 1 x K` i + V 2 x b` i + V 3 x T` icp, (1.3)

where V 1,2,3 - weight coefficients (V 1 + + V 2 = V 3 = 1), determined by expert judgment; K` i, b` i, T` icp - normalized indicators K i, b i, T icp.

In order to organize and plan the work to attract clients, it is necessary to determine (predict) the possible amount of the balance on the account of each client.

Then it will be possible to set clear targets for attracting a specific number of customers. Thus, in order to carry out high-quality planning, the bank needs:

Estimate the value of the possible balance on the client's account depending on the credit turnover on his account, i.e. revenue;

Know how many and which customers you need to have (or attract) to your service in order to achieve a given share of these resources in the total volume of attraction.

For urgent deposit resources attracted from individuals, the set of factors should be wider, taking into account the involvement of social,

demographic, economic and geographic factors.

The indicators on which the value of the potential balance on the client's account may depend may be: type of activity, length of service, level of income, marital status, number of family members, place of residence, level of education, the presence of certain property (for example, a car, a summer residence, etc.) .P.).

This coefficient of significance makes it possible to assess the client's usefulness for the bank in terms of maintaining a high (relative to its turnover) balance on the current account.

This makes it possible for the bank to determine how many and which customers need to be attracted to settlement and cash services in order to fulfill the business plan to increase the share of “cheap” resources in the deposit portfolio. Knowing its potential clients, the bank can most effectively distribute efforts to attract them and reduce the time and costs associated with this (including financial ones) for attracting them.

It is also possible to assess the importance of each client (group of clients) from the point of view of usefulness for the bank, depending on the level of the balance of funds in the accounts relative to the turnover, determine with which clients it is advisable to carry out work on attracting based on their importance. Kuznetsova V.V. Banking. Workshop. M .: KNORUS, 2016.264 p.

The model shows that the most significant (in terms of the balance / turnover ratio) are clients with a turnover of up to 200 thousand USD. As these turnovers increase, the value of the client decreases.

These dependences in a specific analytical expression are not stationary and universal. They should be periodically refined and adjusted, since over time there is an increase in turnover, an increase in production and prices, but the essence of the data remains unchanged.

It is possible to assess the significance for the bank of each client (group of clients) depending on the level of the balance of funds in the accounts relative to the turnover.

These methods depend on the urgency of the resources involved and the client's belonging to the category of individuals or legal entities.

To attract resources "on demand" of individuals and legal entities, urgent resources of legal entities, you can use a method based on the development of flexible differentiated tariff plans for settlement and cash services and the establishment of differentiated fees (graduated interest rates depending on the amount of the balance - the rate grid) for balance of funds on accounts, depending on the client's belonging to a certain category (target group).

To attract fixed-term resources of individuals, a method is used based on the development of new types of deposits that are distinguished by more favorable conditions for the allocation of resources (interest rate) for certain social groups, which are identified in the process of analyzing the stability of the deposit base.

A more adequate perception of how and by what means the bank's deposit base is formed will help to conduct a more accurate segmentation of customers and offered products.

The use of the approaches we have considered to analyze and form the deposit base allows us to draw certain conclusions about the quality of liabilities that exist or will be formed in the future.

Moreover, in this context, planning is limited not only to the adoption of control balance figures for balances, but also to planning marketing proposals that allow segmenting individual products and individual client groups in order to form a "correct" portfolio of liabilities in a credit institution. Kuznetsova V.V. Banking. Workshop. M .: KNORUS, 2016.264 p.

CHAPTER 2.ANALYSIS OF THE DEPOSIT POLICY OF JSC "FINANSCREDITBANK»

2.1 Economic characteristics of the bank's activities and its structure

FinanceCreditBank OJSC is a modern bank that provides a full range of banking services at optimal interest rates, maximum speed and quality of service.

The Bank pursues an active policy of developing business growth rates and plans to become one of the leaders among commercial banks of the Kyrgyz Republic within the next two years.

Organizational and legal form - open joint stock company.

OJSC "FinanceCreditBank" was founded in 2005 on November 18, 2005, the National Bank of the Kyrgyz Republic issued a preliminary permit to open OJSC "FinanceCreditBank" in Kyrgyzstan.

After completing the process of preparing a package of necessary documents and registration, on December 30, 2005, FinanceCreditBank received a license from the NBKR for the right to conduct banking activities. The issued license allows you to carry out all types of banking operations, including investment. On February 6, 2006, OJSC "FinanceCreditBank" began a full-fledged work on customer service. Official site: www. fkb.kg

Today, the Bank has correspondent accounts with large banks in the Russian Federation and the Republic of Kazakhstan. In the future, it is planned to establish correspondent relations with internationally renowned banks in North America, Europe and Asia.

The branch network of FinanceCreditBank OJSC consists of eight branches located in six main regions of the Kyrgyz Republic and thirty savings banks located in the city of Bishkek, in Chui, Osh, Jalalabad, Batken, Naryn and Issyk-Kul regions

The main task of the bank is to actively promote, through its own and attracted capital, the development of industry, agriculture, trade, medium and small businesses, and other spheres of the economy of the Kyrgyz Republic.

The purpose of the bank is to attract deposits from legal entities and individuals and other funds, including foreign currency, and place them on its own behalf on terms of repayment, payment, and urgency.

Making settlements on behalf of clients, introducing progressive forms of their service, expanding services provided to the population, actively participating in the development of market relations, entrepreneurship, joint ventures, joint-stock companies, unions and other highly effective forms of organizing economic activities and making a profit on this basis.

The Bank is a part of the unified banking system of the Kyrgyz Republic, is a legal entity, carries out operations on a commercial basis. Official site: www. fkb.kg

Annual report of OJSC "FinanceCreditBank"

Possesses separate property, can acquire property and non-property rights and bear obligations on its own behalf.

The Bank in its activities is guided by the laws of the Kyrgyz Republic "On banks and banking activities in the Kyrgyz Republic" "On the National Bank of the Kyrgyz Republic" and other legislative acts issued in accordance with them, normative acts of the NBKR and the Charter.

OJSC "FinanceCreditBank" possesses:

High customer confidence and impeccable quality of their service;

Highly qualified competent specialists, constantly improving their professional level;

Convenient branched branch network;

Debugged business processes;

Reputation of a modern bank with advanced banking technologies.

The governing bodies are :

General Meeting of Shareholders of the Bank;

The Board of Directors of the Bank;

Management Board of the Bank.

The supreme governing body of the Bank is the General Meeting of Founders and Shareholders. The Board of Directors and the Management Board manage the Bank's activities within the powers granted to them by the General Meeting and the Charter. The annual meeting of shareholders of the Bank is convened by the Board of Directors, which determines the place, date, time and holds the meeting no later than three months from the date of the end of the financial year of the Bank.

The exclusive competence of the annual meeting includes:

Approval of the annual financial plan and report on its implementation

Election of the Board of Directors of the Bank, the Audit Commission and the external auditor of the Bank;

Determination of the conditions and amount of remuneration for members of the Board of Directors of the Bank and the external auditor. Official site: www. fkb.kg The corporate governance structure is shown in Figure 2.1.

Posted on http://www.allbest.ru/

Figure 2.1. Corporate governance structure.

The Bank's business activity is carried out directly under the direction of the Board of Directors. He oversees the management of the bank, represents all shareholders, and reports to shareholders at each AGM.

The exclusive powers of the Board of Directors of the Bank include making decisions on the following issues:

Determination of the strategic goals of the Bank and the formation of its policy;

Determination and adoption of internal policies for all types of activities of the Bank;

Approval of the members of the Management Board of the Bank and the internal auditor;

Approval of the organizational structure of the Bank;

Appointment of an external auditor;

Decision-making on the establishment and liquidation of branches and representative offices of the Bank;

Consideration of the results and taking action based on the results of audits by external and internal auditors, banking supervisors.

Meetings of the Board of Directors of the Bank are held at least once a month.

The Management Board of the Bank manages its current activities. The competence of the Management Board includes all issues that do not fall within the competence of the General Meeting and the Board of Directors of the Bank. The Management Board, consisting of five people, is headed by the Chairman of the Management Board, who is responsible for managing the activities of the Bank and its employees.

The bank's board provides:

1. implementation of decisions of the General Meeting of Founders and Shareholders and the Board of Directors of the Bank;

2.Resolution of issues:

Lending organizations, currency and other banking operations, accounting, reporting, automation of banking operations, investments, creation and development of a network of branches, as well as issues of establishing business relations with foreign and international banks and other organizations, training and use of personnel, working hours, social provision and insurance of employees;

Development and approval of instructions, regulations on the activities of the bank, determination of the conditions for opening and maintaining accounts and deposits and the procedure for the disposal of these funds, etc.

The Board of the Bank considers at its meetings: Official site: www. fkb.kg

Projects of credit plans, investments;

Annual report and balance sheet;

Bank loss coverage issues;

Reports on the work of structural divisions and institutions of the Bank.

The results of the Bank's activities are reflected in the monthly, quarterly and annual balance sheets, in the income statement, as well as in the annual report, which are submitted to the General Meeting, the Board of Directors of the Bank and the National Bank of the Kyrgyz Republic.

Founders and shareholders have the following property rights:

Receive part of the profit (dividend) from the Bank's activities

Receive shares free of charge in the event of an increase in the authorized capital of the Bank

Sell or otherwise transfer shares or part of them in

property of other citizens or legal entities

Receive part of the property upon liquidation of the Bank

and moral rights:

Participate in the management of the Bank's affairs

The right to participate in shareholders' meetings with the right to vote

Receive information about the Bank's activities, including getting acquainted with accounting and reporting data.

The Bank's credit resources are formed by:

Own funds;

Customer funds on accounts with the Bank;

Funds of enterprises and citizens attracted in deposits;

Resources purchased from the National Bank and other banks, including foreign ones;

Citizens' contributions;

Other funds raised.

To carry out operations and keep funds, the Bank has an account with the NBKR. The bank mobilizes free funds of enterprises and organizations and stores them in current accounts, ensuring the safety of received funds.

It should be noted the whole range of services provided to clients by the Bank, including:

Attraction and placement of cash deposits, deposits, lending to various types of activities;

Placement of own funds on terms of repayment, payment and urgency;

Opening and maintaining customer accounts and correspondent banks;

Settlements on behalf of customers and correspondent banks and their cash services;

Capital investment financing;

Issue, placement, purchase, sale, acceptance, payment, confirmation and storage of payment documents;

Acquisition of the right to claim for the supply of goods and the provision of services, acceptance of the risks of fulfilling such claims for collection (forfeiting), as well as the purchase and sale of debt obligations (factoring);

Acquisition and transfer to enterprises and organizations on the basis of equipment and other property lease (leasing);

Financing of trade transactions;

Accounting for promissory notes and bills of exchange;

Providing services for the storage of national and foreign currency, securities, documents;

Provision of consulting and brokerage services;

Acceptance of payments for utilities and other services from the population; Official site: www. fkb.kg

Issuance of securities, conducting fiduciary operations with securities on behalf of clients, management of securities;

Provision of services related to privatization, consulting and analysis of the domestic and foreign markets;

Production of mortgage transactions and other transactions with real estate.

...

annotation scientific article on economics and business, the author of the scientific work - Mitrokhin V.V., Gribanov A.V., Vilkova M.V.

Thing. One of the pressing problems in the field of banking analysis is the lack of effective tools to assess the effectiveness deposit policy credit institutions. The methods used are focused on the analysis of the economic situation of banking institutions, which does not make it possible to assess the effectiveness of measures carried out in the framework of certain areas of banking activities, including deposit policy credit institutions. Goals. Development of an assessment methodology deposit policy commercial bank, analysis of existing methods, justification taking into account the identified limitations of the author's approach; approbation of the author's methodology on the example of a credit institution. Methodology. A systematic approach, analysis and synthesis, comparison and comparison method, as well as economic and statistical methods were used. Results. A methodology for assessing deposit policy jar. Application area. When evaluating deposit policy banking institutions. Conclusions. Grade deposit policy is one of the key tasks in the activities of a credit institution. The existing methods either do not allow assessing the effectiveness deposit policy the bank is segregated from a comprehensive assessment of the effectiveness of its activities as a whole, or focused on certain key aspects of this process. The authors proposed a method for assessing the effectiveness of precisely deposit policy, based on the analysis of three groups of indicators and allowing to study the latter in the context of its impact on the stability of a credit institution.

A methodology for assessing the efficiency of the commercial bank "" s deposit policy

Importance This paper concentrates on the issues of deposit policy of credit institutions including organization and management of deposit processes. Objectives The paper aims to develop a methodology for deposit policy assessment of a commercial bank. Methods As the methodological base of the study, we used the systems approach, method of comparison, and economic and statistical methods. Results The paper presents a newly developed technique of assessment of the commercial bank "s deposit policy. Conclusions and Relevance The proposed methodology for evaluating the effectiveness of the bank" s deposit policy is based on three sets of indicators and allows it to be explored in the context of the impact on the sustainability of the credit organization. The results presented can be used to evaluate the deposit policy of banking institutions.

The text of the scientific work on the topic "Methodology for assessing the effectiveness of the deposit policy of a commercial bank"

pISSN 2071-4688 Banking

METHODOLOGY FOR EVALUATING THE EFFICIENCY OF DEPOSIT POLICY OF A COMMERCIAL BANK

Vladimir Vladimirovich MITROKHINA% Alexey Vladimirovich GRIBANOV, Maria Viktorovna VILKOVas

and Ph.D. in Economics, Professor of the Department of Finance and Credit, National Research Mordovian State University. N.P. Ogareva, Saransk, Russian Federation [email protected]

ь Postgraduate student of the Department of Finance and Credit, National Research Mordovian State

University named after N.P. Ogareva, Saransk, Russian Federation

[email protected]

with Economist of the Risk Assessment Department of AKKSB "KS BANK" (PJSC), Saransk, Russian Federation [email protected]

History of the article:

Received 10/04/2017 Received in revised form 11/06/2017 Accepted 11/20/2017 Available online 12/22/2017

UDC 336.717.3 JEL: G21

Keywords:

annotation

Thing. One of the pressing problems in the analysis of banking activities is the lack of effective tools to assess the effectiveness of the deposit policy of credit institutions. The methods used are focused on analyzing the economic situation of banking institutions, which does not allow evaluating the effectiveness of measures carried out within the framework of certain areas of banking activities, including the deposit policy of credit institutions.

Goals. Development of a methodology for assessing the deposit policy of a commercial bank, analysis of existing methods, justification taking into account the identified limitations of the author's approach; approbation of the author's methodology on the example of a credit institution.

Methodology. A systematic approach, analysis and synthesis, comparison and comparison method, as well as economic and statistical methods were used. Results. A methodology for assessing the bank's deposit policy has been developed. Application area. When assessing the deposit policy of banking institutions. Conclusions. Assessment of deposit policy is one of the key tasks in the activities of a credit institution. The existing methods either do not allow assessing the effectiveness of the bank's deposit policy, segregated from a comprehensive assessment of the effectiveness of its activities as a whole, or are focused on certain key aspects of this process. The authors proposed a methodology for assessing the effectiveness of the deposit policy, based on the analysis of three groups of indicators and allowing to study the latter in the context of its impact on the stability of a credit institution.

For citation: Mitrokhin V.V., Gribanov A.V., Vilkova M.V. Methodology for assessing the effectiveness of the deposit policy of a commercial bank // Finance and Credit. - 2017. - T. 23, No. 48. - P. 2888 - 2902. https://doi.org/10.24891/fc.23.48.2888

Currently, the domestic financial market operates in a highly competitive environment, which makes its development and sustainability a top priority and one of the priority areas of the Bank of Russia. Its solution is impossible without

availability of effective tools for assessing the financial condition of a credit institution, as well as key areas of its activities. One of these areas, the high-quality implementation of which determines the stability of the functioning of credit institutions, is their

deposit policy. Hence follows the direct need to define the term "deposit policy" in the context of sustainable development of a commercial bank.

In our opinion, the concept of "sustainable development" in relation to a commercial bank should be defined from the standpoint of a synergistic approach: a stably developing credit institution should be characterized by the ability to maintain and restore financial stability in the course of its functioning, despite the negative impact of external and internal environmental factors, thanks to the developed mechanisms resolving continuously arising conflicts (contradictions), and in the process of stabilization, move to a new level of self-development; the development of a commercial bank is achieved through the developed and on an ongoing basis through a critical analysis of newly received data on factors that bring the system out of balance, updated strategies and tactics of the organization, containing a risk assessment and a system of preventive measures.

In turn, the concept of "deposit policy" must be disclosed in a broad and in a narrow sense: in a broad sense, a deposit policy is understood as an integral element of banking policy, which is part of the process of transforming funds attracted by a credit institution into investment resources and providing through comprehensive strategic planning and aggregate consistently related actions, methods and methods of management; formation of an effective structure of the resource base, which allows to ensure a given level of profitability and liquidity of a credit institution with uninterrupted deposit financing of its commercial activities; in a narrow sense, the deposit policy refers directly to the process of raising funds, focused on ensuring the stability of the bank (long money, a variety of attraction tools, acceptable interest rate policy, etc.).

We believe that if the deposit policy of a commercial bank ensures its sustainable development, it should be recognized as effective. Note that determining the degree of effectiveness of the deposit policy of a particular credit institution is an urgent need in the practice of banking analysis. Taking this into account, let us define the critical, in our opinion, requirements for the methodology for its assessment.

First, the methodology should provide an opportunity to assess the effectiveness of the deposit policy of a commercial bank, segregated from the assessment of its activities as a whole. This is due to the fact that a comprehensive assessment of the activities of a credit institution is extremely difficult, and its use reduces the reliability of the results obtained.

Secondly, the assessment of the effectiveness of the deposit policy of a commercial bank must be carried out in the context of its sustainable development, and therefore for a number of reporting periods. Thus, the methodology should provide the analyst with the possibility of horizontal analysis to identify the main trends in the development of credit institutions. The methodology should also contain elements of vertical analysis of the balance sheet of a credit institution, in particular, the grouping of borrowed funds by sources of attraction and by urgency.

Thirdly, the methodology should ensure the objectivity of the results obtained, as a result of which we give preference to coefficient analysis and an approach based on the assignment of a rating to credit institutions. This, in turn, will give the analyst the opportunity to compare the effectiveness of the deposit policy of several credit institutions.

Fourthly, the methodology must include a necessary and sufficient system of financial indicators.

Fifth, the methodology should provide an opportunity for assessing the effectiveness of the deposit policy of a commercial bank, both internal and external.

observer, which assumes free access to all necessary information.

We have analyzed the currently existing methods for assessing the effectiveness of the deposit policy of commercial banks. They can be conditionally divided into three groups:

1) methods based on the rating system of assessing commercial banks. With the help of these methods, an analysis of a certain set of credit institutions is carried out, the choice of which is determined by the purpose and objectives of the corresponding study. At the same time, depending on the organization of the assessment procedure, rating methods are subdivided into methods carried out on the basis of financial statements, or on the basis of expert assessments. Accounting assessment methods are based on a rigidly formalized system of financial ratios (which often imposes certain restrictions on the analyst, since not all information about the subject of assessment can be expressed in a numerical representation), while expert assessments are based on the presence of a certain amount of subjectivity (professional judgment, experience and the qualifications of the specialist carrying out the research);

2) methods based on the coefficient analysis of commercial banks. This group of techniques is extremely popular among analysts due to its simplicity. In addition, these techniques have a number of other important advantages: first, they give the analyst the opportunity to operate with relative values and, accordingly, compare banks with different parameters with each other; second, knowledge of the normative values (or the range of normative values) of the positions allows the analytics to identify ineffective credit institutions; third, they are objective and standardized. However, this group

the methods cannot be considered completely perfect. In particular, one of their shortcomings must be attributed to the complexity of the interpretation of the results obtained: a detailed system of financial ratios, on the one hand, allows a comprehensive assessment of the activities of the analyzed commercial bank, but on the other hand, it significantly complicates the systematization and structuring of the information received. In addition, despite the presence of normative values, one should be guided by them with extreme caution, since they essentially depend on the conditions for a credit institution to carry out its commercial activities;

3) methods based on the financial analysis of commercial banks. Note that the methods of this particular group are most often used to assess the effectiveness of the deposit policy of commercial banks, segregated from the assessment of the effectiveness of their activities as a whole. We also note that the dominant role in financial analysis is played by absolute indicators, such as revenue or net profit, which makes it difficult to compare credit institutions, the scale of activity of which is significantly different from each other. It is important to pay attention to the fact that within this area the assessment procedure is carried out in a multistage and comprehensive manner, including: a) horizontal (time) analysis, through which information is provided on the dynamics of financial indicators characterizing the efficiency of a commercial bank for a number of reporting periods; b) trend analysis, which is a logical continuation of horizontal analysis and through which the main trends in the dynamics of the investigated financial indicators are determined; c) vertical (structural) analysis, within which the structure of absolute financial indicators characterizing the efficiency of a commercial bank,

is revealed through the specific weights of the individual elements that make up it; d) coefficient analysis, by means of which the value of financial coefficients characterizing the efficiency of a commercial bank is compared with the normative ones or with the values of financial coefficients of the compared credit institutions.

It was found that none of the investigated methods fully satisfies the system of the requirements we had previously put forward:

1) the overwhelming majority of currently existing methods do not allow assessing the effectiveness of the deposit policy of a commercial bank segregated from a comprehensive assessment of the effectiveness of its activities as a whole, which means that it does not allow giving it an exhaustive assessment;

2) the same few works in which the assessment of the effectiveness of the deposit policy of a commercial bank is carried out segregated from the complex, are often theoretical and do not find application in practice. In the same works in which researchers use financial ratios to assess the effectiveness of the deposit policy of a commercial bank, the latter, as a rule, either do not allow assessing the deposit policy in the context of the stability of a credit institution, or their choice is determined by the subjective experience of analysts who form their assessment basis based on your own preferences.

That is why we propose the author's methodology for assessing the effectiveness of the deposit policy of commercial banks, segregated from the assessment of its activities as a whole, developed in full accordance with the previously set requirements. In order to test the developed methodology, the effectiveness of the deposit policy of AKKSB "KS BANK" (PJSC) was assessed, its effectiveness was correlated with

the regional market as a whole1. Note that the completeness of the analysis in this case and in accordance with the requirements for the methodology can be provided with data obtained from publicly available sources. In particular, these are official reports disclosed by credit institutions on the Bank of Russia website (forms No. 0409101, No. 0409102, No. 0409123). In addition, special attention should be paid to the fact that the developed methodology is based on the point-weight method, as well as the method for assessing the effectiveness of the deposit policy of a commercial bank through the analysis of the system of indicators, which makes it possible to ensure the objectivity of the results obtained, and also to consider them in dynamics for a number of reporting periods. The proposed technique is carried out in several stages.

Stage 1. Calculation of coefficients characterizing the effectiveness of the deposit policy. In our opinion, it should be assessed through a system-vector analysis of the three main directions of its development. First, it is the formation of the most efficient structure of the resource base of the credit institution; secondly, it is the formation of the most effective active-passive potential of the credit institution; and thirdly, it is the formation of the most stable resource base of the credit institution. Determining the extent to which the individual potential of each of these vectors has been realized, we carry out a comprehensive assessment of the effectiveness of the deposit policy. In accordance with the foregoing, for remote assessment of the effectiveness of the deposit policy of commercial banks, we propose to use a system of financial ratios, which, in turn, consists of three subsystems (Table 1).

In the first subsystem, we propose to include a group of coefficients,

1 The regional banking sector of the Republic of Mordovia is represented by three credit institutions: AKKSB KS BANK (PJSC) (registration number 1752), JSCB AKTIV BANK (PJSC) (registration number 2529), PJSC KB MPSB (registration number 752).

characterizing the structure of the resource base of a commercial bank, which will bring elements of vertical analysis of its resource base into the methodology for assessing the effectiveness of the deposit policy of a commercial bank. In particular, this subsystem will include indicator coefficients that make it possible to correlate the proportion of time deposits (K1), demand deposits and funds on settlement and current accounts (K2), interbank credit (K3) with their standard values.

It is proposed to include in the second subsystem a group of coefficients characterizing the effectiveness of the use of funds attracted to its resource base by a credit institution. In this case, we are talking about the coefficients-indicators characterizing the degree of consistency of the interest rate policy of a commercial bank on its active and passive operations (otherwise, the net SPREAD of the credit institution) (K4), its ability to generate net interest income (otherwise, the interest margin of the credit institution) ( K5), as well as the profit he receives from each ruble of the resource base advanced for the formation of bank assets (otherwise, the profitability of the credit institution's assets) (K6).

And, finally, in the third subsystem, in our opinion, it is necessary to include the coefficients characterizing the stability of the resource base of the credit institution. These include coefficients-indicators that allow us to estimate the average quarterly storage period of a deposit ruble in deposit accounts of legal entities and individuals (K7 and K8, respectively), the share of the total amount of funds raised during the quarter to deposit accounts of legal entities and individuals that remained in the bank's resource base (K9 and K10, respectively), as well as the share of funds raised on demand accounts and on settlement and current accounts, which can be used by the bank as a stable resource (K11 and K12, respectively).

For AKKSB "KS BANK" (PJSC) and the banking sector of the Republic of Mordovia as a whole, there were

analyzed the data necessary for calculating the indicator coefficients, as well as the values of the latter as of the first day of each quarter in dynamics from 01.07.2014 to 01.07.2017.

Stage 2. Digitization of the coefficients characterizing the effectiveness of the deposit policy into points. For each of the indicators used, the scales of their values are calibrated into points, which allows, firstly, to monitor the dynamics of changes in the effectiveness of the deposit policy of both a particular credit institution and the banking sector of the region as a whole over the required time interval; second, to compare the effectiveness of the deposit policy of a particular credit institution with the effectiveness of the deposit policy of its closest competitors or, as in our case, with the effectiveness of the regional market as a whole; third, to conduct a comprehensive assessment of the effectiveness of the deposit policy of a commercial bank using a system-vector analysis of a set of financial indicators of a different nature, which a priori excludes the possibility of their automatic summation. Thus, it is the digitization of the indicator coefficients into points that makes it possible to satisfy the previously put forward requirements for the methodology for assessing the effectiveness of the deposit policy.

Note that when digitizing the values of indicator coefficients into points, their scaling must be done independently of each other. In this case, preference should be given to exclusively linear scaling, since the range of variation of the input variables is deliberately determined by analyzing quarterly data on the coefficients characterizing the effectiveness of the deposit policy. We propose to use the minimum value of the input variable, its median and maximum value as criterion points for digitizing. Please note that we

it is the median that is chosen, and not the mean value of the input variable, since it has a high spacing (insensitivity to errors and sample heterogeneities). Thus, the criterion points will set the boundaries of two ranges:

1) in the first range, the value of the variable, measured in points, is in the interval, with the range of values of the input variables [xme; xmax]. Digitization into points in this case is carried out according to the following formula:

v _ g 5 "(Xi Xme)

The diagram of the transformation mechanism, in accordance with which the values of the indicator coefficients are digitized into points, is shown in Fig. one.

The values of the coefficients characterizing the effectiveness of the deposit policy of JSCKSB "KS BANK" (PJSC) and the banking sector of the region as a whole, digitized into points, are considered.

Stage 3. Assessment of the effectiveness of the deposit policy. At this stage, we carry out a comprehensive system-vector assessment of the effectiveness of the deposit policy of AKKSB KS BANK (PJSC), as well as its comparison with the effectiveness of the deposit policy of credit institutions in the region as a whole, which allows us to fully demonstrate the capabilities of the developed methodology.

In particular, a horizontal analysis of the effectiveness of the deposit policy in the banking sector of the Republic of Mordovia in

On the whole, it indicates that in the studied time interval it cannot be recognized as highly effective (Fig. 2). For example, as of July 1, 2017, the effectiveness of the deposit policy implemented by credit institutions in the region is estimated at 53.18 points out of 120 possible.

The efficiency of credit institutions in the region in terms of the formation of the structure of their resource base is assessed by 13.61 points out of 30 possible, which makes it possible to assess this vector of development of their deposit policy as medium effective (Fig. 3).

The efficiency of credit institutions in the region in terms of the formation of their active-passive potential is estimated at 22.47 points out of 30 possible, which makes it possible to assess this vector of development of their deposit policy as highly effective (Fig. 4).

The efficiency of credit institutions in the region in terms of the formation of a stable resource base is assessed by 17.11 points out of 60 possible, which makes it possible to assess this vector of development of their deposit policy as ineffective (Fig. 5).

A comprehensive analysis of the results obtained indicates that as of the last reporting date in the analyzed time interval, commercial banks registered in the Republic of Mordovia have least realized their individual potential in terms of forming a stable resource base. At the same time, the dynamics of the development of the deposit policy of JSCKSB "KS BANK" (PJSC) in this area generally repeats the dynamics of the regional market, a clear evidence of which is the diagram shown in Fig. 5. However, attention is drawn to the fact that a slight increase in the stability of the resource base, noted for credit institutions of the Republic of Mordovia as a whole, in the period from 01.10.2015 to 01.04.2016 is accompanied by a decrease in the stability of the resource base of AKKSB "KS BANK" (PJSC) in particular. This is mainly due to

different dynamics of the coefficient-indicator K7, which characterizes the average storage period of the deposit ruble in the deposit accounts of legal entities for the analyzed period. Indeed, despite the fact that in the case of AKKSB KS BANK (PJSC), the average quarterly amount of funds on deposit accounts of legal entities increased from 01.10.2015 to 01.04.2016 by 1.25 times, the amount of deposits of legal entities issued for the quarter , increased by 10.87 times. This clearly indicates a sharp decrease in the stability of the bank's resource base, which is even more negatively assessed, since it goes against the trends of the regional market, in which the average quarterly amount of funds on deposit accounts of legal entities decreased slightly over the same period by 1.03 times with a simultaneous decrease in the amount of deposits of legal entities issued for the quarter by 1.63 times. In turn, it should be noted that as of the last reporting date of the analyzed time interval, AKKSB KS BANK (PJSC) managed to realize its individual potential to a greater extent in terms of forming a stable resource base than credit institutions of the region as a whole: if As of July 1, 2017, the efficiency of credit institutions in the region in terms of the formation of a stable resource base was assessed as low-efficiency, then the efficiency of AKKSB KS BANK (PJSC) in terms of the formation of a stable resource base was assessed as moderately efficient. This is mainly due to the fact that in the II quarter. 2017 AKKSB KS BANK (PJSC) was less susceptible to the outflow of funds from the deposit accounts of legal entities than other commercial banks registered in the Republic of Mordovia. Indeed, if in the regional market the amount of deposits issued for the quarter increased from 01.04.2017 to 01.07.2017 by 1.2 times, in the case of AKKSB KS BANK (PJSC) it decreased by 1.23 times, which had a positive effect on the dynamics of the indicator K7 in particular and the effectiveness of the deposit

policies regarding the formation of a stable resource base as a whole.

In turn, as of the last reporting date in the analyzed time interval, commercial banks registered in the Republic of Mordovia most successfully implemented the deposit policy in terms of the formation of their active-passive potential. Indeed, analysis of the diagram shown in Fig. 4 indicates that since 01.01.2017 the efficiency of using the funds attracted by them has been steadily increasing. This is primarily due to the growth in the profitability of bank assets, which directly affected the values of the coefficient-indicator K5. Here it is necessary to pay special attention to the fact that although the dynamics of the development of the deposit policy of JSCKSB "KS BANK" (PJSC) in the analyzed area as a whole repeats the dynamics of the regional market (a clear evidence of this is the diagram shown in Fig. 4), from 01.01.2017 for this commercial bank, a decrease in the efficiency of using the funds it attracted is noted. This is all the more assessed negatively, as it goes against the trends of the regional market. According to the financial act, this information is mainly due to a decrease in the profitability of bank assets, which directly affected the values of the indicator coefficient K6. Indeed, if in the IV quarter. In 2016, AKKSB "KS BANK" (PJSC) received a net profit of 17 million rubles, then in the II quarter. In 2017, a commercial bank received a net loss of RUB 1 million.

Analysis of the diagram shown in Fig. 3, indicates that the dynamics of the development of the deposit policy of JSCKSB "KS BANK" in terms of the formation of an effective structure of its resource base is in accordance with the dynamics of the regional market as a whole. However, against the general background, it becomes obvious that this commercial bank does not fully realize its individual

potential for this vector of deposit policy development. This is mainly due to the fact that, starting from 01.04.2016, JSCKSB KS BANK (PJSC) actively attracts interbank loans to finance commercial activities, which negatively affects the values of the coefficient-indicator K3. Indeed, if as of 01.04.2016 the share of short-term interbank loans in the total amount of funds attracted by AKKSB KS BANK (PJSC) from other credit institutions was equal to zero, while as of 01.07.2016 it was 0.69% , and as of 01.07.2017 - 91.3%. Note that the short-term nature of the interbank loan is an indirect sign of the speculative nature of its deposit operations: funds attracted for a short period are not sent by the credit institution to the real sector of the economy.

In turn, the system-vector analysis of the effectiveness of the deposit policy of JSCKSB "KS BANK" (PJSC) makes it possible to evaluate it as average effective during the entire analyzed time period. The dynamics of its development must be recognized as corresponding to the dynamics of the regional market as a whole (Fig. 2). At the same time, it should be especially noted that in the first half of 2017, JSCKSB "KS BANK" (PJSC) failed to fully realize its potential. Indeed, the effectiveness of the deposit policy pursued by this credit institution was lower than the effectiveness of the deposit policy of the regional banking sector. This indicates that the effectiveness of the deposit policy of JSCKSB "KS BANK" (PJSC) can and should be increased. The analysis, previously carried out using the proposed methodology, makes it possible to distinguish two directions of its development. First of all, it is necessary to increase the efficiency of the deposit policy of this commercial bank in terms of the formation of its active-passive potential; secondly, it is necessary to increase the efficiency of the deposit policy of this commercial bank in terms of the formation of an effective structure of its resource base

(from the diagrams shown in Fig. 4 and 3, respectively, it follows that according to these vectors of development of a credit institution, a tendency is noted that unfavorably distinguishes it against the general regional background).

Let's summarize. Comparison of the concepts of "efficiency" and "deposit policy" is made by the authors through the definition of deposit policy in the context of sustainable development of a commercial bank. The basic requirements for the methodology for assessing the effectiveness of the deposit policy of a credit institution have been determined. Through a comprehensive analysis of the currently existing assessment methods, it is established that none of them fully satisfies the system of the requirements put forward. The author's method of assessing the effectiveness of the deposit policy is proposed. Its approbation is carried out on the example of a specific commercial bank (AKKSB KS BANK (PJSC), Republic of Mordovia, registration number 1752) in conjunction with an assessment of the effectiveness of the deposit policy in the banking sector of the Republic of Mordovia as a whole. It is established that the developed methodology is remote (in other words, equally accessible to both internal and external analysts); makes it possible to assess the effectiveness of the deposit policy of a credit institution segregated from the assessment of its activities as a whole in dynamics for a number of reporting periods (horizontal analysis) based on a system-vector analysis of financial ratios (including with elements of vertical analysis of the structure of a credit institution, its active passive potential and stability of its resource base); allows you to get objective and reliable results, to determine the place of a particular commercial bank in the regional market; makes it possible to determine the vector of further development of the deposit policy of the analyzed credit institution in order to increase its efficiency. Thus, the goals set for the researchers in this work are recognized as achieved.

Table 1

Coefficients used in the remote assessment method of the deposit policy efficiency of the AKKSB KS BANK (PAO)

Name, designation and description of the coefficient Formula for calculation

Group 1. Coefficients characterizing the structure of the resource base of a commercial bank

The coefficient of the structural component of term deposits in the bank's resource base (K1), reflecting the deviation of their share from the minimum permissible standard value 50% (Avr.dep. 50%) 50% " jar, %

The coefficient of the structural component of on-demand deposits and funds on settlement and current accounts in the bank's resource base (K2), reflecting the deviation of their share from the maximum permissible standard value of 30% Y 1 ^ D-c. 30% "where Ud.v. is the proportion of demand deposits and funds on settlement and current accounts in the resource base of a commercial bank,%

Coefficient of the structural component of interbank loans in the bank's resource base (K3), reflecting the deviation of their share from its maximum permissible standard value 20% U 1 mbk 20% "where Umbk is the share of interbank loans in the resource base of a commercial bank,%;

Group 2. Coefficients characterizing the efficiency of using the CB of borrowed funds

Net SPREAD (K4), characterizing the level of consistency of the interest rate policy of a commercial bank on its lending and deposit operations,% Zh. 100% --- 100%, KV SP where PD is interest income received during the analyzed period, rubles; КВ - loans issued for the analyzed period, rubles; ПР - interest expenses incurred during the analyzed period, rubles; JV - interbank lending and deposits attracted by the bank for the analyzed period, rubles.

Return on bank assets (interest margin) (K5), which characterizes the ability of a commercial bank to generate net interest income using income-generating assets,% PD-PR CA "CA is the average value of the income-generating assets for the analyzed period, rubles.

Return on assets (ROA) (K6), which characterizes the profitability of the bank's assets and expresses the measure of its profitability in the analyzed period, the profit received by the bank from each ruble advanced for the formation of its assets,% CP CP -100%, SVB where CP is the net profit for analyzed period, rubles; SVB - average for the analyzed period balance sheet currency of the credit institution, rubles.

Group 3. Coefficients characterizing the degree of stability of the resource base of a commercial bank

Average for the analyzed period shelf life of a deposit ruble on deposit accounts of legal entities (K7), days DYuSrT VDYU "where DYsr is the average for the analyzed period the amount of funds on deposit accounts of legal entities, rubles; T is the number of days in the analyzed period, days; VDY is the turnover for issuing deposits of legal entities in the analyzed period, rubles.

Average for the analyzed period shelf life of a deposit ruble on deposit accounts of individuals (K8), days DFsr.-t VDF "where DFsr is the average for the analyzed period the amount of funds on deposit accounts of individuals, rubles; VDF is the turnover for issuing deposits from individuals in the analyzed period, rubles.

The level of subsidence of funds received during the analyzed period on the deposit accounts of legal entities (K9), which makes it possible to estimate the share of the total amount of funds attracted to the deposit accounts of legal entities in the analyzed time interval, remaining in deposits,% funds in deposit accounts of legal entities at the end of the analyzed period, rubles; DYN - the amount of funds in deposit accounts of legal entities at the beginning of the analyzed period, rubles; PDY - turnover on the receipt of deposits of legal entities in the analyzed period, rubles.

The level of subsidence of funds received during the analyzed period on deposit accounts of individuals (K10), which makes it possible to estimate the share of the total amount of funds attracted to deposit accounts of individuals in the analyzed time interval, remaining in deposits,% DFK-DFN PDF "where DFK is the value funds in deposit accounts of individuals at the end of the analyzed period, rubles; DFN - the amount of funds in deposit accounts of individuals at the beginning of the analyzed period, rubles; PDF - turnover on the receipt of deposits of individuals in the analyzed period, rubles.

The degree of stability (irreducible balance) of funds in deposit accounts "on demand" (K11), allowing to estimate the share of funds on accounts "on demand", which can be used as a stable resource,% DYudv-100%, PD d.v. "where DDv is the average for the analyzed period the amount of funds in deposit accounts" on demand ", rubles; PDDv. - turnover on receipt of deposits" on demand "in the analyzed period, rubles.

The degree of stability (irreducible balance) of funds on settlement, current accounts of legal entities and individuals, as well as individual entrepreneurs (K12), which allows to estimate the share of funds on settlement and current accounts, which can be used as a stable resource,% DYrs- 100%, PD r.s. "where Др.с - the average for the analyzed period the amount of funds on settlement and current accounts, rubles; PDr.s. - turnover on receipt of funds to settlement and current accounts in the analyzed period, rubles.

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Introduction

1. Theoretical foundations of the interest rate policy of banks in relation to deposit operations

1.1 Economic aspects of the bank's interest rate policy

1.2 Regulatory framework for interest rate policy

1.3 Classification and types of the bank's interest rate policy

2. Analysis of the interest rate policy of Bank Petrocommerce OJSC in relation to deposit operations

2.1 General characteristics of OJSC Bank Petrocommerce

2.2 Analysis of the financial activities of OJSC Bank Petrocommerce

2.3 Assessment of the interest rate policy of OJSC Bank Petrocommerce in relation to deposit operations

Conclusion

List of sources used

Applications

Introduction

The specificity of a banking institution as one of the types of a commercial enterprise lies in the fact that the overwhelming part of its resources is formed not at the expense of its own, but at the expense of borrowed funds. The possibilities of banks in attracting funds are not limitless and are regulated by the Central Bank. The main part of banks' resources is formed by borrowed funds, which cover up to 90% of the entire need for funds for active banking operations. A commercial bank has the ability to attract funds from enterprises, organizations, institutions, individuals and other banks in the form of deposits and open corresponding accounts for them.

In modern conditions, for the effective functioning, development and achievement of its goals, each credit institution must develop its own deposit policy, that is, a strategy for the practical management of liabilities. As you know, the attraction of monetary resources and their subsequent placement are the main forms of commercial bank activity. A fund of funds formed on a paid basis is used to invest in active instruments. Passive operations, therefore, are primary in relation to most of the bank's operations aimed at generating income. In this regard, the attracted funds should be considered as an independent object of banking policy. The management of raised funds is an important component of the bank's business policy. However, the issues related to the study of the theoretical foundations of this field of activity have not been sufficiently developed in the scientific literature. This is especially true of the concept of the bank's interest rate policy in relation to deposits.

The relevance of the chosen research topic is that the unstable situation in the financial markets in the current crisis, the increase in inflation, competition, and other factors - all this has a huge impact on a commercial bank. Therefore, a clear and well-thought-out deposit policy allows a commercial bank to maintain its position and develop.

The purpose of the final qualifying work is to analyze the interest policy of OJSC Bank Petrocommerce in relation to deposit operations and to develop proposals for improving the deposit policy of a commercial bank in the system of strengthening its economic stability.

During the study, the following tasks were set:

- to consider the theoretical foundations of the formation of the interest rate policy of a commercial bank in relation to deposit operations;

- to give a general description of the activities of OJSC Bank Petrocommerce;

- analyze the financial activities of OJSC Bank Petrocommerce;

- to analyze the deposit policy of a commercial bank using the example of OJSC Bank Petrocommerce.

The research object of the final qualification work is OJSC Bank Petrocommerce.

The theoretical basis of the research was formed by the legislative acts of the Bank of Russia, educational literature, statistical collections, periodicals, reference and information systems.

The information base for the FQP was the financial statements and internal documents of OJSC Bank Petrocommerce.

1. Theoretical foundations of the interest rate policy of banks in relation to deposit operations

1.1 Economic acBank interest rate policy

The main socio-economic function of commercial banks is financial intermediation, the essence of which boils down to the movement of cash flows from entities with surplus funds to entities in need of them. For the performance of this function, banks receive income in the form of interest, which allows them to develop. In turn, the effectiveness of intermediation is largely determined by the ability to allocate resources at rates that exceed borrowing rates, which determines the relevance of issues related to the formation of the interest rate policy of commercial banks.

The development of market relations in Russia, on the one hand, has created opportunities for market formation of interest rates and increased differentiation of interest rates depending on the location of banks, their type, size, duration of operation, the degree of development of regional competition, etc., on the other hand, exacerbated the problems of managing interest rates and their inherent risks.

In the context of increased competition, tightening of legislation, a decrease in the overall level of profitability in the banking market, and a decrease in the interest margin between the attracted and placed resources, it is possible to maintain the level of profit due to an increase in the total turnover and the volume of operations performed.

The development of its own interest rate policy by the bank, which stipulates general approaches to the pricing of services provided, interest rates on loans and deposits are calculated and fixed for a certain period of time, and its implementation in practice allows the bank to have guidelines in pricing today and for some future. to agree on other areas of bank management in terms of income and expense management, profit management, etc., which ultimately ensures the effective operation of the credit institution as a whole.

Interest rate policy is a set of measures to regulate economic relations through the management of interest rates.

The interest rate policy of commercial banks is aimed at maximizing net interest income from banking operations, insuring credit risk and managing the liquidity of the bank's balance sheet. That is, the process of managing the interest rate policy is aimed at solving the following tasks:

- assistance in making a profit at the moment and creating conditions for its receipt in the future;

- regulation of value pricing (setting deposit and credit interest rates);

- minimization of interest rate risk;

- maintaining a balance of assets and liabilities in terms of amounts and terms;

- ensuring balance sheet liquidity.

The interest rate policy of the bank is determined by the duration of the gap between the terms of release of attracted and placed funds and fluctuations in interest rates, the level of interest rate risk, which is expressed in the risk of losses as a result of the excess of interest rates paid by the bank on borrowed funds over the rates on loans provided.

The main principles of building an interest rate policy can be distinguished:

- close connection with the commercialization of banks' activities;

- Simultaneous regulation of interest rates on deposit (passive) and loan (active) operations;

- the establishment of differentiated sizes of interest rates, ensuring the profitability of the bank's operations, and the procedure for their payment on a contractual basis.

The bank's interest rate policy is influenced by external and internal factors.

External factors include:

- the state of the financial market;

- inflation rate;

- demand for banking services;

- the level of banking competition;

- the policy of the Bank of Russia and the Ministry of Finance of the Russian Federation;

- regional specificity;

- the state of the social environment.

Internal factors include:

- the range of services rendered by the bank;

- qualifications and experience of personnel;

- the composition of the bank's clients.

When forming its interest rate policy, the bank takes into account that different sectors of the financial market are characterized by different values of interest rates.

Money market rates used for short-term lending operations between financial institutions (including state ones) are the official discount rate, the rate on short-term interbank loans.

Securities market rates are mainly the rates of return on various bonds at the time of their issue and subsequently on the secondary market.

The rates on the bank's operations with non-bank borrowers and lenders are the rates associated with the provision and attraction of funds to specified borrowers and lenders.

The main principle of the interest rate policy pursued by a commercial bank in the field of resource allocation is to ensure maximum income with a balanced structure of assets and a minimum level of risk of non-return of issued resources.

Thus, the interest rate policy of a commercial bank today is aimed at appropriate management of liquidity and profitability of its balance sheet. An effective interest rate policy should ensure flexibility in prices for credit and deposit resources, liquidity and profitability of the bank.

1.2 Regulatorynew fundamentals of interest rate policy

Banks are legal entities and economically independent. They pursue their own interest rate policy in relation to each specific client, the end result of which is making a profit, as the main goal in market conditions. Economic and legal responsibility for the bank's work with clients lies with the founders and shareholders of the bank.

Before forming a loan portfolio, a commercial bank needs to form an interest rate policy in relation to lending and deposit operations in such a way as to maximize profits. Accordingly, the interest rate on deposit operations is at a lower level than on credit. Interest rates on various deposit instruments have their own formation peculiarities. The rates on deposits of citizens are usually lower than the rates on deposits of legal entities due to the lower volume of deposits and higher costs for the formation of the resource base. At the same time, deposits of individuals are well managed; by increasing interest on deposits, a quick inflow of resources can be ensured.

The main regulatory documents governing the interest rate policy of commercial banks is the Regulation of the Central Bank of the Russian Federation No. 39-P “On the procedure for calculating interest on operations related to the attraction and placement of funds by banks”. It defines the procedure for calculating interest on active and passive operations of the bank related to the attraction and placement of funds of the bank's customers - individuals and legal entities, both in the national currency of the Russian Federation and in foreign currencies, as well as for the use of funds held in bank accounts.

Banks can accrue interest in one of four ways: by the formulas of simple interest, compound interest, using a fixed or floating interest rate in accordance with the terms of the agreement. If the contract does not specify the method of calculating interest, then interest is charged according to the formula of simple interest using a fixed interest rate. When calculating the amount of interest on attracted and placed funds, the interest rate (in percent per annum) and the actual number of calendar days for which funds are attracted or placed are taken into account.

Interest can be accrued in one of four ways: by the formulas of simple interest, compound interest, using a fixed or floating interest rate in accordance with the terms of the agreement. If the contract does not specify the method of calculating interest, then interest is charged according to the formula of simple interest using a fixed interest rate. When calculating the amount of interest on attracted and placed funds, the interest rate is taken into account in percent per annum and the actual number of calendar days for which funds are attracted or placed.

For participants in credit transactions, the influence of market forces and government regulation on the level of interest rates is of great importance. The state adjusts the level of the interest rate primarily in order to ensure the priority development of certain sectors of the economy. Another goal of regulating interest rates is to create a level playing field for participants in the national credit system.

An important factor determining the cost of resources attracted and placed on the credit market is the interest rate policy of the Central Bank. Most central banks conduct their monetary policy on the basis of interest rate regulation, i.e. determines the price of money in the economy. The Central Bank influences the level of interest rates of commercial banks by using methods of direct (directive) and indirect regulation.

Direct regulation methods include:

Limiting the upper level of interest rates;

Establishing the difference between loan and deposit interest.

Direct setting of the interest rate limit by the Central Bank on active and passive operations of commercial banks can lead to increased competition in the market of credit resources, limiting the possibility of attracting them, the need to increase the authorized capital, reduce the volume of lending by reducing risky loans, and an increase in interest rates on loans first-class borrowers.

The most effective tools for indirectly influencing the level of interest rates include:

The amount of the minimum reserve requirements of the Central Bank;

Volume, conditions and market price of loans provided to commercial banks;

Liquidity ratios;

Mechanism of taxation of commercial banks.

Changes in tax rates directly affect the level of interest rates, i.e. the higher the tax rates, the higher the interest rates for the loan, and vice versa. The increase in the required reserve ratio of the Central Bank also leads to an increase in interest rates for loans.

The rate of payment for resources, set by the Central Bank, along with the rate of required reserves and the conditions for the issuance and circulation of government securities, is an effective tool for managing commercial banks. Without resorting to direct regulation of the interest rate policy of the latter, the Central Bank determines the unity of the interest rate policy on the scale of the economy, stimulating an increase or decrease in interest rates. In most countries, the discount rate or refinancing rate is one of the official rates by which the money and credit markets are regulated in a country.

The discount rate is the official rate for lending to commercial banks by the Central Bank. The discount interest is one of the main instruments by which the Central Bank regulates the volume of money supply in circulation, the rate of inflation, the state of the balance of payments and the exchange rate. A decrease in the official interest rate leads to a decrease in the cost of credit resources and an increase in supply in the market, on the contrary, its increase - to a contraction of the money supply, a slowdown in inflation, but at the same time - to a decrease in investment. A change in the refinancing rate signals a change in the monetary policy of the Central Bank, depending on the level of inflation. The policy of influencing the money supply by regulating these rates is called the accounting policy. The main object, which is influenced by the interest rate policy of the Central Bank, in all developed countries is short-term loans. However, by regulating the discount rate, the Central Bank influences not only the state of the money, but also the financial market. Thus, an increase in the discount rate entails an increase in interest rates on loans and deposits in the money market, which in turn affects a decrease in demand for securities and an increase in their supply.

In the course of the evolution of the monetary system, the refinancing rate began to have more indicative indicators that give the economy a certain benchmark in relation to the value of the national currency for the medium term. Carrying out operations in the financial market and approving interest rates for monetary policy instruments, the bank, thereby, forms a corridor of interest rate fluctuations. The influence of the Central Bank's interest rates on the financial market is also manifested during the implementation of actions by the bank to streamline the current liquidity of the banking system.

Thus, due to strict adherence to the above principles, both in monetary regulation and in liquidity support and interest rate policy, an incentive is created for the entire banking system to effectively redistribute funds and form a resource base without the participation of bank resources.

1.3 Classification and types of interestbank policies

Based on the main goals and objectives of the interest rate policy of a commercial bank, its following types can be distinguished:

Interest rate policy on active operations;

Interest rate policy on passive operations.

Active operations are operations through which banks place the resources at their disposal. These include:

Short-term and long-term crediting of industrial, social, investment and scientific activities of enterprises;

Providing consumer loans to the population;

Purchase of securities;

Factoring;

Innovative financing and lending;

Equity participation by means of the bank in the economic activities of enterprises;

Loans to other banks.

The management of the interest rate policy on active operations is to use a set of measures aimed at establishing optimal interest rates in order to ensure the profitable operation of the bank when carrying out credit operations and to minimize the risks accompanying changes in prices for credit services.

When forming interest rates on active operations, the bank takes into account the following factors:

Official discount rate of the Central Bank;

Market conditions;

Fundraising costs;

The degree of risk of the project;

The financial condition of the borrower, the degree of reliability, solvency.

The upper limit of the bank interest for a loan is determined by market conditions. The lower limit is calculated taking into account the costs of the bank to raise funds and ensure the functioning of the credit institution. When calculating the rate of interest in each specific transaction, a commercial bank takes into account the level of the base (determined based on the approximate cost of credit investments) and the pledged level of profitability of the loan.

When determining the rate of interest in each specific transaction, a commercial bank takes into account:

Base interest rate level;

Risk premium.

The base interest rate is determined based on the planned cost of loan capital and the pledged level of profitability of lending operations for the coming period.

The base bank rate is the minimum rate set by each bank for loans provided. Banks provide loans by adding some margin, i.e. a premium to the base rate on most retail loans. The base rate includes the bank's operating and administrative expenses and profits. Installed independently by each bank.

Factors that are taken into account when forming the interest rate policy on active operations also include:

Costs of raising funds (the level of the average interest rate on deposits);

The degree of risk inherent in the loan (including the state of the collateral);

Loan maturity;

Expenses for the formation of a loan and control over its repayment;

Competitive banks' rates;

The nature of the relationship between banks and borrowers (including income from funds in the deposit account of the borrower and the cost of rendering services to him - paying his bills and others);

The rate of return that can be obtained by investing funds and other assets.

Passive operations are operations through which banks form their resources for lending and other active operations.

These include:

Attraction to settlement and current accounts of legal entities and individuals;

Opening of urgent accounts of citizens, enterprises, organizations;

Issue of securities;

Loans from other banks.

Banks use the interest rate on deposits as the main lever in the competition for free funds of individuals and legal entities. The increase in the rate offered by the bank allows attracting additional resources. Conversely, a bank oversaturated with resources, but limited to a few profitable areas of their placement, maintains or even reduces deposit rates. Banks set differentiated rates depending on the type of deposit account, the term for placing funds on the deposit and the amount of the deposit. Pricing for the bank's deposit liabilities is based on an analysis of the relationship between the deposit rate, which reflects the market value of raising funds, and the bank's costs associated with servicing each type of deposit accounts. If the bank's operating costs on the account are significant, for example, for the current accounts of customers, then the rate will be low, or no interest will be paid at all. Sometimes the bank transfers the cost of servicing the deposit to the client, charging a fixed commission or setting the cost of each operation on the account and at the same time pays interest on the balance of the client's account.

To interest the depositor in placing money in the bank and force him to abandon other options, borrowers must compensate him for the average level of profitability in the economy of a given country as a whole. This level is almost equal to the real rate of economic growth over a certain period of time. In this way, the initial, or principal, cost of the loan is determined, reflecting actual growth as opposed to inflationary increases in the prices of goods and services, and is therefore known as the real interest rate.

The main factors influence the level of the base deposit rate:

Real rates of economic growth in the country;

The expected inflation rate over the investment period;

The risk of non-refund of funds, which is associated with a specific banking institution.

The interest paid on deposits performs the function of redistribution; they can regulate the structure of deposits and the inflow of funds into certain forms of investments for various purposes in accordance with the demand for credit resources.

Thus, the interest rate policy is one of the most important and at the same time rather complex instruments for regulating banking activities. The basic principles for constructing a scale of interest rates should proceed from the state of supply and demand for credit resources, storage periods, the size of deposits, inflation rates, etc. Also, in almost all countries, interest rate policy is regulated by the state.

An effective interest rate policy in relation to deposit operations is one of the most important components of the successful operation of a commercial bank. Deposit operations constitute the main group of his passive operations. On their basis, a large part of the bank's resources is formed, used for short-term and long-term lending to business entities and the population. The bank's ability to attract deposits is the main criterion for its recognition by other market participants.

2. Analysis of the interest rate policy of Bank Petrocommerce OJSC in relation to deposit operations

2.1 General charactercharacteristicOJSC Bank Petrocommerce

Bank Petrocommerce (hereinafter referred to as the Bank) is one of the strategic assets of the IFD Kapital Group, created in 2003 as a group of financial companies and currently representing one of the largest diversified holdings, whose assets are represented in the oil and gas industry, banking and financial services, construction, chemical industry, mass media and high technologies.

In October 2013, it was announced that the Bank was integrated into the structure of the financial corporation Otkritie by acquiring 79.4% of its shares.

The bank was founded in 1992, is a universal credit and financial institution providing a wide range of services to corporate clients, small and medium-sized businesses, private clients, VIP-clients, including investment banking services.

The Bank is one of the largest banks in the Russian Federation, has an extensive regional network, represented in 29 constituent entities of the Russian Federation and as of April 1, 2014 numbering 18 branches, 1,501 ATMs, 7,618 POS terminals. The Banking Group also includes PJSC Bank Petrocommerce-Ukraine, a universal financial institution providing a wide range of banking services. One of the main activities of PJSC Bank Petrocommerce-Ukraine is servicing Russian companies operating in the Ukrainian market and Ukrainian companies with Russian investments.

The Bank's shareholders are: Company RESERVE INVEST HOLDING (CYPRUS) LIMITED with a share of 86.03%; CONFERN LIMITED with a 10.47% share and minority shareholders with a total share of 3.49%.

Chairman of the Board of Directors
Fedun Leonid Arnoldovich	Chairman of the Board of Directors of Closed Joint Stock Company "IFD Kapital"
Members of the Board of Directors
Alekseeva Elizaveta Ivanovna	Director of the Group's Internal Control and Audit Department, Closed Joint Stock Company IFD Kapital
Zhirkov Alexander Nikolaevich
Matytsyn Alexander Kuzmich	Senior Vice President for Finance, OAO "LUKOIL"
Mikhailov Sergey Anatolievich	Member of the Board of Directors of Closed Joint Stock Company "IFD Kapital"
Nikitenko Vladimir Nikolaevich	Member of the Board of Directors of OJSC Bank Petrocommerce
Nikitin Stanislav Georgievich	Vice President-Treasurer of OAO "LUKOIL"
Plaksina Olga Vladimirovna	Chairman of the Board of the Closed Joint Stock Company "IFD Kapital"
Ilyinskaya Elena Fedorovna	First Deputy Chairman of the Management Board of Closed Joint Stock Company "IFD Kapital"

The Bank is included in the register of banks - members of the compulsory deposit insurance system, is a full member of leading professional organizations and associations, including:

Association of Russian Banks;

Association of Participants of the Bill Market;

National Securities Market Association (self-regulatory non-profit organization);

Non-profit organization "Association of Regional Banks of Russia";

Self-regulatory (non-profit) organization "National Association of Stock Market Participants";

Association "VISA";

Russian National Association SWIFT;

Moscow International Monetary Association;

National Currency Association;

Association of MasterCard Members (non-profit organization);

Association of Factoring Companies;

Non-profit partnership "National Payments Council";

Non-profit organization LUKOIL Charitable Foundation.

The financial reliability and stability of the Bank is confirmed by high credit ratings of leading international and national rating agencies.

Standard & Poor "s

The Bank pays special attention to maintaining a high quality of assets, effective risk and cost management. The Bank's risk control system was certified by the independent rating agency “Expert RA”, following which on October 7, 2013 the Bank's risk control system was assigned the highest rating “A.rm”. The risk management system makes it possible to take them into account both at the stage of making management decisions and in the process of carrying out banking activities. This system is based on the timely identification of possible risks, their identification and classification, analysis, measurement and assessment of risk positions, as well as on the application of specific methods of banking risk management. Risk assessment and management are integrated into day-to-day operations. When building a risk management system, the Bank takes into account the recommendations of the Basel Committee on Banking Supervision and Regulation.

The main types of risk that the Bank allocates for management include:

Credit risk - the management mechanism is the limits that are set by the authorized bodies and Committees of the Bank on the basis of the principle of risk sharing by credit positions, which ensures the possibility of efficient allocation of limits, as well as operational control over their use;

Market risk - the procedure of daily revaluation of positions and a system of volume and stop limits for positions bearing market risk are used. To establish and revise volume and stop limits, as well as to calculate discounts, the Value at Risk (VAR) method is used;

Liquidity loss risk - the risk of current liquidity and structural liquidity is managed separately;

Operational and legal risks - identification and collection of data on internal and external losses, their analysis and assessment. All employees of the Bank, as well as management bodies, when taking actions and making decisions, take into account the impact of operational and legal risks;

Reputational risk - measures are taken to reduce possible losses, preserve and maintain the Bank's business reputation with customers and counterparties, founders (participants), participants in the financial market, government and local government bodies, banking unions (associations), self-regulatory organizations, whose participants is the Bank;

Country and regional risk - when determining the network development strategy, the Bank considers the situation in the regions from the point of view of political and economic stability, as well as from the point of view of the reliability of the most interesting potential counterparties. A model based on the use of econometric methods is used to predict the occurrence of crises;

Strategic risk - the Bank uses the following methods: SWOT analysis and other methods, on the basis of which the necessary strategic measures (programs, projects) are formed, allowing to ensure the effective use of the Bank's potential, to maximize the synergy of various businesses.

2.2 Analysis of financial activitiesOJSC Bank Petrocommerce

In 2013, OJSC Bank Petrocommerce demonstrated sustainable development in all target business areas in accordance with the Bank's development strategy. However, at the end of 2013, the Bank received a loss in the amount of RUB 7.1 billion.

The assessment of compliance with the mandatory ratios of OJSC Bank Petrocommerce is shown in Table 2.

Table 2 - Assessment of compliance with mandatory standards

Name indicators	Normative value	Actual values
		At the previous reporting date	As of the reporting date

The bank's equity (capital) adequacy ratio (N1)
Bank instant liquidity ratio (Н2)
Bank current liquidity ratio (N3)
Bank's long-term liquidity ratio (N4)
Maximum exposure to one borrower or a group of related borrowers (N6)
The ratio of the maximum size of large credit risks (N7)
The standard for the maximum amount of loans, bank guarantees and sureties provided by the bank to its participants (N9.1)
The ratio of the aggregate amount of risk for the insiders of the bank (N10.1)
The standard for the use of the bank's own funds (capital) for the acquisition of shares (stakes) of other legal entities (N12)

The data in Table 2 indicate an increase in the value of the Bank's equity capital adequacy ratio at the end of 2013 compared to 2012. It is obvious that the Bank fully complies with the capital adequacy requirements. As of 01.01.2014, the equity capital adequacy ratio (N1) was 12.6% in accordance with RAS; from 01.01.2014 the aggregate capital adequacy ratio in accordance with Basel III - 14.2%.

The Bank's liquidity indicators, as before, are at a high level: as of 01.01.2014, the instant liquidity ratio (H2) was 60.1%, current liquidity (N3) - 75.7%, long-term liquidity - 76.7% ... The ratio of the loan portfolio to customer funds is 113% as of 01.01.2014 (99% as of 01.01.2013).

The instant liquidity ratio as of 01.01.2013 amounted to 51.4%, as of 01.01.2014 this ratio increased by 8.7% and amounted to 60.1%. Thus, it can be said that the value of the bank worked with the increase in current liquidity. This means that the bank has enough liquid funds to repay them in the event of claims for all liabilities on demand, while maintaining its solvency.

The decrease in the current liquidity ratio for fixed-term liabilities to 75.7% as of 01.01.2014 compared to 79.2% as of 01.01.2013 indicates a stable state, despite a slight negative trend, since this ratio still exceeds the rate of 50%. Thus, the bank has liquid funds to pay off the required share of urgent liabilities.

The long-term liquidity ratio as of 01.01.2013 amounted to 77.5% as of 01.01.2014, this ratio decreased and amounted to 76.7%. This means that 76.7% of the bank's long-term investments as of 01.01.2014 were secured by long-term resources, which is significantly lower than the standard of 120%. Thus, the Bank has a low degree of long-term liquidity, according to other liquidity ratios its position is stable, hence the risk of unbalanced liquidity.

The ratio of the maximum exposure to one borrower or a group of related borrowers (N6) in 2013 increased and amounted to 24.8%, which is close to the normative maximum value of 25%, which dictates the need for further diversification of the Bank's loan portfolio to reduce the value of this ratio.

The standards for the maximum size of loans, bank guarantees and sureties provided by the bank to its participants (N 9.1) and the use of own funds to purchase shares of other legal entities (N12) as of 01.01.2014 amounted to 0, which indicates that the Bank has no risks in these areas ...

The ratio of the maximum size of large credit risks (N7) both in 2012 and 2013 is significantly lower than the norm of 800, which indicates the Bank's balanced approach to diversifying large credit risks and maintaining this ratio at a low level. The aggregate amount of risk for insiders of the bank (N10.1) amounted to 1.7% in 2013, which is lower than the maximum possible 3% and also indicates the Bank's striving to optimize its risks.

Balance sheet data for 2012 and 2013 indicate that the Bank's business is reasonably well balanced. Moderate growth in assets in 2013 (by 5%) is due to focused development in priority business segments and the sale of loans for RUB 21 billion. as part of the Bank's integration into the Otkritie Financial Corporation. The main drivers of asset growth were customer lending and operations with liquidity instruments.

Table 3 - Analysis of the dynamics of the composition of bank assets

Article title	Actual values, mln.	Deviation, million rubles (Art. 3 - Art. 2)	Pace growth (growth),% (st.3 / st.2Ch100%)
	At the previous reporting date	As of the reporting date

Cash
At the Central Bank of the Russian Federation


Net loan debt



Other assets
Total assets

According to financial statements, in 2013 assets grew by 5% to 236.5 billion rubles, including due to an increase in the loan portfolio. At the end of the year, the loan portfolio of Bank Petrocommerce amounted to 156.3 billion rubles, which is 5% higher than in 2012:

The Bank's retail loan portfolio grew at a rate significantly outstripping the market average - 56% versus 26%, amounting to 29.6 billion rubles at the end of the year. The growth in the retail loan portfolio was primarily due to the development of mortgage and consumer lending;

The largest growth dynamics was demonstrated by the segment of lending to small and medium-sized businesses: the portfolio of these loans increased 4.6 times to 9.8 billion rubles. At the same time, the quality of the Bank's loan portfolio is at a very high level: the share of overdue loans is less than 0.05%;

The factoring portfolio of Bank Petrocommerce increased by 12% to 18.9 billion rubles.

As can be seen from table 4, the structure of the balance is relatively stable and does not undergo significant changes. The main component of assets is a loan portfolio, liabilities are customer funds. Their weight in the balance sheet structure is comparable to the average market indicators. About 80% of the balance is represented by financial instruments denominated in rubles, which allows to minimize currency risks.

Table 4 - Analysis of the dynamics of the structure of bank assets

Article title	Actual values,%	Deviation, (Art. 3 - Art. 2)
	At the previous reporting date	As of the reporting date

Cash

Funds from credit institutions
Financial assets at fair value through profit or loss
Net loan debt
Net investments in securities and other financial assets available for sale
Net investments in securities held to maturity
Fixed assets, intangible assets and inventories
Other assets
Total assets

The above tendencies contributed to the change in the structure of the loan portfolio in accordance with the plans laid down in the Bank's development strategy. Thus, the share of corporate loans decreased from 71% to 60%, the share of the retail loan portfolio increased from 13% to 19%; the share of SME loans increased from 1.4% to 6%; the share of factoring - from 11% to 12%.

As for liabilities, the main sources of growth in the resource base in 2013 were subordinated loans, bond loans and borrowings from the Bank of Russia. In 2013, the Bank executed a put option for three bond issues with a par value of RUB 11 billion. A 5-year bond issue for 5 billion rubles was successfully placed. with significant oversubscription. At the end of 2013, the Bank did not experience an outflow of depositors: the decrease in funds of private clients at the end of the year was less than 1%. Attracted in 4 sq. 2013 subordinated loans in the equivalent of RUB 10 billion. helped to strengthen the capital base.

Table 5 - Analysis of the dynamics of the composition of liabilities, sources of own funds and off-balance sheet liabilities of the bank

Article title	Actual values, mln.	Deviation, (Art. 3 - Art. 2)	Growth rate (growth),% (st.3 / st.2Ch100%)
	At the previous reporting date	As of the reporting date



Funds of credit institutions



Other liabilities

Total liabilities
Sources of own funds


Share premium
Reserve fund

Revaluation of fixed assets




Off-balance sheet liabilities
Irrevocable liabilities of a credit institution
Guarantees and sureties issued by a credit institution
Non-credit contingencies
Total off-balance sheet liabilities

In 2013, the funding structure of the Bank, as shown in Table 6, did not undergo significant changes. As before, its basis (64% of liabilities) are customer funds, which decreased by 7% over the year to 139 billion rubles. In 2013, the Bank successfully fulfilled the offer for three bonded loans for 11 billion rubles, and also placed a new bond issue for 5 billion rubles with a significant oversubscription.

Table 6 - Analysis of the dynamics of the structure of liabilities and sources of the bank's own funds

Article title	Actual values, mln.	Deviation, (Art. 3 - Art. 2)
	At the previous reporting date	As of the reporting date


Loans, deposits and other funds of the Central Bank of the Russian Federation
Funds of credit institutions
Due to customers other than credit institutions
Financial liabilities at fair value through profit or loss
Issued promissory notes
Other liabilities
Provisions for potential losses on contingent credit commitments, other potential losses and operations
Total liabilities
Sources of own funds
Funds of shareholders (participants)
Own shares (stakes) redeemed from shareholders (participants)
Share premium
Reserve fund
Revaluation at fair value of securities available for sale
Revaluation of fixed assets
Retained earnings (uncovered losses) of previous years
Unused profit (loss) for the reporting period
Total sources of own funds
Total liabilities and sources of equity

The statement of financial results for 2013, as is evident from table 7, shows an increase in margins and income from core activities. The positive dynamics of these revenues, primarily the increase in revenues by priority business segments, is a key factor in the growth of gross profit: interest income in 2013 increased by 21%, to 20.0 billion rubles. (16.6 billion rubles in 2012), net interest income - by 31%, to 8.4 billion rubles. (6.4 billion rubles in 2012), net fee and commission income - by 37%, to 2.0 billion rubles. (RUB 1.5 billion in 2012). Gross profit for 2013 amounted to RUB 12.3 billion. (+ 9% compared to 2012). The growth in operating expenses is in line with the objectives of business development.

Table 7 - Analysis of the dynamics of the bank's financial results

INTRODUCTION

The relevance of the work. The last year in the development of the Russian banking sector is characterized by the strengthening of positive trends. The importance of the banking sector in the country's economy is gradually increasing, and the growth of depositors' confidence in banks is noticeable. But along with the dynamic development of the banking sector, there is also an accumulation of risks, which leads to a decrease in the efficiency of commercial banks.

The work of commercial banks to attract and place customers' funds is carried out in a difficult and unstable external environment, therefore, banks, first of all, in order to solve the problem of operational efficiency, it is necessary to balance interaction with customers, to properly organize the process of forming the bank's resource base. The main part of the banking resources is formed in the process of attracting free funds of clients by conducting deposit operations, as well as by issuing their own debt obligations. All types of deposit operations can be considered part of the banking portfolio. When managing a deposit portfolio, one should analyze its composition, volume, profitability, riskiness, make forecasts and quantify cash flows. All this is a determining factor in the deposit policy of a commercial bank.

To date, an insufficient number of scientific works have been devoted to the problems of the formation of the bank's deposit policy, the study of its theoretical foundations, and recommendations for practical application.

The research object of the thesis is BALTINVESTBANK OJSC.

The subject of the thesis is the deposit policy of commercial banks.

The aim of the thesis is to determine the essence of the bank's deposit policy, study the processes of formation of the deposit policy, mechanisms for its implementation, as well as develop proposals for improving the deposit policy of BALTINVESTBANK OJSC.

To achieve this goal, it is required to solve the following tasks:

explore the theoretical foundations of the bank's deposit policy,

consider the types of deposits of commercial banks,

to study approaches to the formation of the bank's deposit policy,

analyze the deposit policy of BALTINVESTBANK OJSC,

The theoretical basis of the research was formed by the legislative and regulatory acts of the Russian Federation, the Central Bank of the Russian Federation, scientific monographs, educational literature, dissertation research, economic periodicals.

The information base was the data of quarterly reports and internal regulations of BALTINVESTBANK OJSC, Internet resources.

Of practical importance are specific recommendations aimed at improving the deposit policy of BALTINVESTBANK OJSC.

1. THEORETICAL BASIS OF DEPOSIT POLICY OF A COMMERCIAL BANK

.1 Bank deposit policy: essence and role

Essence is the inner content, the properties of someone - something, discovered, cognized in phenomena.

Before defining the "inner content" of the deposit policy, it is necessary to understand what a commercial bank is.

According to banking legislation, a bank is a credit institution that has the right to attract funds from individuals and legal entities, to place them on its own behalf and at its own expense on the terms of urgency, payment, repayment and settlement operations on behalf of customers. In accordance with its functions as a bank, a commercial bank accumulates (attracts) temporarily free funds in deposits, places them, conducts settlement and cash services for clients.

Fig 1. The main functions of banks

It is the function of accumulating funds that is one of the oldest functions. The mobilization of temporarily free funds and their transformation into capital bring their owners - individuals and legal entities, on the one hand, income in the form of interest, and on the other hand, they form a base for the bank to conduct active operations. And it is the borrowed funds that form the bulk of the bank's resources, so they should be considered as an independent object of banking policy.

All borrowed funds by the method of their accumulation can be grouped in the following way:

). deposits;

). non-deposit attracted funds.

But it is deposits that form the bulk of the resources attracted by commercial banks.

The structure of the resource base of commercial banks in Russia as of 01.01.2011 is given below,%.

1. Own funds (capital) - 12.8%

2. Attracted resources - 65%

Including:

). Deposits of legal entities and individuals - 62.4%

). Securities - 2.6%

Borrowed resources - 12.2%

The above data confirm the above words - most of the funds attracted from commercial banks are deposits of individuals and legal entities. And it is the borrowed funds that form the basis of the banks' resource base (65% of all available bank funds).

Lavrushin gives the following definition to deposits - these are funds deposited into the bank by clients - individuals and legal entities, which are used by them in accordance with the account regime and banking legislation.

Each commercial bank, in order to achieve effective functioning and achieve its goals, must develop its own deposit policy, that is, a management strategy. But at the moment, the issue concerning the theoretical foundations of the concept of deposit policy, the principles of its formation and implementation, has not been sufficiently studied.

Lavrushin defines the deposit policy as the bank's policy on attracting funds to deposits and effectively managing the process of attracting. He also defines it as a bank's fundraising strategy and tactics. Beloglazova has a similar definition, which says that each bank needs to develop a document regulating in commercial banks the processes of attracting temporarily free funds of organizations and the population to bank accounts in various kinds of deposits (deposits), which is primarily based on the strategic plan of the bank , on the analysis of the structure, current state and dynamics of the bank's resource base and should proceed from the main prospects for its development and on the basis of documents defining the main directions and conditions for the placement of borrowed funds, such as "Bank's credit policy" and "Bank's investment policy". This definition, in my opinion, is more complete and reveals the essence of the concept of deposit policy, and also clearly indicates the relationship with the policy of placing borrowed funds. But still, I agree with Lavrushin that this is primarily a policy, that is, a set of measures and actions to achieve goals, and not just a document.

In my opinion, both authors adhere to a single approach to the bank's deposit policy, as a part of banking policy, which is interconnected both with its elements and with the strategic goal of the bank. Do not forget about the banking (both external and internal) regulation of this process, which is mentioned by Korobova in her works.

So, the bank's deposit policy is being developed in accordance with the strategic plan. The development of a deposit policy begins with setting the goals of the bank, then in order to achieve these goals, it is necessary to develop step-by-step actions and set specific indicators. G. G. Korobova offers "his" model of the formation of the bank's deposit policy, but more on that later.

First of all, the bank must decide with which depositors it will work, for whom it will develop its products. It is customary to single out clients with a high level of income, entrepreneurs, employees and workers, youth and students, as well as the elderly. Each of these categories is of more or less interest to the bank. So clients with a high level of income provide banks with particularly large amounts of deposits, although the deposits of this group are not always the basis of the total mass of the bank's deposits. As a rule, the total mass of deposits is made up of funds of workers and employees, as well as funds of the elderly. Banks are interested in students and youth from a perspective point of view.

According to Russian legislation, the bank's clients are individuals and legal entities, that is, the bank can work either with “retail” clientele, or with legal entities, or with both. As a rule, the liabilities of Russian banks are deposits of both individuals and legal entities. Thus, VTB Bank, focused on working with large legal entities, in the structure of its liabilities has 45.5% of deposits of legal entities, and its "retail" subsidiary - VTB 24 Bank - 66.4% of deposits of individuals and only 6.9% legal entities. It can be concluded that, depending on the goals and directions of its future activities, the bank chooses its clientele.

But banks operate in a fiercely competitive environment, therefore, there is a struggle for customers. In order to attract customers, and with them the funds required for activities, the bank must choose a strategy for its behavior in the market. So, as of April 1, 2011, the strategy of the leader in the private deposit market is being pursued by such banks as VTB 24 and the Savings Bank of Russia.

Large banks tend to choose a competitor's strategy. To achieve a competitive advantage in the market, they expand their branch networks, develop new products and services, set attractive deposit rates, and spend huge amounts of money on advertising.

The bank can focus on the development and improvement of certain types of services, and not compete with the leader in all areas of activity (for example, providing services over the Internet) - this is a specialist's strategy. For medium and small banks, the catch-up strategy is characteristic: banks do not develop new products, but introduce those tested by other banks, thereby protecting themselves from unnecessary costs.

It is very important to develop tactical issues as well. Clients are attracted to the bank primarily by the image of a reliable and stable bank, as well as interest rates on deposits and terms of service. This is also an important aspect in the development of a deposit policy.

As mentioned earlier, the deposit policy must be documented. As a rule, it is a separate document, or a separate section of the credit policy document, or is prescribed in the provisions on the procedure for attracting funds to deposits and on the opening and maintenance of client accounts.

This document may contain the following content:

general provisions;

the goals of the resource policy of a commercial bank;

interaction of structural divisions of the bank;

the structure of the bank's resources;

terms of raising funds and the terms of the contract;

a list of documents and the procedure for registration of transactions for the sale of its own bills of exchange and bank certificates by the bank;

the procedure for attracting and formalizing operations to attract funds from credit institutions;

the procedure for calculating and paying interest on passive transactions;

deductions to the mandatory reserve fund of the Central Bank of the Russian Federation, control over compliance with economic standards;

the procedure for storing documents.

So, according to Korobova G.G., the bank's deposit policy can be developed according to the following scheme:

Rice. 2. Scheme for the development of the bank's deposit policy

The first stage involves determining the strategy of a commercial bank in the field of attracting resources. The second stage is aimed at solving the issues of managing deposit operations by the bank's personnel. At the third stage, specific bank operations are worked out in detail, as well as the organization of the deposit process at various stages of the bank's deposit agreement with the client. The final stage is the development of measures to manage and control the deposit process.

In my opinion, this scheme is good in that it was developed taking into account the world practice in the field of deposit operations and it can be adapted to Russian conditions, and also answers the main questions: who develops the deposit policy, how it is developed and by whom and how it is regulated ...

So, the bank's governing bodies, such as the bank's asset and liability management committee and the bank's board, as well as a number of bank structural units (securities management, credit management, business development management, financial management, treasury), are involved in the development of the deposit policy. It is these structures that Beloglazova singles out in her book. The bank's board is engaged in the development and approval of the deposit policy, it also establishes the procedure and conditions for attracting deposits, controls the implementation of the deposit policy. The asset and liability management committee is responsible for making decisions on the formation of the deposit portfolio. Analyzing the structure of resources, their correspondence in terms and amounts with the bank's assets, the committee makes adjustments to the bank's deposit policy. Subdivisions such as the treasury and financial management of the bank determine the amount of deposit funds the bank needs: set the size of interest rates on deposits; determines the amount of reserve funds raised in the Bank of Russia; monitors the bank's compliance with the risk ratios for borrowed funds established by the Bank of Russia, etc. The following departments of the bank are engaged in direct attraction of deposit funds: the securities department (they are engaged in the issue of deposit and savings certificates, as well as their own bills), the department of citizens' deposits, the credit department or the department of assets and liabilities (deposits of legal entities). This list of structural divisions is inaccurate. Each bank has its own internal organizational structure. The most important thing is to ensure the interconnection of the work of all these bodies to achieve the desired results.

The implementation of the bank's deposit policy should be based on the following principles:

· Forming the resource base, banks must comply with legislative and regulatory requirements, as well as comply with the established restrictions on passive transactions;

· Passive operations of the bank should create conditions for the bank to receive profit;

· Attraction of resources, first of all, should provide the bank with its liquidity, therefore, special attention should be paid to attraction of urgent resources, as well as the relationship of passive and active operations;

· When carrying out passive operations, to ensure the stability of the resource base, it is necessary to differentiate the attracted resources as much as possible by subjects and by the types of attracted resources;

· The attraction of resources is facilitated by maintaining a positive image of the bank, developing banking services and improving the quality of service.

Attraction of customer funds into the bank's turnover is associated with certain risks that banks must take into account in their work, as well as be able to manage them in order to avoid negative consequences for liquidity and stability. The controlling body is the Bank of Russia, which sets certain restrictions on the amount of funds raised for banks. These restrictions operate in the form of such economic standards as:

Maximum risk ratio per one creditor (depositor) - N8;

The standard for the maximum size of attracting money deposits (deposits) of the population - NI;

The standard for the maximum amount of the bank's liabilities to non-resident banks

and non-resident financial institutions - Research Laboratory;

The risk ratio of the bank's own promissory notes is N13.

These standards are set in relation to the bank's own funds (capital). Thus, the N8 ratio is calculated as the ratio of the total amount of the bank's liabilities to one or a group of related creditors (depositors) to the bank's capital and cannot exceed 25% of its value. In this case, the total amount of the bank's liabilities includes the maximum amount (for one depositor or a group of related creditors) of the balance of funds:

On settlement (current), correspondent accounts and demand deposit accounts;

On time deposit accounts, time deposit accounts of individuals, and

also accounts for received loans and borrowings, deposits in precious metals;

On accounts of other borrowed funds).

The NI standard limits the total aggregate amount of monetary deposits (deposits) of the population on the balance sheet of a commercial bank by the amount of its own funds.

The bank's capital is also limited by the amount of its own bills and bank acceptances issued by the bank, as well as 50% of its off-balance sheet obligations arising from the endorsement of bills, avals and bills of exchange intermediation (standard H13).

The total amount of the bank's liabilities in rubles and foreign currency, as well as in precious metals to non-resident banks and non-resident financial institutions (NIL) may exceed the amount of the bank's own funds (capital) by no more than 4 times.

The establishment by the Bank of Russia of risk standards for borrowed funds for commercial banks, together with the capital adequacy ratio, as well as liquidity and credit risk standards, is aimed at protecting the interests of depositors and creditors, and ensuring economic conditions for the stable functioning of the banking system. In addition, banks should create special deposit insurance funds in order to guarantee compensation for depositors in the event of bankruptcy, thereby ensuring the protection of the deposit. In addition to deposit insurance, it is very important for depositors to have open access to information about the activities of commercial banks and the guarantees they provide. To assess the risk of future investments, when deciding on the placement of available funds at the depositor, he must be sufficiently informed about the financial condition of the bank. Such information can be provided by special agencies and bureaus that make up ratings of banks' activities.

In addition, the banks themselves should provide complete information about themselves to their creditors and depositors, such as: the amount of the authorized capital, the amount of their own funds, information about the founders, information about the prospects for development, the results of activities, etc. First of all, this applies to individuals who choose banks to deposit their funds.

1.2 Types of commercial bank deposits

In order to be able to issue loans to banks, it is necessary to have an appropriate resource base, the main source of which is deposits or deposits of customers.

First of all, it is necessary to define the term "deposit". Translated from Latin, depositum is a thing given for safekeeping. In many works studied by me, the concept of "deposit" and "deposit" are considered as identical.

As we already know, the main part of the bank's resource base is borrowed funds. The bank attracts funds through the following operations:

opening and maintaining accounts of legal entities,

Attraction of deposits of individuals,

the bank's issuance of its own debt obligations.

Based on this, the following definition can be given to deposits - these are funds from individuals and legal entities attracted as a result of the bank's operations for opening and maintaining customer accounts, accepting deposits (deposits), issuing its own securities in the form of debt obligations (deposit and savings certificates , bills and bonds).

Individuals or legal entities carry their free funds for storage in the bank in order to receive income in the form of interest. Such relations are secured by a bank deposit agreement, which can be formalized by the issuance of a savings book, a savings or deposit certificate or other document to the depositor that meets the requirements of the law, banking rules and business customs.

To attract deposits from legal entities, banks must have a license to carry out banking operations. Banks, depending on the licenses available, can only attract funds in deposits in rubles or in rubles and foreign currency.

To attract deposits from individuals, the bank must possess one of the following licenses:

) to attract deposits of individuals' funds in rubles;

). to attract deposits from individuals in rubles and foreign currency;

). general license.

A bank can obtain such licenses after two years from the date of state registration and stable operation in the banking services market. Thus, a higher financial stability of banks working with household funds is ensured.

There is a huge variety of types of deposits in the banking market. This is explained by the desire of banks to satisfy the demand of various groups of clients for banking services, thereby attracting their savings and free funds to bank accounts.

Deposits can be classified according to various criteria: by terms, sources of deposits, categories of depositors, forms of withdrawal of a deposit, purpose, degree of profitability, etc.

Based on the category of depositors, deposits of legal entities and individuals can be distinguished. There are a number of differences between these contributions. So, deposits of individuals are formalized by a bank deposit agreement, which is a public agreement (a public agreement is an agreement concluded by a commercial organization and establishing its obligations to sell goods, work performed, services that it must, by the nature of its activities, carry out in relation to everyone who she will apply (Art. 426 of the Civil Code of the Russian Federation)). Such an agreement is characterized by conditions that are uniform for all depositors. For legal entities, the contract determines the individual conditions for accepting their contribution.

There is the following classification of client funds according to the terms of attraction:

funds on settlement and current accounts;

funds on demand accounts;

term deposits and deposits.

Customer funds on settlement (current) accounts and on the accounts of correspondent banks are the largest source of attracting resources into the bank's turnover. By their economic essence, these accounts represent demand deposits. Withdrawal of funds from these accounts, transfer to the account of another person occurs without any restrictions (in whole or in part), at any time, at the first request of their owners. Therefore, the rates on demand accounts are set by the bank at a minimum level. The regulation of the work of such accounts is carried out by agreements on bank and correspondent accounts. Such accounts are most often used for settlement transactions, less often for saving funds. Business entities open such accounts in connection with the need to carry out settlements, make payments, receive funds at their disposal, using banks as intermediaries. Debiting, crediting funds to on-demand accounts can be executed in cash, check, transfer, and other settlement documents. Write-off of funds from customer accounts is reflected in debit, crediting - in credit. The settlement accounts of legal entities from counterparties receive proceeds from the sale of goods, works, services, income from non-sale transactions, the amount of loans received from banks, as well as spending these funds on payments to suppliers, paying taxes to budgets of different levels, transfers to various off-budget funds, payment of wages to workers and employees, repayment of bank loans and interest on them, etc.

Demand deposits constitute the main part in the structure of attracted funds of commercial banks, since they are usually the cheapest source of banking resources.

The balance of funds on the settlement accounts of legal entities is mobile. The owner at any time can withdraw funds from the account or transfer them to the accounts of his counterparties for commodity transactions.

Therefore, commercial banks, in order to maintain their liquidity while fulfilling the requirements of the owners of these accounts, must constantly keep their highly liquid assets at a sufficient level (cash in the bank's cash desk and on a correspondent account with the Bank of Russia RCC, in government securities, etc.). But despite the high mobility of funds on demand accounts, commercial banks take on a certain risk and use these deposits as sources of effective credit resources.

Among demand deposits, one can distinguish a deposit for payments using bank cards. The peculiarity of such a deposit is the right of the account holder to make settlements and receive cash. As a rule, a limit is set for receiving cash. The use of bank cards is undoubtedly convenient for customers, and it also allows the bank to accumulate significant funds without paying high interest. It is estimated that when salaries are credited to card accounts for half a year after opening an account, account balances equal to approximately two monthly earnings are accumulated, while interest is charged at the rates established for demand deposits. However, the use of this type of resources requires large initial costs for special equipment, software, for conducting an advertising campaign to attract customers. The balances on settlement, current accounts, demand deposits and deposits for settlements using bank cards are considered the most mobile banking resources.

At the same time, legal entities can place a stable amount of their temporarily free funds in the bank on term deposit accounts. The ability to withdraw funds from the account by the owner at any time is, as mentioned earlier, the reason for establishing the lowest rates for such deposits. But, despite the high liquidity of such funds, they represent a stable resource for commercial banks. Therefore, banks interested in financially stable clients with permanent funds in their accounts should strive to attract clients by providing additional services to account holders, as well as by improving the quality of service.

World banking practice, in addition to the usual types of demand deposits, known such types of demand deposits as accounts and certified check accounts (USA).

A feature of nau-accounts is that they can be used to issue settlement documents in favor of third parties. Such accounts are opened only for individuals and non-profit companies. Nau accounts are an excellent combination of the principle of liquidity and the possibility of obtaining profitability in the form of interest.

Certified Check Accounts are demand deposit accounts into which funds are set aside for the payment of certified checks. The latter are checks on which the bank makes a special note about the availability of funds for their payment.

To determine the possibility of using demand deposits in the implementation of urgent active operations, commercial banks should conduct a quantitative analysis of the deposit base. To do this, you should calculate the indicators that characterize the deposit base:

) The level of subsidence of funds, showing the rate of growth of the resource base for the analyzed period. The calculus formula is as follows:

Wo = (Ok-He) / P

where Uo is the subsidence level,

Ok - the balance at the end of the period,

He is the remainder at the beginning of the period,

P - receipts in deposits during the period

The higher the deposit subsidence level, the better for banks. The zero value of the indicator indicates the invariability of the deposit, the growth of the numerical value of the indicator indicates that the inflow of deposits exceeds their outflow.

) Average shelf life - reflects the average number of days during which funds are kept on demand deposits. This indicator makes it possible to determine the period for placing the attracted resources in working assets according to the formula:

C = OSr * D / B,

Where C is the average shelf life,

OSR - the average balance during the period,

D - the number of days in the period under consideration,

B- withdrawal or transfer of funds during the period

) Minimum balance of demand deposits - a constant, irreducible share of customer funds that can be placed in profitable working assets:

But = OSR / P

Where But is an irreducible remainder,

OSR - average balance during the period

P - receipts in deposits during the period.

Time deposits are funds of individuals and legal entities deposited with the bank for a fixed period. Such accounts are not used to make current payments. During the term of the deposit, additional contributions from its owner - a legal entity, are not accepted to the deposit account, with the exception of such a type of term deposit as a term deposit with additional contributions. Refunds for legal entities are carried out upon the expiration of the term, unless otherwise provided by the deposit account agreement, but cash withdrawal from accounts is impossible, funds from the deposit account can only be sent to the current account. Legal entities do not have the right to transfer funds on deposits to third parties.

Individual deposits are formalized by a bank deposit agreement. An unlimited number of bank deposit agreements can be concluded with the same depositor and, accordingly, an unlimited number of accounts can be opened. The bank deposit agreement provides for the following rights of the depositor: disposal of his deposit by power of attorney, payment of the deposit to a third party, bequest of the deposit in accordance with the established procedure, the prohibition of the bank to unilaterally change the interest rate on the term deposit. The Civil Code of the Russian Federation provides for the return of deposits to citizens at their first request. If the agreement contains a condition that provides for the refusal of the citizen to receive his contribution at the first request, it shall be considered invalid. In case of early withdrawal of a term deposit by the depositor, the agreement must provide for the payment of interest to him not lower than on the demand deposit.

The basis for concluding a bank deposit agreement is a written application of the depositor, but the agreement is considered concluded from the moment the deposit is received by the bank. Funds can be deposited by a citizen in the cashier of the bank in cash or transferred to his account by bank transfer (by transferring funds by a third party or the depositor himself to a term deposit from his account on demand, opened in this or in another bank). When opening a deposit (regardless of its type), citizens may be issued a savings book (or a book of a cash deposit), which can be registered and bearer. A bearer savings book is considered a security. Information about depositors, deposits and their bank accounts, as well as transactions on the latter, is a bank secret.

Banks can conclude savings deposit agreements with individuals for a certain period. Interest paid on savings deposits is lower than interest on time deposits. There are several types of savings deposits that are open to individuals: urgent; urgent, with additional payments; current; targeted, etc. Such deposits are convenient for banks in that they are usually long-term in nature, therefore, they can serve as a source of long-term investments.

Depending on the term of placement, there are deposits for up to 30 days, from 31 to 90 days, from 91 to 180 days, from 181 to 1 year, from a year to 3 years, for a period of over 3 years. Some banks also offer legal entities to place funds for a minimum period of 7 days. A term deposit for a bank client is not only potential money, but also capital. On time deposits and savings deposits, the interest rate is higher than on demand deposits, and the longer the term and the larger the size of the deposit, the higher it is.

Time deposits to the greatest extent support the bank's liquidity. Therefore, in order to ensure the stability of a commercial bank, it is desirable that the share of term deposits in bank deposits is 30-36%. Also, when managing time deposits, one should distinguish between large and small depositors, since their behavior is excellent. Usually, the behavior of small depositors is easier to predict, since they react more slowly to changes in the market situation (lack of money, rising interest rates and the emergence of new products from competing banks), in contrast to large clients. The largest depositors for a given bank are distinguished on the basis of the average balance of turnovers for the period.

You can also define the following indicators: the percentage of the largest customers, the share of this group in the total turnover and in the total average balance. The higher this share, the more the bank depends on the activities of the largest clients. It is preferable for the bank that the bulk of the deposits are provided by small and medium-sized customers.

Summarizing the above, the following differences can be distinguished between a demand deposit and a time deposit:

1) Time deposits cannot be used for settlements and settlement documents are not issued for them;

2) The difference in the rate of turnover of funds: on demand deposits, the turnover rate is much higher;

) Interest on term deposits is higher, therefore, they are more expensive for the bank;

) For time deposits, a requirement is established for prior notification by the depositor of the bank about the withdrawal of funds, especially for large and especially large deposits;

) The rate of deductions to the reserve fund for demand deposits is higher than for time deposits.

Time deposits can also be formalized with certificates of deposit and savings certificates, or a bank bill. Bank certificates of deposit are issued to legal entities, savings certificates - to individuals. The certificate holders can be both residents and non-residents.

Savings and deposit certificates are securities certifying the amount of the deposit made to the bank and the rights of the depositor (certificate holder) to receive, after a specified period, the deposit amount and due interest in the bank that issued the certificate or in any of its branches.

Not all banks have the right to issue certificates. In order to be eligible for this, the bank must meet the following conditions:

carrying out banking activities for at least two years;

publication of annual accounts confirmed by an auditing firm;

compliance with banking laws and regulations of the Bank of Russia;

compliance with mandatory economic standards governing the activities of commercial banks by the Central Bank of the Russian Federation;

the presence of a reserve fund in the amount of at least 5% of the actually paid authorized capital;

fulfillment of the mandatory reserve requirements of the Central Bank of the Russian Federation.

The Bank is entitled to place deposit (savings) certificates only after registration of the conditions for issuance and circulation of certificates at the territorial office of the Bank of Russia.

Certificates can be issued only in the currency of the Russian Federation, circulation of which is possible only on its territory. They must be urgent. The use of bank certificates as a means of payment for payments for goods and services is not allowed. The main function of this security is the accumulation of funds. There are two types of bank certificates - registered and bearer. The amount of the deposit and the accrued income, which depends on the value of the established interest rate, the term and the amount of the deposit deposited into a separate bank account, are paid upon the expiration of the certificate.

The rights to claim a certificate may be assigned by the owner of the certificate to another person. Assignment for a bearer certificate is carried out by simple delivery, and for a nominal one - by means of a transfer inscription (assignment), which is drawn up on the back of the certificate form. It is a bilateral agreement between the person establishing his rights (assignor) and the person acquiring these rights (assignee). The certificate is issued only after individuals and legal entities transfer the corresponding amount to special accounts in the bank, which are intended to record issued certificates. The Bank's Management Board sets the interest rate for bank certificates.

Upon maturity, the owner must present the certificate to the issuing bank along with a statement on the withdrawal of funds on it, indicating the account to which they are to be credited.

Early presentation of the certificate for payment is possible. In this case, the owner of the certificate receives the amount of the deposit indicated in the certificate, and interest at the demand rate, which is valid in the bank at the time of presentation of the certificate. In the event that the term for receiving a deposit under a certificate is overdue, the bank pays the amount of the deposit and interest on it at the first request of the owner of the certificate, while the accrual of interest stops upon the expiration of the term for claiming the amounts under the bank certificate.

Certificates have significant advantages over term deposits, which are formalized by deposit agreements. The likelihood of a large number of financial intermediaries in the distribution and circulation of certificates expands the circle of possible investors of the bank, and due to circulation in the secondary market, the certificate can be transferred (sold) by the owner to another person ahead of schedule with some income during storage and without changing the volume of the bank's resources. In case of early withdrawal of a term deposit, the owner loses income, and the bank loses part of its resources. The disadvantage of certificates in comparison with time deposits (deposits) is the increased costs of the bank associated with the issue of certificates as a type of securities.

A bank bill is a security containing an unconditional promissory note of the drawer (bank) to pay a certain amount to the drawer in a specific place and for a specified period. Issue and circulation of bills (including bank bills) are regulated by the Civil Code of the Russian Federation and Federal Law No. 48-FZ dated March 11, 1997 "On a bill of exchange and promissory note." Banks are guided by these documents when independently developing the conditions for the issue and circulation of bills, which, unlike the conditions for the issuance and circulation of bank certificates, are not registered anywhere. Banks have the right to issue only promissory notes, both interest-bearing and discount, and place them among legal entities and individuals.

Upon presentation to the bank of an interest-bearing bill for redemption, the first drawer (or the last one, if there is an endorsement on the bill of exchange) has the right to receive interest income for the actual period of time that its funds are in the bank's turnover.

A discount bill receives a discount income, which can be defined as the difference between the par value of the bill at which it is redeemed and the price at which it is sold to the first holder of the bill.

Bank bills have tremendous benefits. First of all, it is a highly liquid medium of circulation, since it can be transferred by endorsement; secondly, bills of exchange can act as a means of payment in payments for goods and services between legal entities and individuals; thirdly, a bill of exchange is a highly profitable means of accumulation; fourthly, they can serve as a subject of collateral when clients apply for loans in other banks. Investing by clients of their free funds in bank bills is a very attractive and profitable business for them, and for banks - a stable and independently regulated resource of an urgent nature for the purpose of subsequent placement in bank assets (loans, currency, securities, etc.). Banks are not prohibited from issuing foreign exchange bills, which contributes to the accumulation of credit resources in foreign currency.

You should also talk about the classification by the type of deposit currency.

There are ruble, currency and multicurrency deposits. A feature of multicurrency deposits is the minimization of the risks of losses for depositors, which are associated with changes in the exchange rate difference of foreign currencies against the ruble, as well as cross-rates of foreign currencies. A depositor who has entered into such an agreement with the bank and deposited funds in a specific currency (for example, in euros) has the right to convert the deposit from one currency to another, without withdrawing funds from the account with a predetermined frequency (as a rule, once per month or quarter). The entire deposit amount can be converted from one currency to another - the so-called full conversion, or a part of the deposit amount can be converted, depending on the terms of the agreement. Interest on this type of deposit is calculated in the currency in which the deposit is currently expressed. If, as a result of partial conversion, the deposit amount is expressed in several currencies, then interest on each part of the deposit is calculated in the corresponding currency.

As part of the deposit policy, banks must develop their own interest rate policy. It should be noted that banks have the right to set the interest on borrowed funds independently. The bank's interest rate policy is influenced by external and internal factors. External factors include:

The state of the financial market

Inflation rate

· Demand for banking services

Banking competition level

Policy of the Bank of Russia and the Ministry of Finance of the Russian Federation

Regional specifics

The state of the social environment

Internal factors include:

The range of services provided by the bank

Staff qualifications and experience

The composition of the bank's clients

When formulating its interest rate policy, the bank takes into account that different sectors of the financial market are characterized by different interest rates, in particular:

Money market rates used for short-term lending operations between financial institutions (including state ones) are the official discount rate, the rate on short-term interbank loans)

Securities market rates are mainly the rates of return on various bonds at the time of their issue and subsequently on the secondary market

· The rates on the bank's operations with non-bank borrowers and lenders are the rates associated with the provision and attraction of funds to the specified borrowers and lenders.

The interest rate policy of the bank is determined by the duration of the gap between the terms of the release of attracted and placed funds and fluctuations in interest rates, the level of interest rate risk, which is expressed in the risk of losses as a result of the excess of interest rates paid by the bank on borrowed funds over the rates on loans provided.

When forming interest rates on passive operations, the bank takes into account the following factors:

· Interest rates differ depending on the terms, the amount of funds attracted, the category of the client, the currency of funds, etc.

· The size of the interest rate depends on the official discount rate of the Central Bank of the Russian Federation and the reserve norms.

· The amount of interest on the attracted resources must be real, i.e. take into account the level of interest rates on active operations and margin.

Using various methods of calculating and paying interest, banks increase the interest of depositors in placing their funds. There are the following types of interest rates:

simple and complex;

permanent and floating.

In banking practice, the calculation of income on deposits most often occurs through the calculation of simple interest. This method assumes the choice as a basis for calculating the actual balance of the deposit. The calculation and payments on the deposit are made in accordance with the interest stipulated by the agreement and within the established time frame. Simple interest can be paid in two ways: interest is paid simultaneously with the payment of the principal amount of the debt at the end of the term (the most common option), or interest is paid periodically, and the principal amount is repaid at the end of the term of the deposit agreement.

Compound interest involves the calculation of interest on interest. When the billing period expires, interest is accrued on the deposit amount and the resulting value is added to the deposit amount. Thus, in the next billing period, the interest rate is applied to the new base increased by the amount of the previously accrued income.

1.3 Approaches to Developing Deposit Policy

The development of a deposit policy should include several strategic approaches, the application of which will allow solving the following applied tasks:

expansion of the bank's permanent clientele

an increase in the total amount of funds raised on terms favorable to the bank.

The first approach is based on prioritizing the selection of client groups for a particular bank.

The first variant of this approach assumes that banks are oriented towards VIP clients. The implementation of this option implies the opening of super-profitable accounts for individual depositors in order to solve problems in another area of financial activity. At the same time, a commercial bank is not interested in the deposit market. In this case, the bank focuses on legal entities, namely on corporate structures with a high annual turnover. In this case, VIP accounts are opened for the owners and top managers of enterprises, and in addition to standard services, additional services are also provided on favorable terms (as a rule, these include lending and tax consulting). The use of this option gives a chance to take a stable position in the market, which is occupied only by well-known banks.

This method is suitable for banks that are newly created and have an average size of their own capital, whose permanent clientele has chosen a limited number of enterprises. But there are also disadvantages: it is impossible for the bank to profitably place the funds attracted to these accounts, which leads to unprofitableness.

The second option is designed for a narrow circle of people with exceptionally high income. This method assumes the exclusion of mass clientele and the allocation of a certain circle of persons (the so-called "elite" depositors) who can afford large monetary deposits. The bank achieves this result by limiting the minimum term and size of the deposit. On the one hand, for the bank, this ensures the most profitable structure of deposits and simplifies the further placement of funds attracted on them. On the other hand, it increases the level of costs both for attracting funds into deposits and for providing additional services. In domestic practice, this method is inappropriate, since the Russian private depositor does not trust his savings to "our" banks, preferring to keep them abroad.

The third option is aimed at certain categories of clients.

It is based on the limitation of the bank's client groups in the deposit services market. In this case, the priority is not the "financial solvency" of clients, but to which business area or social group of individuals they belong. That is why all the attention is paid to marketing tools, not financial ones. This allows you to work alongside large banks due to the fact that not standard, but exclusive service packages are offered, developed taking into account the needs of customers. Providing such services, you need to take into account the further financial prospects and stable clientele in this market segment. Such services are quite acceptable for credit institutions in large cities, where they can offer precisely a narrow and special profile of services.

The fourth option involves targeting a mass clientele. This option is based on attracting the maximum number of depositors on normal terms and not claiming "exclusive" services and offers of the bank. At the same time, various types of deposits are being developed with different service conditions. This allows to increase the resource base, but at the same time limits the provision of an optimal structure of deposits. It is also necessary not to forget that the mass clientele presupposes the presence of a branch network, which requires large financial investments for its development. Networking can be both empowering and costly. A good example is Sberbank of Russia, which in the 90s, due to the economic crisis, in order to avoid large losses, closed branches of the most disadvantaged regions. The use of this option is available only to large banks with a developed branch network. A significant disadvantage is also the complication of the process of managing a huge number of deposits.

The second approach is related to the definition of methods for attracting clients for a particular bank.

The first option is focused on pricing methods. This option creates acceptable conditions that will attract a massive clientele. As a rule, these are individuals and small business entrepreneurs, due to which credit institutions can get a quick expansion of the serviced market segment. As a rule, free related services are not provided at this level, but there are exceptions for VIP clients. The use of this method leads to an increase in interest costs for the formation of the resource base, which reduces the overall profitability of the bank, as well as increases the likelihood of interest rate risks. If we consider this option in Russian banks, then artificially raising the interest rate may not attract, but scare off potential customers. This option is well suited for newly created banks that are striving to quickly occupy their niche in the service market.

The second option is aimed at expanding the number of additional services. This option focuses on non-price methods of competition. The bank offers "package service", which includes service or related services for different categories of clients. This customer attraction avoids additional interest costs. If you take a standard lending institution, then it will have to expand its service profile, which will entail additional costs for marketing activities to determine the needs of various clients and train new personnel in the required profile. This option is advisable for large banks that have been operating on the market for a long time, which have sensed a tendency towards an outflow of clientele due to the fault of their “young” competitors.

The third option specializes in attracting customers through a corporate service scheme. This option works according to the well-known marketing technique for attracting clients through an employer. If a company is a regular customer of a bank and uses settlement and cash services, then, as a rule, both card and deposit accounts are automatically opened for employees of this company. On the one hand, this significantly increases the client base at the expense of individuals. Also, one cannot ignore the factor that such a structure of deposit accounts will be unprofitable for the bank due to the short-term nature of the funds that are attracted. This option is quite acceptable for large banks that issue their electronic cards.

The third approach is based on the interest rate management method. The first option focuses on fixed interest rates. This option assumes specific and fixed interest rates that are formed in the process of concluding a contract. Such rates cannot be changed during the entire stipulated period. This allows the two parties to maintain stability on the basis of an agreement, and the bank still has to plan for interest expenses in advance. On the other hand, this can have a bad effect on a flexible interest rate policy, since in our time, when the external environment does not have clear stability, and inflation rates, as a rule, are poorly predicted, like the exchange rate of the national currency.

The second option specializes in floating interest rates. Under this option, only short-term deposits can have a fixed interest rate. As a rule, these are demand deposits and deposits for a period of 1 to 3 months, but even so, the degree of inflation must be taken into account. Longer-term deposits are subject to change according to the principle of "floating interest", which depends on the external economic environment. This allows the depositor to reduce the risk, and the bank to control interest rate risks regardless of external and internal factors in the market. The only inconvenience for large banks is the additional time spent on servicing such accounts. In Russia, as a rule, complications arise with the recalculation of such accounts for the reason that there is no clear regulation for recalculation. If we take the example of the Central Bank of Russia, which, when the interest rate changes, proceeds from the data on inflation rates provided by the government, which are far from always similar to the situation on the market. This option is advisable for any banks operating in an unstable macro environment, provided there are objective criteria for changing interest rates.

Summing up the above theoretical material, we can say that the bank's deposit policy is an important part of the bank's policy to attract temporarily free funds of organizations and the population to accounts in the bank in various kinds of deposits (deposits), which is primarily based on the strategic plan of the bank, on analysis of the structure, current state and dynamics of the bank's resource base and should proceed from the main prospects for its development. This process must be regulated by both the state and internal banking regulations and rules. Various structural divisions are engaged in the development of the deposit policy. Each bank independently determines for itself the structure of attracted resources, terms, procedure and conditions for raising funds, by developing attractive deposit products for customers. It is deposits that are the main source of banks' resources, but, being a source of resource formation, they also have some drawbacks: when attracting funds to deposits, the bank bears certain cash costs, and also bears certain risks associated with changes in the behavior of depositors. And nevertheless, the competition between banks in the market of credit resources forces them to take measures to develop services to attract deposits.

commercial bank deposit

2. Deposit policy of a commercial bank (for example, OJSC "Baltic Investment Bank")

.1 General characteristics of OJSC "Baltic Investment Bank"

Before considering the bank's deposit policy, it is important to give its brief description, you need to know its history.

BALTINVESTBANK was established in the form of an open joint-stock company; it carries out its activities on the basis of the General License of the Bank of Russia No. 3176 dated 20.05.2003. Location of the Bank: 197101, St. Petersburg, st. Divenskaya, house 1, letter A. The authorized capital of the Bank is 256 758 192.07 rubles.

In December 1994 BALTONEXIM BANK was established. This is how the activities of the current BALTINVESTBANK started, and the start was very good: after a year of operation, the bank's clients were many enterprises and organizations of St. Petersburg, and the bank also serviced the issue of State urban short-term bonds of the St. Petersburg administration.

A year later, the Bank becomes a member of the system of world interbank telecommunications - S.W.I.F.T. In 1996, the bank starts working with customs, which becomes one of the most important areas of the bank's activities. So, after 2 years of work, the bank is servicing the accounts of the customs of the North-West Customs Administration and the accounts of the Territorial Road Fund of St. Petersburg. In 1997, the Russian Trading System granted the Bank the status of a dealer, at the same time it becomes an authorized bank of the government of the Leningrad region.

In the difficult years of the financial crisis in Russia, the Bank not only does not suffer losses, but even attracts new clients, and also opens its first branch in Vyborg, and the next year the second in Arkhangelsk.

In 1999 such St. Petersburg power engineering enterprises as LMZ, ZTL, Electrosila became strategic financial partners of the Bank.

In 2001, the Bank signed an agreement to ensure financing of heat energy supplies for the housing stock of St. Petersburg and enterprises with the city administration, OOO Peterburgregiongaz, OAO Lenenergo and GUP TEK SPb.

In 2002, the Bank becomes the first to issue customs cards in St. Petersburg.

BALTINVESTBANK got its name in 2003. In the same year, the first additional office of the Bank was opened in St. Petersburg, which was the beginning of the development of its retail trade.

year - The Bank is developing a new strategic direction: programs for lending to small and medium-sized businesses are being developed jointly with the Russian Development Bank. In the same year BALTINVESTBANK introduced a new system of time deposits.

In 2005, a new 2-year development strategy of the Bank was approved: the main task is to expand the business and enter the TOP-100 largest banks in Russia. At the same time, the Bank was included in the register of participants in the deposit insurance system. The next year, the Bank is actively expanding its network - it opened 8 new additional offices in St. Petersburg, Arkhangelsk, Samara, and also opened a new branch of the Bank in Moscow. BALTINVESTBANK, according to the results of the "Financial Petersburg" competition, is recognized as the best bank in 2006 for servicing legal entities. Roland Berger Strategy Consultant, the largest international consulting company, is developing a new 5-year development strategy for the Bank for 2007-2011. Its main goal is to position the Bank as an interregional player with an emphasis on lending programs for small and medium-sized businesses.

In 2007, only 9 additional offices were opened in St. Petersburg, Samara, the Arkhangelsk region and the first operational office in Togliatti.

At the end of the year, BALTINVESTBANK entered the TOP-100 of the most profitable and efficient banks in Russia.

In 2008, the Bank increases its capital from 1 billion rubles to 3.358 billion rubles through an additional issue of shares. In the same year, BALTINVESTBANK places its debut issue of bonds in the volume of 1 billion rubles on the MICEX.

At the end of 2008, the Bank is completing the opening of a new network of offices in St. Petersburg, opening an additional branch in Krasnodar and seven more operational offices in other cities of Russia.

In 2008 the Bank chose the investment direction of the business. He becomes the General Agent for the issue and placement of bonded loans in the Kaluga Region, Yakutsk, Volgograd, Tomsk.

In 2009, the Bank consistently implemented its long-term development strategy. At the end of the year, the Bank's network includes 5 branches and 42 offices in different cities of Russia.

While actively developing, the Bank managed not to lose its positions during the crisis years. Thus, during the crisis year, the Bank was able to move up in the bank ratings of Interfax and RBC by 12 and 9 positions, taking 78 and 79 positions, respectively.

The volume of the Bank's authorized capital at the end of 2010 amounted to 256,758,192 rubles, due to the ninth additional issue of shares. In the summer of 2010 in the city of Yekaterinburg BALTINVESTBANK opens a new branch, which functions as a universal subdivision of the Bank for servicing legal entities and individuals in all areas of banking.

In order to achieve the goal of expanding the Bank's business, in 2010 the management is reorganizing the management structure by selling the Bank's products. Thanks to this, a single structure has emerged that is able to control the sales of retail and corporate business. An analytical department was created within this structure. Its main task is the study and monitoring of banking services, as well as the development and promotion of new competitive products.

During 2010, the Bank has been successfully developing one of its key areas of activity - lending to small businesses. To this end, the Bank is building up cooperation with the Russian Development Bank, the Government of St. Petersburg and with other regions. In 2010, the Bank received 7 tranches for a total of 710 million rubles for lending programs for small and medium-sized businesses from the RBD.

In addition, in 2010 the National Banking Award will award BALTINVESTBANK in the category “Leader in Small and Medium Business Lending”.

In 2010, the Bank significantly strengthened its position in the market for sub-federal and municipal bonds. According to the Cbonds agency, BALTINVESTBANK became one of the largest arrangers of sub-federal and municipal bonds and ranked fourth in terms of placements. In 2010, the Bank was the organizer of 13 issues of seven issuers.

Every year the Bank participates in various charitable projects, such as: financing the complete restoration of the sculptural ensemble of Peter Klodt "The Taming of the Horse" on the Anichkov Bridge in St. Petersburg and the Rostral Columns on the Spit of Vasilyevsky Island.

BALTINVESTBANK provides a wide variety of services to legal entities and individuals. For individuals, the following types of services are provided: deposits in rubles and foreign currency, various credit programs, money transfers, payments for mobile services, opening and servicing plastic cards, cash transactions, sewing services and others.

In servicing legal entities, the bank also offers a wide and advantageous range of services, such as: settlement and cash services, lending, offers favorable conditions for placing temporarily free funds, carries out transactions with non-cash foreign currency, issues customs cards, provides bank guarantees, offers various payroll and corporate projects, as well as the possibility of remote banking. In addition, the bank participates in long-term financing of investment projects. It can also be noted that BALTINVESTBANK performs the functions of a currency control agent.

As mentioned above, the main strategic direction of the Bank's activities is servicing small and medium-sized businesses, but since 2010 the Bank has been striving to increase the share of individuals in the structure of deposits in order to fund in the short-to-medium term. In 2010, the volume of funds of individuals in the Bank increased by 45:% and as of January 1, 2011 amounted to 13.88 billion rubles (Fig. 3).

Fig. 3. Raising funds from individuals

It can be seen from the diagram that the Bank is successfully following the chosen strategy; the volume of attracting funds to private deposits has more than doubled compared to 2009. This was achieved by developing the most attractive line of deposits for individuals.

There was also an increase in the volume of funds attracted from legal entities from 11,874 million rubles in 2008 to 25,861 million rubles, but if in 2008 attracted funds from individuals accounted for a third of legal entities, then in 2011 they already account for half.

At the moment, the Bank is among the 100 largest banks in Russia in three main rankings. Thus, according to the ranking of the RBC agency, in the period from 2006 to 2011 the Bank rose from 147th place to 72nd, and net assets increased from 6608 million rubles to 50310 million rubles, which is more than 8 times. BALTINVESTBANK's business growth exceeds the average market growth rates of the banking sector, which explains the stable upward movement in the rankings. Also, successfully following the chosen strategy, providing quality services to small and medium-sized businesses, in 2011 the Bank increased its own funds by almost 1,000,000 thousand rubles and amounted to 4,798,007 thousand rubles as of 1 January 2011 (as of 1 January 2010 - 3,699,694 thousand rubles).

Types of deposits of BALTINVESTBANK

Deposits of legal entities are of the greatest importance in the resource base of BALTNVESTBANK. So on 1.01.2011. attraction from legal entities accounted for 38% of the total structure of liabilities. This value is quite understandable, since the priority area in the Bank's activities is work with legal entities.

Fig. 4. Diagram of the structure of the resource base of "BALTINVESTBANK"

It should be noted that in the previous year, the attraction of funds accounted for 57% of the structure of the bank's liabilities, of which 30% accounted for raising funds from legal entities, therefore, the increase in the volume of funds raised in 2011 was due to an active policy in the field of attracting funds from legal entities.

Consider what types of deposits and conditions for them are offered by the Bank for legal entities as of 01.01.2011 (Table 1)

Table 1.

Types of deposits "BALTINVESTBANK" for legal entities

Types of deposit	Deposit terms, prolongation	Down payment amount	Note	Annual%
Classical			Deposit replenishment / withdrawal is not provided	3 - 9% 0,25 - 6 % 0,25 - 6%
Investor	91 to 180 days 181 to 271 days 272 to 365 days 366 days	From 300,000 rubles From 10,000 US dollars From 10,000 euros	It is possible to replenish the deposit from 100,000 rubles, 5,000 US dollars, 3,000 Euro, withdrawal is not provided	5,75-8,25% 2,75-5,25% 2,75-5,25%
	From 31-60 days 61-90 days 91-180 days 181-271 days 271-365 days From 366 days	From 300,000 rubles From 10,000 US dollars From 10,000 euros	Deposit replenishment and partial withdrawal are not allowed	4,25-8,75% 1,5-5,75% 1,5-5,75%
Mobile	From 91-180 days 181-271 days 272-365 days From 366 days	1,000,000 rubles 50,000 US dollars 50,000 euros	Replenishment of the deposit from 100,000 rubles, 5,000 US dollars, 3,000 euros, partial withdrawal is allowed
Certificates of deposit and bills	7 to 30 days 31-60 days 61-90 days 91-180 days 181-271 days 271-365 days From 366	From 300,000 rubles From 10,000 US dollars From 10,000 euros		3-9% 0,25-6% 0,25-6%

The table shows that the most profitable placement of funds for legal entities is the "Classic" deposit in certificates of deposit and bills of exchange, since the rates for these products are the highest (up to 9% for ruble deposits and 6% for deposits in foreign currency ), it is also possible to place funds for the shortest possible time - 7 days. For some deposit products, it is possible to replenish the deposit, but with certain conditions: for deposits of 100,000 rubles, 5,000 US dollars, 3,000 Euros, with a deadline for making additional contributions (30 days before the expiration of the deposit), as well there is a limit on the maximum amount of deposits, taking into account additional contributions: for the "Investor" deposit - it is 300% of the initial deposit amount, for the "Mobile" deposit - 500%. The possibility of partial withdrawals also reduces the possibility of earning more income. For all types of deposits in case of early termination of the agreement, an interest rate is paid based on the "On Demand" rate - 1% per annum for ruble deposits / deposits, 0.1% per annum - in foreign currency.

Analyzing the deposit products offered by the Bank for legal entities, the following conclusions can be drawn on them:

interest rates on deposits / deposits are the higher, the longer the term of the deposit. So, for deposits with a minimum deposit period of 7 days, the following rates apply - 3% for ruble deposits and 0.25% for deposits in foreign currency, when, as by placing funds for a period of 366 days, it is possible to receive up to 9% per annum;

the interest rate on the product also depends on the amount of the deposit. For example, a "Mobile" deposit with a period of 366 days and an amount from 300,000 to 10,000,000 rubles is accepted at 8.5% per annum, and the same deposit, but in the amount of 50,000,001 rubles at 9% per annum;

It should be noted that interest rates on deposits in rubles are lower than the inflation rate (in 2010 inflation was 8.8%, in 2011 - 9.4% - according to an independent news agency);

according to the tax legislation, none of the proposed types of deposits is taxable, since the excess of the rate on deposits in rubles is not more than five percentage points of the refinancing rate (in 2011 it is equal to 8.25%), and deposits in foreign currency do not exceed 9% annual.

For individuals, the Bank has developed a wide range of deposits (Table 2).

Table 2.

Types of deposits of "BALTINVESTBANK" for individuals

Types of deposits	Deposit term, prolongation	The amount of the initial payment and additional contributions		Note	Annual%
"Poste restante"		100 rubles 10 dollars 10 euros		Additional contributions and partial withdrawals are possible
"Spring"		From 6,000 rubles 200 US dollars 200 euros			8,75-9% 5,25-5,5% 5,25-5,5%
"Accumulative"		3000 rubles (additional payment 3000) 100 US dollars (additional payment -100) 100 euros (additional payment -100)			4.75%-- 7.75% 2.% -4.25% 2.% -4.25%
"Cumulative PLUS"	91 days 181 days 357 days 735 days	3000 rubles (additional payment - 3000) 100 US dollars (additional payment - 100) 100 euros (additional payment - 100)	Prolongation and add. contributions are possible, partial withdrawals are not allowed		4.5% - 7.5% 1.75% - 4% 1.75% - 4%
"Pension"	91 days 181 days 357 days 735 days	1000 rubles (additional payment -300) 100 USD (additional payment - 50) 100 euros (additional payment - 50)	Prolongation and add. contributions are possible, partial withdrawals are not allowed		5.15% -7.75% 2.5%- 4.25% 2.5%- 4.25%
"Classical"	31 days 61 days 91 days 181 days 357 days 735 days	6,000 rubles. 200 USD 200 EUR			1.5% -8,75% 0.5% - 5.25% 0.5% - 5.25%
"Classic Plus"			There is a prolongation, add. contributions and partial withdrawals are not possible		8.25% -8.5% 4.75% - 5% 4.75% - 5%
"Multicurrency"	181 days 357 days 735 days	30,000 rubles 1,000 US dollars 1,000 euros	There is a prolongation, add. contributions and partial withdrawals are not possible		6.75% - 8% 2.75% - 4.5% 2.75% - 4.5%
"Interest forward"		6,000 rubles 200 US dollars 200 euros	There is a prolongation, add. contributions and partial withdrawals are not possible		5.50% - 6% 2% - 2.50% 2% - 2.50%
"Monthly income"	91 days 181 days 357 days 735 days	6,000 rubles 200 US dollars 200 euros	There is a prolongation, add. contributions and partial withdrawals are not possible		5.25% - 8.25% 2.25% - 4.75% 2.25% - 4.75%	91 days 181 days 357 days 735 days	150,000 rubles 5,000 US dollars 5,000 euros	There is a prolongation, add. contributions and partial withdrawals are not possible	5.25% -8% 2% - 4.5% 2% - 4.5%
"Universal"	91 days 181 days 357 days 735 days	150,000 rubles (additional payment-3000) 5,000 US dollars (additional payment -100) 5,000 euros (additional payment -100)			3.75% - 6.75% 1.75% - 3.25% 1.75% - 3.25%
"Special VIP"	91 days 181 days 357 days 735 days	5,000,000 rubles (additional payment 300,000) 50,000 US dollars (additional payment 10,000) 150,000 euros (additional payment 10,000)	Prolongation, add. contributions and partial withdrawals are possible		6.5% - 9% 3.5% - 5.5% 3.5% - 5.5%
"Savings"		10 rubles 1 US dollar 1 euro	Prolongation, add. contributions and withdrawals are possible

It is quite obvious that the size of the interest rate on deposits for individuals varies depending on the same conditions as for deposits for legal entities, that is, depending on the term and amount of the deposit.

The most expensive deposits are "Spring" - up to 9% per annum, "Classic" - up to 8.75% per annum and "Special VIP" - 9% per annum.

It is obvious that OJSC BALTINVESTBANK has developed a line of deposits aimed at various market segments, there are deposits with a minimum contribution of 10, 100 and 1,000 rubles, which is designed for not very wealthy strata of society, as well as deposits with a minimum contribution of 5,000,000 rubles.

For all types of deposits, prolongation is possible, which is carried out on the terms in force in the Bank as of the date of renewal for deposits of this type. In case of early termination of the deposit agreement, interest is accrued and paid in accordance with the rate on the "Savings" deposit.

It should be noted that the rates on deposits for individuals are not higher than the interest rates on deposits of legal entities.

2.3 Analysis of the bank's deposit policy

First of all, it should be noted that in Russia, as such, methods for analyzing the bank's deposit policy have not been developed. As a rule, banks themselves develop methods, taking into account the specifics of their activities and the specifics of their operations, relying on the methodological operations of the Bank of Russia.

O.D. Zhilan proposes to assess the bank's deposit policy in stages. At the first stage, an "Assessment of the organizational aspects of the deposit policy of a commercial bank" is carried out. To do this, we will establish the presence of the following points in the bank (Table 3):

Table 3. Organizational aspects of the bank's activities

Presence of a condition in the bank

The document on the deposit policy, containing its goals and objectives, the bank's strategy and means of its implementation - the presence of internal procedures and regulations accompanying the process of attracting funds to deposit accounts, namely: · Instructions on the procedure for making deposit operations with legal entities; · instructions on the procedure for making deposit operations with individuals. - subdivisions and management bodies involved in the analysis of the deposit portfolio and management of deposit resources, exercising control - an information base on the basis of which the bank's management and managers can assess the consequences of decisions made, their adequacy to the needs of the bank and market requirements

Based on Table 3, we can conclude that all organizational aspects of the Bank's activities in the field of deposit policy are fully complied with.

The second stage involves the analysis of the bank's deposit portfolio. The study of deposits should begin with market segmentation according to individual characteristics of customers, for example: residents and non-residents; legal entities and individuals; legal entities by industry; small, medium, large average balance on the client's account or total monthly turnover on the client's account; by types of currencies and others.

Let us first analyze the deposit portfolio of a conditional bank in terms of the composition and structure of deposits (Table 4).

Table 4. Structure of the deposit portfolio of BALTINVESTBANK

Deposits			As of 1.01.2010
	Amount, RUB mln	Specific gravity,%	Amount, RUB mln	Specific gravity,%

Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

These tables show that on average for 2009-2010. The largest share in the structure of demand deposits and in the structure of time deposits is occupied by deposits of legal entities (about 90% and 60%, respectively). During the analyzed period, the structure of deposits as a whole did not undergo significant changes. To analyze deposits by maturity, it is advisable to calculate the following indicators:

the maturity ratio of the structure of deposits (d in D):

in D = Ds / D = 23 315/28186 = 0.83

where Ds is the volume of time deposits; D is the total amount of deposits.

This coefficient characterizes the degree of constancy and stability of the resource base. For our bank, the share of term deposits in the total amount of the bank's deposits is assessed positively, since term deposits, as the most stable component of attracted funds, provide the bank's liquidity, which makes it possible to carry out operations for the placement of resources for longer periods. To ensure the stability of the bank, this ratio should be at least 30-35%.

liabilities structure ratio (Kso):

Kso = Double-sided / Ds = 3 862/14 603 = 0.26

It characterizes the stability of the bank's financial resources. The lower the value of the indicator, the less the bank's relative need for liquid assets, due to the structure of liabilities. Next, let's examine the structure of the deposit portfolio by types of clients (Table 5).

Table 5.

Structure of deposits of BALTINVESTBANK by customer groups

Deposits		As of 1.01.2010
	Amount, RUB mln	Amount, RUB mln	Share in relation to the total amount of deposits,%
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

Analysis of this table allows us to conclude that time deposits (82.8%), including term deposits of legal entities (over 50%), play a decisive role in the formation of the bank's deposit portfolio. Also, deposits of legal entities form the basis of attracted funds in demand deposits. This structure of deposits can be considered optimal, since the share of resources with certain terms of attraction is quite large.

The movement of deposits in 2010 is characterized by the data presented in Table 6.

Table 6. Movement of deposits of BALTINVESTBANK

Deposits					Growth rate of balances of deposits,%
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

The data in the table show that the volume of attraction in the entire deposit portfolio increased by 118.5%. Time deposits increased at the fastest rate - the growth rate averaged 145%. The current dynamics testifies to the good work of the bank in the field of management, control and monitoring of attracting deposits.

Based on the data in this table, we will determine the average balances of deposits (Table 7).

Table 7. Balances of deposits of BALTINVESTBANK

Deposits	Balance of deposits as of 01.01.2010, RUB mln	Balance of deposits as of 01.01.2011, RUB mln
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

In table 6 it is noticeable that resource balances during 2010 increased for all types of deposits and for the deposit portfolio as a whole by 18,247.6 million rubles. (68 334.4-50 086.8). The average balance of deposits (Dsr) for the year was:

Dsr = (ODinat + ODcon) / 2 = 50,086.8 + 68,334.4 = 59,210.6 million rubles.

where ODinch is the balance of deposits as of 01/01/2010;

ODcon - the balance of deposits as of 01.01.2011.

The efficiency of deposit operations is characterized by two indicators of the turnover of deposits: the number of turnovers of the deposit ruble and the duration of one turnover of deposits for the period (storage period of the depositary ruble). The number of revolutions (n) that the deposits will make will be equal to

n = ОВо / Дср = 57 626.4 / 59 210.6 = 0.97

where ОВо is the turnover for the issuance of deposits (the amount of issued deposits for the period).

The number of deposit turnovers shows how many times depositors' funds were turned over for the period, and is a direct characteristic of the deposit turnover. The more turnovers deposits are made over a certain period, the more efficient their use is.

The average shelf life of deposits for a year (T) is determined by the formula:

T = Dav / (OB / m) = 59 219.6 / (57 626.4 / 360) = 370,

where T is the storage period for deposits.

This indicator characterizes the average duration (in days or years) of one turnover of deposits and is the inverse characteristic of the speed of circulation of deposits. As you can see, the average shelf life of deposits in BALTINVESTBANK is long, the bank's deposit policy is being carried out successfully.

Using the data in the table, we will determine the average storage periods by type of deposits and the number of revolutions that they will make during the year (Table 8).

Table 8. Indicators of the Bank's deposit turnover in 2010

Deposits	Deposits issued per year, RUB mln	Average balance of deposits for the year, RUB mln	The number of revolutions that deposits will make
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

The deposit turnover indicators considered in the table are interconnected as follows:

If T = m / n, then n = m / T,

then T = 360 / 0.97 = 370 days

and n = 360/370 = 0.97 revolutions

The difference between the inflow (Pd) and retirement of deposits (Vd), and

also between the value of the balance of deposits at the end (ODcon) and the beginning of the period (ODinit) is called the amount of deposits tide (Spr).

Ref = ODcon - ODinit = Pd - Vd.

This indicator will demonstrate an absolute increase in the resource base and, to some extent, will characterize the bank's efficiency in attracting resources. Let's calculate it based on the data in the table (Table 9)

Table 9.

Deposits	Deposits received for the year, RUB mln	Deposits issued per year, RUB mln	The amount of deposits tide, RUB mln	Average shelf life of deposits for a year, days	Average daily inflow of deposits, RUB mln
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

As can be seen in the table, in our bank there was a significant influx of funds in time deposits, namely from individuals, this is due to the fact that the bank correctly follows its strategy to provide itself with a stable resource base at the expense of household deposits.

However, for a more specific characterization of the efficiency of operations for accepting and issuing deposits, the coefficients of inflow and subsidence of deposits are still used.

The coefficient of inflow of deposits (Kpr) is determined as the percentage of the amount of inflow of deposits for the reporting period to the balance of deposits at the beginning of the period:

Kpr = Spr / ODinit * 100%.

The deposit settling ratio (Kos) is obtained by comparing the amount of the inflow of deposits with the total amount of receipts of deposits for the period and is also expressed as a percentage:

Kos = Spr / Po * 100%.

The coefficient of inflow of deposits shows the increase in the amount of deposits in relation to their value at the beginning of the period, and the coefficient of subsidence - in relation to the amount of inflow of deposits for the period. Using the data in the table, we will define these indicators (Table 10).

Table 10.

Ratios of inflow and subsidence of the Bank's deposits in 2010

Deposits	Deposits received for the year, RUB mln	Deposits issued per year, RUB mln	Deposits inflow rate,%	Deposit subsidence rate,%
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

Table 10 shows: the amount of the influx of deposits for the year amounted to

RUB 247.6 million (75874-57626.4).

Let's calculate the coefficients of the inflow and subsidence of deposits:

Kpr = (18247.6 / 59 210.6) * 100 = 30.8%;

Kos = (18247.6 / 75874) * 100 = 24%

At the same time, the data in Table 10 show that there was an inflow of deposits on time deposits of about 12%. Moreover, the largest increase of 5% occurred in attracting fixed-term deposits from individuals. This tendency was outlined in connection with the great attractiveness of interest rates and conditions for depositors on time deposits.

To analyze the turnover of resources, let us determine the average shelf life and average balances of deposits for the year (Table 11).

Table 11. Terms of storage and balances of bank deposits

Deposits	Average shelf life of deposits for a year, days
		Average balance of deposits for the year, RUB mln	Average daily balance of deposits, RUB mln
Demand deposits, incl.
Legal entities
Individuals
Time deposits, incl.
Legal entities
Individuals

The table shows a tendency towards an increase in the terms of storage of deposits. The duration of resource mobilization in general for the deposit portfolio increased by 38 days (370 - 332) under the influence of changes in the structure of deposits, as well as due to differences in terms of deposits. The terms of attraction differ significantly by the types of deposits and types of clients, which may be directly related to the goals of depositors and the attractiveness of deposit storage conditions for different clients, the specifics of the deposit policy of a particular commercial bank, changes in the economic situation and other reasons. That is why the bank must know and study these factors and trends, manage them and act as an active participant in the deposit market.

Let us determine the index of the average duration of using deposits of variable composition:

T1 / t0 = 370/332 = 1.114 or 111.4%

Therefore, we can conclude that the terms of use of deposits on average for the deposit portfolio increased by 11.4%, or 38 days (370-332), therefore, the resource base of this bank has become more stable.

The analysis carried out in banks must necessarily end with calculations of the reserves for the growth of economic efficiency. For example, using the indicator of the term for attracting deposits, you can determine the economic effect of increasing the terms of attracting resources (Ed). We calculate it as the difference between the terms of attracting deposits in the reporting and base years, multiplied by the amount of the average daily inflow of deposits in the reporting year. As a result, we get:

Ed = (t1 - t0) SDpr1

Ed = (370-332) * 49.32 = 1874.16 million rubles.

Based on this formula, it can be concluded that the economic effect is connected with an increase in subsidence and an increase in the terms of attracting deposits.

The management of the deposit resources of a commercial bank attracted in a sufficient amount is designed to ensure maximum efficiency from use. The efficiency of using deposit resources is calculated in the next stage of assessing the bank's deposit activities. The conditions for its achievement are the maintenance of liquidity at an acceptable level for the bank, the use of the entire aggregate of deposit resources and the achievement of a high level of profitability (profit on invested deposit resources).

Table 12.

Calculation of the effectiveness of the use of borrowed funds

Based on the data given in the table, we conclude that the funds raised are not fully used. The rest of the funds raised goes to the formation of required reserves.

Summing up the analysis, we can conclude that the bank is pursuing a successful deposit policy. The main part of the resource base is made up of term deposits, and this ensures the stable stability of the bank, the share of term resources exceeds the minimum rate of 30-36% (for BALTINVESTBANK, this share is 80%). individuals. The shelf life of deposits is increasing every year, which also led to an increase in the stability of BALTINVESTBANK's resources.

Chapter 3. Improvement of the deposit policy of BALTINVESTBANK OJSC

.3 Optimization of the deposit policy of BALTINVESTBANK OJSC

Today the market of bank deposits is characterized by rather low interest rates. But nevertheless, banks are receiving money, which is due to the invariability of the savings behavior of the population and the continuation of trends in the deposit market, which were observed in the past year, according to the agency DIA. At the moment, there is excess liquidity in banks, so banks are not eager to develop new and profitable products. The banks' need for funds depends entirely on the dynamics of lending. At the moment, the pace of lending has slowed down, but there is a likelihood of its growth, therefore, many banks, especially medium and small ones, may require additional funds in the form of deposits, which will provoke the development of new competitive products by banks.

Owing to the study of the theoretical foundations of the deposit policy and the deposit policy in OJSC BALTINVESTBANK, I have developed a number of proposals and recommendations for improving the deposit policy in the commercial Bank. First of all, when developing a deposit policy, a bank should be guided by the following criteria for its optimization:

). to maintain the stability of the bank, its reliability, financial stability, it is necessary to ensure an effective interconnection of deposit, credit and other operations of the bank

). it is necessary to diversify the bank's resources in order to minimize the risk;

). segment the deposit portfolio (by markets, customers, products);

). it is necessary to provide an individual approach to each client group;

). to increase the competitiveness of banking products and services;

). it is necessary to provide an effective combination of resources, that is, to optimally combine stable and unstable resources; in conditions of increased risk, the share of stable resources should increase.

It is necessary to pay special attention to the effective management of the process of formation and implementation of the deposit policy. To ensure effective management, it is proposed to improve the quality of the bank's forecasting and risk management, which underlie the functioning of any credit institution.

To improve the deposit policy of a commercial bank, the following is proposed:

continuous improvement of the commercial bank's own deposit policy, developed taking into account the specifics of its activities;

it is necessary to expand the range of deposit accounts of legal entities and individuals with a "demand" period. This makes it possible to more fully satisfy the needs of the bank's clients and increases the interest of investors in placing their funds in bank accounts, even in conditions of insignificant financial savings;

as one of the directions for improving the organization of deposit operations, it is proposed to use various types of accounts for all categories of depositors and improve the quality of their service;

creation of a system for guaranteeing bank deposits and protecting the interests of depositors, which will make it possible to really increase the reliability of banks and their ability to fulfill the task assigned to banks to transform citizens' savings into investments that the Russian economy so badly needs;

each bank should introduce savings deposits to increase the stability of the deposit base.

These are some of the possible ways to improve the deposit policy of a commercial bank and increase its role in ensuring its sustainability.

3.2 Development of measures aimed at attracting funds from OJSC BALTINVESTBANK

Banks operate in conditions of fierce competition in the struggle for each depositor, because the right to choose where to place their funds always remains with the latter. The development of banking competition leads to limited resources, which is followed by a close linking of the bank to certain customers. If the circle of these clients is narrow, then the bank's dependence on them is very high. In terms of passive operations, the choice of a bank is usually limited to a certain group of clientele, to which it is much more attached than to borrowers. Due to the competition between banks in the market for credit resources, it makes them take measures to develop services that facilitate the attraction of deposits.

To solve this problem of forming the bank's resource base, it is necessary to expand the circle of depositors. This can be achieved by expanding the list of deposits. So, if OJSC BALTINVESTBANK strives to increase the share of deposits of individuals in the structure of deposits, it is possible to propose to create new banking products aimed at the younger generation, since the average age of a modern depositor has recently decreased. The average investor has become noticeably younger: previously, the propensity to save was characteristic only of the older generation. Every year, the share of young people who save money and place their savings in bank deposits is slowly but increasing. So, five to seven years ago, the share of people under 25-30 years old among bank depositors was extremely small.

An example of a targeted deposit can be the so-called "vacation deposits", that is, during the year the bank accepts small deposits for the depositor to spend a vacation at a recreation center, at sea or abroad. Funds can be returned either after six months or a year, depending on the drawn up contract. Deposits can be opened both in rubles and in foreign currency if the client is going abroad. For a trip abroad, with a minimum contribution of 50,000 rubles, you can offer a free opening of a VISA bank card.

To attract new depositors and stimulate long-term storage of funds, a fundamentally new type of deposit "Saving up for housing" is proposed. Such a product can be offered to a young married couple, where both young people work.

The conditions for such a contribution can be:

opening a deposit to a young couple upon presentation of a passport and after a consultation conversation (the conversation includes advice on the optimal monthly amount of saving money based on the couple's income, based on the desired amount of living space, the required amount for the purchase of housing is calculated);

deposit currency - Russian ruble;

the minimum deposit amount is 30,000 rubles;

term for raising funds: maximum - up to 25 years, minimum - 5 years;

interest rate - fixed, 9% per annum, capitalization of income, interest is added to the balance of the deposit;

interest is calculated after a year on the entire deposit amount;

the ability to replenish the deposit on a monthly basis throughout the entire storage period (the minimum amount of an additional deposit is 10,000 monthly;

the lack of the possibility of partial withdrawal of funds before the lapse of 5 years;

the ability to open a deposit in the name of another person (the rights on the deposit are transferred to the person in whose name the deposit is opened, from the moment this person first contacts the bank on issues related to this deposit). In this case, it may be the couple's parents who decided to open this type of deposit for them;

when storing funds on a deposit for more than 5 years when closing a deposit, if the couple still does not have enough money to buy a home (the amount of missing funds can be from 200,000 rubles with 5 years of storage and up to 800,000 rubles over 15 years of storage), the bank draws up a mortgage at the interest rate in effect at the time of closing the deposit minus 1.5%.

The advantages of this type of deposit for the client:

fixed interest rate, which does not depend on the level of the refinancing rate;

capitalization of income;

the possibility of opening a deposit for another person (for example, parents open for their children);

the ability to replenish the deposit;

quick registration of a mortgage with long-term storage of funds.

The advantages of this type of deposit for the bank:

attracting new depositors;

accumulation of the resource base;

availability of a long-term stable resource base;

the possibility of obtaining a new client for mortgage lending.

The main difference between this type of deposit and those already existing in the bank is the possibility for the client to obtain a mortgage at a favorable interest rate. With the help of the deposit "Saving up for housing", the bank receives a client for two types of services at once - opening a new deposit and a possible borrower.

It is the possible receipt of a mortgage on favorable terms that will stimulate the owner to carry his money to this very contribution. And it is the possibility of saving for housing that will keep the addict from early withdrawal of funds from the account.

The following trend has been noticeable in the deposit market over the past few years - banks, by increasing the minimum deposit amount, weed out small depositors, the income from working with whom often does not even cover operating expenses. However, OJSC “BALTINVETBANK” has made great strides forward in this direction, since there are already deposits with the possibility of making a small amount of contribution (1000 rubles for the “Pension deposit” and 10 rubles for the “savings deposit”). Despite the fact that the bank also imposes restrictions on the minimum amount of the deposit on some types of deposits, there is no doubt that these deposits will find their client.

You can also offer the Bank to make incentive gifts at the end of the term of the long-term deposit, for example, when the deposit is closed for a period not earlier than a year and the amount of funds on it is at least 100,000 rubles, you can offer to conclude an agreement for consumer lending at an interest rate lower than the established one by 0.5 - 1.5% depending on the storage period of the deposit. It should be especially noted that, since at present interest rates on deposits slightly cover inflation, it is necessary to convince potential clients that the purpose of investing money in a bank is not an opportunity to make a profit, but an opportunity to preserve their savings. In this regard, the Bank can hold thematic seminars once every several months on various options for saving funds by the client. This will also enhance the Bank's image. In general, all the proposed measures to improve deposit operations are aimed at increasing the bank's resource base, attracting new depositors, expanding the banking services segment, and improving the stability of the bank.

Conclusion

The tasks set by me were successfully solved in the course of writing my thesis. In the course of considering the theoretical foundations of the bank's deposit policy, the following conclusions were drawn: the bank's deposit policy is an important part of the bank's policy to attract temporarily free funds of organizations and individuals to accounts in the bank in various kinds of deposits (deposits), which is primarily based on the strategic plan of the bank, on the analysis of the structure, current state and dynamics of the bank's resource base and should proceed from the main prospects for its development. This process must be regulated by both the state and internal banking regulations and rules. On the part of the state, regulation takes place using established standards. Various structural divisions are engaged in the development of the deposit policy. Each bank independently determines for itself the structure of attracted resources, terms, procedure and conditions for raising funds, by developing attractive deposit products for customers. It is deposits that are the main source of banks' resources, but, being a source of resource formation, they also have some drawbacks: when attracting funds to deposits, the bank bears certain cash costs, and also bears certain risks associated with changes in the behavior of depositors. And nevertheless, the competition between banks in the market of credit resources forces them to take measures to develop services to attract deposits. The Bank attracts funds from individuals and legal entities in time deposits, on demand deposits. Each type of such a deposit has both pros and cons for the bank. Thus, time deposits increase the stability of banks, being stable funds, but on the other hand, they are costly for the bank.

Analyzing the deposit policy of BALTINVESTBANK OJSC, we came to the following conclusions:

every year the Bank increases the volume of attracted funds, thanks to a competent and optimal deposit policy,

The bank has developed a wide range of deposits, taking into account the interests of various market segments,

The bank has a stable resource base, since the basis for attracting funds is funds in time deposits (79% of the total amount of deposits),

the main volume of funds raised comes from legal entities, since it is servicing small and medium-sized businesses that is the main strategy of the Bank, but every year the share of funds from individuals is growing, which is also the main focus of the Bank for 2010 - 2011,

The Bank attracts funds based on the projected volume of lending, the funds raised are used effectively.

Some recommendations were developed to improve the deposit policy of BALTINVESTBANK OJSC. Since the assessment of the deposit policy of BALTIVESTBANK is positive, recommendations were made for the Bank to successfully follow the chosen direction. Since the Bank seeks to increase the share of individuals' deposits in the total volume of deposits, attention should be paid to the development of new deposit products to attract funds to time deposits. For this, a fundamentally new deposit "Saving up for an apartment" was offered, a feature of this deposit is the possibility for the client after the expiration of the storage period and in case of insufficient funds to buy an apartment, to receive a mortgage on very favorable terms for them. This type of deposit is also beneficial for the Bank, since the Bank is given the opportunity to provide one client with two types of services at once.

It was also proposed to encourage long-term storage of funds in the bank by providing customers with consumer loans at a low interest rate.

Such products will attract new customers and also stimulate long-term storage of funds.

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Introduction

1. Theoretical foundations of the formation of the deposit policy of a commercial bank

1.2 Classification of deposit operations of commercial banks

1.3 Methods and tools for forming a deposit portfolio

2 Analysis of the deposit policy of the Siberian Bank of Sberbank OJSC

2.1 Research of external and internal environment factors influencing the bank's deposit policy

2.2 Analysis of the structure of deposits and deposit operations of the bank

2.3 Analysis of activities to attract target customer groups

3.1 Development of measures to attract funds and sell deposits to the economically active population

3.2 The bank's innovative strategy in the provision of deposit services

Conclusion

List of sources used

Introduction

The modern banking system of the Russian Federation is characterized by a transition to a qualitatively new stage of development, due to the increasing competition of credit institutions and the need to maintain or strengthen market positions, which affects all spheres of banking activity without exception. A quantitative increase in the volume of operations performed and an increase in the profitability of banking activities require credit institutions to improve the quality of management of deposit resources and revise the approaches underlying the formation of a deposit policy, which should take into account new economic conditions and the needs of economic entities, and comply with the general development strategy of the bank.

In recent years, banking experts have noted the increasing influence of the deposit policy of commercial banks on the development of their activities. At the same time, insufficient development of the theoretical foundations of formation, problems of practical implementation and methods of assessing deposit policy weakens its impact on improving the quantitative and qualitative indicators of the functioning of commercial banks and the banking system as a whole. In these conditions, the complex development of theoretical and practical issues that reveal all aspects of the deposit policy of a commercial bank acquires special relevance.

The purpose of the thesis is to investigate the theoretical foundations of the formation of the deposit policy of a commercial bank, to analyze the deposit policy of the Siberian Bank of Sberbank OJSC and to propose directions for its improvement.

To achieve this goal, the following tasks have been set and implemented:

Determine the place and role of deposit policy in banking policy;

Investigate the goals and objectives of the deposit policy of a commercial bank;

Identify the factors that determine the deposit policy of a commercial bank;

Research the main trends in the development of the deposit market of the Russian Federation;

Analyze the deposit policy of the Siberian Bank of Sberbank OJSC;

Propose measures to improve the deposit policy of the Siberian Bank of Sberbank OJSC and evaluate their effectiveness;

The subject of the research is the economic and organizational relations that develop in the process of formation, implementation and assessment of the deposit policy of a commercial bank.

The object of the research is the current practice of the formation and implementation of the deposit policy by the Siberian Bank of Sberbank OJSC;

Methodological basis of the research. The theoretical and methodological basis of the dissertation research was the works of leading domestic and foreign experts, revealing the laws of development of a market economy, the foundations of organizing and managing the activities of a commercial bank, economic and organizational aspects of the formation of banking policy. In his research, the author relied on the theoretical developments of a number of prominent scientists in the field of banking: A. Babicheva, G. N. Beloglazova, E. N. Vasilishen, E. P. Zharkovskaya, E. F. Zhukov, L. P. Krolivetskaya, V. I. Kolesnikova, G. G. Korobova, O. I. Lavrushina, G. S. Panova, A. M. Tavasieva, K. R. Tagirbekova.

Research information base. The work used federal laws, regulations of the Russian Federation concerning the activities of commercial banks, materials of scientific conferences and seminars on the subject under study, materials from periodicals, data from published and accounting reports of commercial banks in the Novosibirsk region, as well as information obtained by the author in the Siberian Bank Sberbank OJSC.

Research methods. The diploma work is based on the use of statistical and analytical samples, as well as on the use of the grouping method, cost and comparative analysis on the dynamic state of the studied indicators.

The practical significance of the thesis lies in the possibility of using the research results in the activities of the Siberian Bank of Sberbank OJSC in order to develop the foundations for the formation, implementation and assessment of the deposit policy of a commercial bank.

The volume and structure of the work. Thesis consists of an introduction, three chapters, a conclusion, a list of sources used.

1. Theoretical foundations of the formation of the deposit policy of a commercial bank

In modern conditions, for effective functioning, development and achievement of its goals, each commercial bank must develop its own deposit policy, that is, a strategy of practical management. As you know, the attraction of monetary resources and their subsequent placement are the main forms of commercial bank activity. A fund of funds formed on a paid basis is used to invest in active instruments. Passive operations, therefore, are primary in relation to most banking operations aimed at generating income. In this regard, the attracted funds should be considered as an independent object of policy.

The deposit policy is the strategy and tactics of a commercial bank to attract customer funds on a returnable basis.

The bank's deposit policy should include:

1) development of a strategy for the implementation of the bank's activities to attract funds to deposits, based on a comprehensive market research, that is, an analysis of the financial environment, the place and role of the bank in the field of fundraising, diagnostics and forecasting;

2) formation of tactics of a commercial bank for the development, proposal and promotion of new bank deposit products for clients (in the field of commodity, price, sales and communication policy);

3) implementation of the developed strategy and tactics;

4) monitoring the implementation of the policy and its effectiveness;

5) monitoring the activities of a commercial bank to raise funds.

Prospects for the growth of the bank's own funds (capital), and hence the ratio between own and borrowed funds;

The structure of attracted and borrowed funds (deposits, deposits, interbank loans, including loans from the Central Bank of the Russian Federation);

Preferred types of deposits and deposits, the timing of their attraction; the ratio between time deposits (deposits) and the term "on demand";

The main contingent of deposits and deposits, that is, the category of depositors;

Geography of attraction and borrowing of funds;

Desirable creditor banks for interbank loans, terms of attracting the latter; conditions for attracting deposits (deposits) and interbank loans;

Methods of attracting deposits (on the basis of bank account agreements, correspondent accounts, bank deposits (deposits), by issuing their own certificates, bills of exchange);

The ratio between ruble and foreign currency deposits (deposits);

New forms of attracting funds to deposits;

Special conditions for opening certain types of deposits (deposits);

Measures to comply with the bank's risk standards for borrowed funds.

A deposit policy must first of all meet the following requirements:

- -economic expediency;

- –competitiveness;

- - internal consistency.

Considering the essence of the deposit policy of commercial banks, it is necessary to touch upon such issues as: subjects and objects of the deposit policy, the principles of its formation, as well as the boundaries of the deposit policy.

Figure 1.1 - Composition of subjects and objects of the deposit policy of a commercial bank

The formation of the deposit policy of a commercial bank is based on both general and specific principles, which is clearly reflected in Figure 1.2.

Figure 1.2 - Principles of formation of the deposit policy of a commercial bank

General principles of deposit policy are understood as principles that are common both for the state monetary policy of the Central Bank of the Russian Federation, pursued at the macroeconomic level, and for the policy at the level of each specific commercial bank. These include the principles of an integrated approach, scientific substantiation, optimality and efficiency, as well as the unity of all elements of the bank's deposit policy. An integrated approach is expressed both in the development of theoretical foundations, priority directions of the bank's deposit policy from the point of view of its development strategy, and in determining the most effective and optimal tactics and methods of its implementation for this stage of the bank's development.

One of the important issues of the work is the question of the boundaries of the deposit policy of a commercial bank, which is understood as a certain permissible limit for the accumulation of temporarily free funds of legal entities and individuals by the bank. At the same time, a classification of these boundaries is given according to the following criteria:

- depending on supply and demand in the deposit market (economic boundaries);

- on the impact of the standards of the Central Bank of the Russian Federation and bank limits (administrative boundaries);

- depending on the subjects of deposit relations (external and internal borders);

- depending on the urgency of deposit relations (time limits);

- depending on the geographical principle (territorial boundaries);

- depending on the volume and structure of attracted funds (quantitative and qualitative boundaries).

In a generalized form, the classification of boundaries is shown in Figure 1.3.

Figure 1.4 - Scheme of the formation of the deposit policy of a commercial bank

Each of the stages of the formation of the deposit policy of a commercial bank is directly related to the others and is mandatory for the formation of an optimal deposit policy and the correct organization of the deposit process.

1.2 Classification of deposit operations of commercial banks

Hence, all passive operations can be subdivided into:

Deposit, including obtaining interbank loans;

Non-deposit or equity.

Deposit (deposit) operations of a commercial bank are operations to attract funds from legal entities and individuals into deposits for a certain period or on demand, as well as balances on clients' current accounts for their use as credit resources and in investment activities. A deposit (deposit) is monetary funds (in cash and non-cash form, in national or foreign currency) transferred to the bank by their owner for storage under certain conditions.

In world banking practice, deposits are usually understood as entries in bank books that indicate the presence of certain customer claims against the bank, or money that customers deposit with the bank on the basis of agreements, contracts and deposit obligations provided for by law.

In Russian practice, a bank deposit is considered both in the broad and in the narrow sense of the word. In a broad sense, a deposit is understood as a complete transfer of funds with an obligation to return, accompanied by the recipient's freedom to dispose of them. In the narrow sense, a bank deposit (deposit) is money in Belarusian rubles or foreign currency placed by individuals and legal entities in a bank or non-bank credit and financial organization in order to store and receive income for a period (urgent), either on demand, or until (non-occurrence) of a circumstance (event) (conditional) specified in the concluded agreement.

Deposit accounts can be very diverse and their classification is based on such criteria as sources of deposits, their purpose, degree of profitability, etc. (fig. 1.5).

Figure 1.5 - Classification of deposits (according to O. I. Lavrushin)

Most often, the category of the depositor and the form of withdrawal of the deposit serve as a criterion for the classification of deposits.

Deposits of legal entities (enterprises, organizations, banks);

deposits of individuals.

Deposits by withdrawal form are subdivided into:

Demand deposits (liabilities that do not have a specific term);

Time deposits (liabilities with a certain term);

Accumulative deposits.

Demand deposits are funds that can be claimed at any time without prior notice to the bank from the client's side. Demand accounts are opened so that their owners can freely receive and spend funds stored in the bank for settlements on their commercial transactions and pay current expenses

They are classified, depending on the nature and ownership of funds held in accounts, into:

Funds on settlement, current, budget accounts of enterprises and organizations of various forms of ownership;

Funds in special accounts for storing funds of various economic purposes;

Own funds of enterprises intended for capital investments and kept in separate accounts;

Settlement funds;

Credit balances on correspondent accounts for settlements with other banks;

Local budget funds;

Credit balances of funds on accounts of foreign correspondent banks.

From their settlement and current accounts, enterprises and organizations pay their expenses related to settlements with suppliers, contractors, with the budget and extra-budgetary funds, withdraw money to pay wages and travel employees, and make other payments they need.

These accounts receive the proceeds from the sale of products and services of enterprises, make other payments to the legal entities - the owners of these accounts, and enter the cash deposited by the enterprises into their bank account. In addition, the settlement and current accounts of legal entities can be credited with the amounts of loans granted to them, contributions of shareholders (participants) of enterprises to their authorized capital, the amount of deposits and interest paid by banks to enterprises for the use of borrowed funds, as well as fines, penalties and other cash receipts. in non-cash and cash forms.

Demand deposits include:

1. A contract account is a single account that records all the bank's transactions with a client. This account reflects, on the one hand, the bank's loans and all payments on behalf of the client, and on the other hand, the funds entering the account in the form of transfers, deposits, loan repayments and others. Such accounts are opened for reliable clients, first-class borrowers as a sign of special trust.

2. Correspondent account - they cannot be opened for individuals or enterprises, they are opened exclusively for credit institutions by the country's central bank or other credit institutions. They are divided into LORO accounts (accounts opened in this bank) and NOSTRO (opened in correspondent banks).

3. Special card accounts - open to holders of bank plastic cards. Funds are spent from a special card account within the spending limit (for payment bank plastic cards) or within the credit line and spending limit provided to the account holder (for credit bank plastic cards).

The main advantage of this group of deposits is their high liquidity. Their owners can use the money on demand accounts at any time.

The peculiarities of a demand deposit account are that, firstly, money is deposited or withdrawn into this account both in parts and in full, without restrictions; secondly, it is allowed to take cash from this account in accordance with the established procedure.

The main disadvantage of demand deposits are: firstly, for their owners - the lack of payment of interest on the account (or a very small percentage); secondly, for the bank - the need to have a higher operating reserve to maintain liquidity (due to the potential for withdrawing money from accounts on demand).

Time deposits are funds attracted by banks for a certain period. Time deposits in national and foreign currencies are classified according to their maturity for:

1) deposits with a maturity of up to 3 months;

2) deposits with a maturity of 3 to 6 months;

3) deposits with a maturity of 6 to 9 months;

4) deposits with a maturity of 9 to 12 months;

5) deposits with a maturity of more than a year.

You can also carry out the following classification:

Deposits limited by the minimum amount and no amount limitation;

Irrevocable deposit - a deposit that does not have the possibility of unilateral withdrawal;

Revocable deposit - a deposit that has the possibility of unilateral revocation;

Replenishment deposit - allows the depositor to periodically replenish the deposit with additional contributions;

Non-replenishing deposit;

Deposits with a fixed interest rate for the entire term;

Deposits with a fixed, increasing "progressive" interest rate over the course of the term;

Deposits with an interest rate that is not fixed during the term;

Capitalized deposits - deposits for which the amount of accrued interest is added to the amount of the main deposit.

The choice of the term for attracting deposits by the bank may be due to a number of reasons. To a large extent, these terms depend on the requirements of banking legislation on the formation of required reserves: if there is a differentiation of the rates of required reserves depending on the timing of attracting resources, then the bank chooses such terms that allow it to make deductions at minimum rates. In addition, the timing of active operations carried out by banks has a great influence on the choice of the timing of raising funds. And, of course, the timing of attracting resources by banks depends on the prevailing trends and current market fluctuations (supply and demand) in the money market.

The fact that the owner of a term deposit can dispose of it only after the expiration of the agreed period does not exclude the possibility of early receipt of his funds in the bank. However, in this case, the client's interest on the deposit is reduced. The bank is interested in attracting time deposits, as they are stable and allow the bank to have depositor's funds for a long time.

Thus, deposits represent all term and perpetual deposits of the bank's customers. The peculiarity of this type of operations is that it is not the client who offers the bank funds, but the bank itself raises money on its own initiative. Therefore, in banking practice, these funds are called "attracted". For such funds, the bank pays interest. The interest rate is differentiated depending on the terms.

A kind of deposits are deposits registered with certificates of deposit or savings certificates.

A savings certificate is a security certifying the amount of the deposit made to the bank and the right of the depositor (certificate holder) to receive, after the expiry of the specified period, the amount of the deposit and the interest specified in the certificate at the bank that issued the certificate, or at any branch of this bank. A certificate of deposit can be issued only to legal entities, and a savings certificate - only to individuals.

Bank certificates cannot be used as a means of payment in payments for goods and services. They perform only the function of a store of value. Upon the expiration of the certificate's validity period, the bank returns the deposit amount to its owner (holder) and pays income based on the established interest rate, term and deposit amount deposited into a separate bank account.

In addition to dividing certificates into deposits and savings, depending on the category of depositors, certificates can also be classified:

By the method of issue: released on a one-off basis; produced in series;

By the way of registration: registered; to bearer.

Certificates must be urgent only. Their repayment is carried out after the expiration of the period specified in them by non-cash transfers to other types of deposits or to on-demand accounts (settlement, current), and in relation to individuals - in cash.

The bank issuing certificates independently develops the conditions for issuing and circulating certificates.

Upon the expiration of the certificate, the owner of the certificate must present it to the issuing bank together with an application for the withdrawal of funds from the certificate indicating the account to which they should be credited. For legal entities, funds from the redemption of their certificates of deposit should be directed to their settlement (current) or correspondent accounts. Payment to citizens can be made both by transferring the amount to his current bank account, and in cash.

Certificates have significant advantages over time deposits, drawn up by deposit agreements:

Due to the large number of possible financial intermediaries in the distribution and circulation of certificates, the circle of potential investors can be expanded;

Thanks to the secondary market, the certificate can be early transferred (sold) by the owner to another person with some income during storage and without changing the volume of the bank's resources, while the early withdrawal by the owner of a term deposit means for him a loss of income, and for the bank - a loss parts of the resources.

The main tasks solved by banks in the course of issuing certificates are:

Prompt attraction of temporarily free funds of legal entities and individuals to increase the resource potential;

Regulation of the bank's liquidity by accumulating liabilities with a fixed maturity and profitability;

Attracting customers by diversifying the services provided.

It is also important that the process of issuing bank certificates is less formalized and more efficient in comparison with the issue of other debt obligations.

The disadvantage of certificates in comparison with term deposits is the increased costs of the bank associated with the issue of certificates. In addition, a potential investor should keep in mind that income from certificates is subject to taxation, while income from demand accounts and time deposits is not subject to such tax.

Banks' operations on the issue of plastic cards into circulation can be considered as a form of attracting funds. A bank plastic card is a means of payment intended for making non-cash payments for goods and services, receiving cash. Card programs open up a promising way for banks to attract funds from individuals and business entities.

Savings deposits are, as a rule, deposits of the population with a savings orientation. Their terms are usually longer than term deposits. There are a number of types of savings deposits:

On the accumulative winning contribution (cash, clothing, mixed);

Savings housing contribution;

Targeted deposits for children.

The cheapest resources for the bank are the balances of funds on the settlement and current accounts of clients, they are intended for their daily use by clients. The bank pays the lowest interest on them. Time deposits are among the most expensive resources for banks.

Thus, fixed-term deposits of the population and business entities are the most important factor in generating bank profits, used to conduct active operations. For depositors, the advantage of the deposit over cash is that the deposit bears interest.

1.3 Methods and tools for forming a deposit portfolio

Currently, various approaches are used to solve the problem of forming a deposit base. Sometimes the number one question for the bank is the question of "attracting a client", i.e. at the forefront of its work, the bank puts the marketing principle "Bank for the client". With regard to solving the problem of forming a deposit portfolio of a commercial bank (CB), the main results of using this principle are to ensure a stable inflow of free cash to the bank and attract new customers. However, attracting a larger number of customers and a constant inflow of deposits alone do not contribute to an increase in the stability of the resource base.

Within the framework of the marketing approach, pricing issues should be considered, since it is the price that is one of the key factors that determine the mutually beneficial cooperation between the client and the bank and directly affect the profitability of the latter. The main difficulty in solving the pricing problem is determining the cost of a banking product. The methods for calculating it are based on determining the composition of the costs of the service provided, and the main issues are in the choice of both methods of accounting for direct and indirect costs, and the allocation of indirect costs to specific services (products). Most often, the criterion for posting indirect costs is the share of a service in the total volume or quantity of services provided. Practice shows that for a large design office with an extensive network of branches, the implementation of such a calculation of the cost of the services provided is difficult.

The traditional approach to determining the stability of deposits consists in calculating two or three main indicators or their modification: the average shelf life of funds (SD), the level of settlement of funds (Uo), as well as the amount of the balance of funds available for use - transformation (D c) ...

In our opinion, the most comprehensive approach can be considered the approach to the analysis of bank client funds, proposed by A. Storm back in 1998. It provides for: the selection of client groups; calculation of coefficients characterizing the stability of the residues of each of the groups; assessment of the current state of the client base; determination of the prevailing trends in its change; forecast for further development. However, to assess the stability of the client base, this approach uses standard coefficients (average shelf life, settling rate, amplitude of fluctuations), and therefore has disadvantages and contradictions inherent in these methods.

In modern banking practice, the formation of a deposit portfolio in accordance with the requirements for maintaining the bank's liquidity is usually achieved by regulating the ratio between assets and liabilities by maturity by calculating special ratios that assess these ratios. It should be noted that these methods are not intended for analyzing the client base and identifying stable deposit resources, they do not provide answers to a number of pressing questions that arise in the implementation of the deposit policy: what types of resources, what clients and in what quantity the bank needs to attract in order to ensure stability resource base.

An important aspect in solving the problem of forming a deposit portfolio is planning work to attract deposit resources. To ensure the planning and management of the work to attract customers, the bank needs to assess the possible amount of the cash balance that potential and existing customers can provide. In other words, it is necessary to determine how many clients you need to have or attract in order to provide a given amount of deposits.

Thus, for high-quality management of deposit resources, the bank needs to solve the following main tasks:

1) know which clients are most beneficial in terms of the possibility of more efficient use of their resources, i.e. be able to identify clients who provide greater stability of the deposit base and a higher balance on their account;

2) be able to plan work to attract clients, i.e. know how many clients you need to have or attract to ensure a given volume of the deposit base and its components;

3) organize and carry out work to attract the most profitable potential customers to the bank, not forgetting about the need to retain the previous ones;

4) to ensure the efficiency of each operation related to customer service, i.e. it is necessary to calculate the cost of the services provided and determine their profitability in the context of each client, which will make it possible to conduct a flexible individual pricing policy;

5) develop an information and analytical decision support system in the formation of a deposit portfolio. This is a key factor affecting the ability to timely obtain the necessary information in order to promptly and adequately respond to ongoing changes.

To solve the first three tasks, a bank needs to have appropriate methods and tools in its “analytical arsenal”.

The indicator of variability of the remainder (K i) is calculated by the formula (1.1).

K i = X imin / X icp, (1.1)

where X imin is the minimum value of the total balance for group i for the study period; X icp is the average total balance in group i (deposits).

The indicator b i, which characterizes the synchronicity of changes in customer balances in each of the i groups, is calculated using the formula (1.2).

b i = K icp / K i, (1.2)

where K icp is the average value of the residual variability indicators for a single account in group i (calculated by analogy with K i)

The limits of change in the values of indicators K and b: K - from 0 to 1; b - from 0 to infinity (b ® Ґ for K ® 0. b = 1, when the account balances in group i are absolutely the same and change absolutely synchronously).

Interpretation of the value of indicators:

BCO i = V 1 x K` i + V 2 x b` i + V 3 x T` icp, (1.3)

where V 1,2,3 - weight coefficients (V 1 + + V 2 = V 3 = 1), determined by expert judgment; K` i, b` i, T` icp - normalized indicators K i, b i, T icp.

In order to organize and plan the work to attract clients, it is necessary to determine (predict) the possible amount of the balance on the account of each client. Then it will be possible to set clear targets for attracting a specific number of customers. Thus, in order to carry out high-quality planning, the bank needs:

Estimate the value of the possible balance on the client's account depending on the credit turnover on his account, i.e. revenue;

Know how many and which customers you need to have (or attract) to your service in order to achieve a given share of these resources in the total volume of attraction.

Forecasting the balance on the accounts of individual clients is possible provided that the dependences between the balance and a factor, a group of factors, are identified. For deposit resources "on demand", such a factor may be the turnover on the account. For urgent deposit resources attracted from legal entities, such factors, jointly or separately, may be: turnover on the client's current account, type of client's activity. For term deposit resources attracted from individuals, the set of factors should be broader, taking into account the involvement of social, demographic, economic and geographic factors. The indicators on which the value of the potential balance on the client's account may depend may be: type of activity, length of service, level of income, marital status, number of family members, place of residence, level of education, the presence of certain property (for example, a car, a summer residence, etc.) .P.).

Based on the results of the study, it is possible to construct mathematical models of the balance from the cash turnover, depending on the coefficient of turnover significance (the ratio of the balance to the turnover) from the turnover on the client's current account. This coefficient of significance makes it possible to assess the client's usefulness for the bank in terms of maintaining a high (relative to its turnover) balance on the current account.

The models described above will allow the bank to plan work on attracting customers, including predicting the amount of cash balance on the settlement accounts of legal entities, depending on their number and the size of the planned turnovers on their accounts in order to further determine the permissible value of these funds during placement, ensuring maximum efficiency from their use while maintaining the bank's liquidity. This makes it possible for the bank to determine how many and which customers need to be attracted to settlement and cash services in order to fulfill the business plan to increase the share of “cheap” resources in the deposit portfolio. Knowing its potential clients, the bank can most effectively distribute efforts to attract them and reduce the time and costs associated with this (including financial ones) for attracting them.

It is also possible to assess the importance of each client (group of clients) from the point of view of usefulness for the bank, depending on the level of the balance of funds in the accounts relative to the turnover, determine with which clients it is advisable to carry out work on attracting based on their importance. The model shows that the most significant (in terms of the balance / turnover ratio) are clients with a turnover of up to 200 thousand USD. As these turnovers increase, the value of the client decreases.

It is possible to assess the significance for the bank of each client (group of clients) depending on the level of the balance of funds in the accounts relative to the turnover.

The logical continuation of analytical work and an important stage in the process of forming a deposit portfolio are: direct work with potential and existing clientele; using appropriate tools to attract and retain them; using certain methods of work to attract potential customers. These methods depend on the urgency of the resources involved and the client's belonging to the category of individuals or legal entities.

As practice shows, in most cases, even specialists involved in settlement and cash services for individuals and legal entities are inclined to make mistakes in assessing the importance of the bank's clients, relying solely on the postulate “the larger the client, the better”. A more adequate perception of how and by what means the bank's deposit base is formed will help to conduct a more accurate segmentation of customers and offered products.

The use of the approaches we have considered to analyze and form the deposit base allows us to draw certain conclusions about the quality of liabilities that exist or will be formed in the future. Moreover, in this context, planning is limited not only to the adoption of control balance figures for balances, but also to planning marketing proposals that allow segmenting individual products and individual client groups in order to form a "correct" portfolio of liabilities in a credit institution.

2. Analysis of the deposit policy of the Siberian Bank of Sberbank OJSC

2.1 Research of external and internal environment factors influencing the bank's deposit policy

In 2009, individuals' deposits with banks participating in the deposit insurance system increased by RUB 1,579 billion. This is the maximum increase in all recent years. In relative terms, they increased by 26.8% to RUB 7,464.3 billion. (in 2008 by 14.7%). The quarterly dynamics of the growth of deposits during the year was different and was determined by both the revaluation of their currency component and the net inflow of deposits. However, according to the results of the year, the change in the ruble exchange rate practically did not affect the growth of the deposit base, since the weakening of the ruble at the beginning of the year was largely offset by its subsequent strengthening. Against this background, starting from the second quarter of 2009, a net inflow of deposits became obvious, which indicates the restoration of confidence in the banking system and an increase in the savings activity of the population.

The average growth rate of deposits in the first 10 months amounted to 2.9 billion rubles. in a day. Starting from mid-November, the inflow of funds from the population began to increase rapidly under the influence of pre-New Year bonuses, which brought the banking system an additional 520 billion rubles in the last month and a half. (33% of the total increase for the year: in 2006-2007, pre-New Year bonuses accounted for only 16-20% of the annual growth in deposits). Almost half of these funds (250 billion rubles) were formed due to an increase in balances on current and demand accounts, which confirms the one-time and, possibly, short-term nature of the appearance of these funds in the banking system. It can be assumed that in the context of decreasing interest rates on deposits, part of these funds may in the near future go to the stock market or to the real estate market. This is confirmed, in particular, by the rapid growth in the number of transactions in the real estate market in December 2009 - January 2010.

According to the Agency for Deposit Insurance, in 2010 the absolute growth of deposits will be at the level of 2009 and will amount to 1,500-1,650 billion rubles, which corresponds to an increase in the total amount of deposits of 20-22%. The volume of deposits of individuals at the end of 2010 is estimated at 9,000 - 9,100 billion rubles.

This forecast assumes a stable macroeconomic situation, continued positive trends in the global financial and commodity markets, moderate growth in household income and a gradual strengthening of the ruble against a basket of currencies during the year, as well as a slight decrease in the savings activity of the population as a result of a significant decrease in the profitability of bank deposits.

At the end of 2009, the negative impact of the crisis on the deposit market can be considered over, and its main consequence was a more active and prudent saving behavior of the population.

The service area of the Siberian Bank includes the Novosibirsk, Kemerovo and Tomsk regions, the population of which as of 01.01.2009 was 6.5 million people, which is 33.2% of the population of the Siberian Federal District, the area of the territory is 587.9 thousand sq. ... km or 11.4% of the territory of the Siberian Federal District.

The industrial production index, which characterizes the change in the scale of production, in January-November 2009 in relation to the corresponding period of the last year was: in the Novosibirsk region - 92%, in the Kemerovo region - 88.9%, in the Tomsk region - 101%.

The balanced financial result of the activities of large and medium-sized enterprises and organizations in three regions in January-October 2009 amounted to 40.7 billion rubles, which is 14% of the same indicator for the Siberian Federal District.

The increase in the real disposable cash income of the population in October 2009 in relation to the corresponding period of 2008 occurred only in one of the regions served by the Siberian Bank of the Novosibirsk Region and amounted to 4.8%, in the rest of the regions it decreased from 8% (Tomsk Region) to 14. 2% (Kemerovo region). The main factors behind the decline in income were a decrease in the size of real wages (by 1.3% - 6.2%) and an increase in overdue wage arrears (by 42% in relation to arrears as of 01.01.2009).

The composite consumer price index for all goods and services in the Novosibirsk, Kemerovo and Tomsk regions (January - November 2009 to January - November 2008) was fixed at 112%, 110.8% and 110.6%, respectively, which is 1 , 2% - 2.9% below the level of prices for the same period in 2008 relative to 2007.

In general, in the regions served by the Siberian Bank, in the period January - October there was a tendency for the number of unemployed to increase, so, as of November 1, 2009, the total number of unemployed increased by 71%. In similar periods of previous years, the number of unemployed decreased (as of October 01, 2008 - by 8.1% versus the same period in 2007, as of October 01, 2007 - by 17%).

We estimate that in the context of the end of the economic crisis, with a gradual increase in the growth of monetary incomes of the population and maintaining the level of inflation, it is possible that the trend of reorientation of the population from a consumption model to a cumulative model of behavior will increase, which will allow maintaining the existing level of borrowed funds.

Market position, competitive advantages of the bank. As of January 1, 2010, 21 credit institutions, 155 branches of credit institutions (23 branches of Sberbank of Russia and 132 branches of other commercial banks, of which 12 branches of banks in the Siberian region) were registered in the Novosibirsk, Kemerovo and Tomsk regions. On the whole, in comparison with 2008, the number of credit institutions decreased by 4 credit institutions, and the number of branches of other credit institutions increased by 18.

We estimate that the following factors influenced the development of the regional deposit market in 2009:

1) restoration of public confidence in the banking system of Russia;

2) the consequences of the global financial crisis;

3) activation of the work of banks - competitors in the deposit market, including through a large number of incentive campaigns;

4) reduction of the refinancing rate, interest rates on deposits.

Under these conditions, Siberian Bank retained its leading position in the deposit market, as of 01.10.2009, having accumulated 50.9% of the total volume of resources placed on deposit accounts by private clients. For 9 months of 2009, the share of Siberian Bank in the household deposit market was reduced by 0.4 percentage points, the share in the volume of ruble resources amounted to 54.1% (a decrease from the beginning of the year by 0.3 percentage points), 33.6% (an increase of 0.6 pp since the beginning of the year). At the same time, the Bank improved its positions in the market of the Tomsk and Kemerovo regions: growth in its share by 3.1 percentage points. up to 49.8% and by 0.8 p.p. up to 59%, respectively. In the Novosibirsk market, Sberbank's share decreased by 2.3 percentage points. and amounted to 43.5%.

The reason for the change in the share is the concentration of the resources of the Siberian Federal District by the Siberian branch of VTB Bank 24 in the second quarter of 2009 on the balance sheet in Novosibirsk, which made it possible to increase the volume of individuals' funds by 6.2 billion rubles in the first half of the year. (in the first half of 2008 the increase amounted to 3.4 billion rubles), which amounted to 70% of the increase in the volume of funds of individuals of all banks-competitors of the Siberian region.

According to the estimates of the branches, organizationally subordinate to the Siberian Bank, 706 customer service points (hereinafter referred to as TOC) have been opened by competitors in the regional market for attracting funds from the population; in 2009 this indicator increased by 5 units.

In the context of regions, the level of competition in the deposit market can be presented in the form of Table 2.1.

Table 2.1 - Assessment of the level of competition in the deposit market

In general, the level of competition in three regions remained unchanged (+ 1%). The main competitors of Siberian Bank in the retail banking market are OJSC "MDM-Bank", JSCB "Novokuznetsk Municipal Bank", OJSC FKB "Bank of Moscow", OJSC NSC "Bank Levoberezhny", CJSC JSCB "VTB 24", CJSC "Uralsib", JSCB Gazprombank, Tomskpromstroybank OJSC, Kuznetskbusinessbank JSCB, Raiffeisenbank CJSC. At the same time, with regard to the sale of products for the VIP segment, OJSC "Alfa - Bank", OJSC "MDM-Bank" should be singled out.

Changes in the structure of competitors - the banks of OJSC URSA Bank and OJSC MDM-Bank merged. As a result, the new structure has almost 2 times more TOCs (59) than other competing banks.

The advantages of the Siberian Bank of Sberbank of Russia OJSC in the regional banking market include an extensive branch network, a network of ATMs and electronic terminals, a wide range of bank deposits, a convenient operating mode of bank divisions, a functioning private client consultation center, competitive conditions for individual deposit products, a transparent tariff policy ... The disadvantages are: the establishment of the interest rate by competing banks for some types of deposits higher than in Sberbank by 0.5 - 6 percentage points; introduction of new attractive products for clients (receiving interest when opening a deposit before the expiration of the deposit's storage period, insuring the client against the need for early withdrawal of the deposit), discounts, bonuses; high level of use of package offers; extremely active advertising of deposits of competing banks, a limited (during 2009) number of means of access to the Bank's services through remote channels (Internet and mobile communications); insufficient skills of employees in the implementation of sales, including package product offers, as well as the lack of consistently high quality customer service.

Monitoring the market in dynamics and analysis of the bank's share in the region on the bank deposits market allows predicting the position of Siberian Bank as of 01.01.2011 as follows: the share of the total volume of resources placed on deposit accounts by private clients will be at least 50% ...

Acceptance of payments from the population. In 2009, the situation on the payments market was characterized by the expansion of the branch network of the region's commercial banks, the strengthening of the positions of the region's commercial banks due to the offer of modern non-cash methods of payment for services, an increase in the share of instant payments, including:

An increase in the range of services and organizations in favor of which payments can be made;

Non-cash payment for services of various organizations providing housing and communal services, cellular communications, traffic police fines, payments to the budget, payment for air and railway tickets, payment for goods in online stores using the Internet Bank service,

An increase in the types of payments paid using terminal devices;

An increase in the market for instant payments, including due to the growth of sms-payments in payment for various types of services, as well as the expansion of the network of payment terminals of non-credit organizations connected to systems of instant payment of payments.

According to the data of the branches of the Siberian Bank in the Novosibirsk, Kemerovo, Tomsk regions, payments from the population for housing and communal services and other services are received at more than 4,000 cash payment points (structural divisions of commercial banks, management companies, housing departments, Telecomservice OJSC, Russian Post and others), of which 734 are structural divisions of the Siberian Bank. One structural subdivision of the Siberian Bank, which accepts payments from the population, has more than 5 points for accepting cash payments of competing organizations. The main banks-competitors, which have the largest number of structural divisions, should be noted FACB Moscow Business World (MDM-Bank), Bank Levoberezhny, Rosselkhozbank, MMB-Bank of Moscow. Among competitors-non-credit organizations, one can distinguish the Russian Post, which has 1696 structural subdivisions (including 1178 in rural areas), Telecomservice OJSC (more than 330 units), as well as enterprises related to housing and communal services (more than 225 units .).

Transfers of funds of the population in the currency of the Russian Federation and foreign currency. On the territory of the Siberian Bank's service, one of the main competitors in the money transfer market remains the Russian Post, which as of January 1, 2010 had 1696 subdivisions, of which 1178 subdivisions are located in rural areas. In 2009, the number of Russian Post branches located in Novosibirsk, Tomsk and Kemerovo regions increased by 4 divisions.

In 2009, the main competitors among commercial banks were OJSC NSKB Levoberezhny, OJSC Alfa-Bank, CJSC Gazprombank, JSCB Bank of Moscow, FJSCB Moskovsky Delovoy Mir, Tomskpromstroybank, VTB 24, CJSC "Uglemetbank", branches and representative offices of foreign banks Raiffeisenbank and Bank Societe Generale Vostok.

The transfers offered to the population in the currency of the Russian Federation are carried out within their own systems on a free basis, when transferring to other credit organizations - the amount of the charged commission is from 30 rubles. up to 1000 rubles (mainly 1% of the transfer amount).

Various banking products of other credit institutions are highly competitive with branches of the Siberian Bank in non-commercial foreign currency transfers. Along with the used payment systems Western Union, Money Gram, Anelik, Migom, Contakt, etc., these banks also carry out transfers through the SWIFT system used in Sberbank of Russia. With a higher differentiated cost of transfers using payment systems, the advantages of their use are obvious, including: high speed of the operation, a wide branch network, both within the territory of the Russian Federation and abroad.

As for the qualitative characteristics of processing transactions, it can be noted that in most banks the processing time for a transfer transaction is less than 15 minutes (for example, Novosibirsk Municipal Bank, VTB-24, Nomos-Bank), when a client contacts for the first time, the time is the operation can take more than 30 minutes, with a second - it is reduced to 15 minutes.

In addition, in some banks, a transfer application is filled in and printed out automatically when you enter the details, and when using modern software systems, a payment order is generated and promptly sent based on the entered data (for example, MDM Bank).

Against this background, the time and technologies for processing and sending transfers in Sberbank of Russia are inferior to competing banks.

However, it should be noted that the updating of information on transfers on the Internet site of Sberbank of Russia in 2009, in particular application forms and memos, as well as the implementation of the possibility of filling out applications without leaving home, had a positive effect on the bank's image and is becoming demanded by customers.

An additional competitive advantage in the translation market in Novosibirsk is the organization and functioning of a call-center, which facilitates easy access of the client to the necessary information.

The internal environment of the company is also undergoing changes. In 2008, the process of implementation of the Development Strategy of Sberbank of Russia for the period up to 2014 began. This Strategy is aimed at developing the enormous potential of Sberbank of Russia and realizing the unique opportunities offered by the Russian market and the international financial system. According to the Strategy, Sberbank should not only maintain its leading position in the Russian market, but also become one of the best international financial companies, effectively using its key competencies and competitive advantages.

To achieve its strategic goals, Sberbank's development focuses on three main areas of transformation, which imply significant changes in all areas of activity of its territorial divisions, including the Siberian Bank.

In particular, the maximal customer orientation and transformation of Sberbank into a “service” company are becoming a fundamentally important direction of development. This means that the Bank will strive to meet the maximum volume of financial services needs of each of its clients and thereby maximize its income from each set of client relationships.

In addition, the choice of a scenario of dynamic development and growth (outstripping the indicators of the banking system as a whole) presupposes a comprehensive restructuring of the processes and systems of Sberbank and their transfer to a new "industrial" basis. Such "industrialization" of systems and processes in the Bank will increase the level of manageability and scalability, reduce costs, improve the quality of customer service and allow for more efficient management of credit and other types of risks.

The third most important element of the development strategy is the introduction of the ideology of continuous improvement and development at all levels and in all parts of the organization.

Developed on the basis of a systematic approach to identifying and reducing losses in various fields of activity (Lean technology), the new Sberbank Production System (PSS) involves an integrated work to optimize and rationalize activities in all areas "bottom-up", creating a systematic capacity for renewal in the Bank and self-improvement, as well as changing the mentality and value attitudes of employees.

As part of the above priority areas of business development, Sberbank plans to develop and implement retail and corporate strategies that will help realize its potential and form long-term competitive advantages.

Sberbank's retail strategy includes such important elements as an integrated product offer based on a debit card with extended functionality; development of automated sales and service channels for the population; implementation of a new model of operation of branches based on the MSS; improving the quality of customer service and the formation of "industrial" skills in customer relationship management; brand development and strengthening.

In turn, Sberbank's corporate strategy includes such elements as building a more efficient sales and service system for corporate clients; differentiation of the Bank's work and product offer by segments (large, medium and small enterprises); development of a product range for the sale of the entire line of banking products to customers, adapted to the needs of the respective segments; optimization of internal technologies and processes for the provision of banking services (simplification, standardization, automation of operations).

The most important element of the development strategy of Sberbank of Russia is the implementation of the ideology of continuous improvement and development at all levels and in all parts of the organization. The task set by the Bank is to make efficiency and quality the business of every employee in every department, to involve both ordinary employees and managers in the daily process of improving their work. The organizational structure of the Siberian Bank of Sberbank of Russia OJSC is shown in Figure 2.1.

Figure 2.1 - Office of the Siberian Bank of Sberbank of Russia OJSC

In 2009, the Bank ensured steady business development and growth in sales of banking products and services, focusing on the quality of service. The Bank continued to improve its product line, develop new services and introduce new initiatives. This allowed him to maintain a leading position in the main segments of the region's financial market.

2.2 Analysis of the structure of deposits and deposit operations of the Siberian bank of Sberbank OJSC

In 2008-2009. Siberian Bank has increased its share in the deposit market. Thus, in 2008 the bank accumulated 52.3% of the total volume of resources allocated by private clients. The share of Siberian Bank in the consumer lending market was 35.4%. The share of the corporate lending market was 23.2%. (fig. 2.2).

Figure 2.2 - The share of Siberian Bank in the main segments of the financial market as of 01.01.2009

The volume of funds attracted from private clients increased in 2008 by 16.5%. The balance of funds raised from legal entities increased in 2008 by 9%. The average daily balances of funds attracted from legal entities based on the results of work in the 4th quarter of 2008 in relation to the same period in 2007 increased by almost 2 billion rubles. (growth rate - 107.1%) (Fig. 2.3).

Figure 2.3 - Dynamics of the average daily balance (billion rubles)

The ability to provide comprehensive services to the country's largest enterprises with a developed regional structure throughout Russia made it possible to establish stable partnerships with large businesses. The volume of average daily balances on the accounts of this group of clients in the Siberian Bank of Sberbank of Russia OJSC in 2008 amounted to almost 6.0 billion rubles. (growth rate 161.7% compared to 2007).

The developed branch network of Siberian Bank is able to fully meet the needs of small and medium-sized businesses in banking services. The implementation of targeted sales of services to enterprises of these segments allowed in 2008 compared to 2007 to increase the volume of average daily balances in the accounts of medium-sized businesses by 46.9%, in the accounts of small businesses - by 44.5%.

The structure of liabilities of the Siberian Bank of Sberbank of Russia as of 01.01.2009 is shown in Figure 2.4.

Figure 2.4 - Structure of liabilities of the Siberian Bank of Sberbank of Russia as of 01.01.2009

During 2009, private clients placed about 20.5 billion rubles in deposits with the Siberian Bank of Sberbank of Russia. As of January 1, 2010, the volume of deposits in monetary terms with the Siberian Bank exceeded 109 billion rubles. The dynamics of attracting deposits in 2009 exceeded the indicators of the previous year. In particular, in December 2009, residents of the Novosibirsk, Tomsk and Kemerovo regions placed 6.6 billion rubles in Sberbank, which is almost twice as much as in the same period in 2008 (then the amount was 3.8 billion rubles). At the same time, for the whole of 2009, clients entrusted their savings to the Siberian Bank by 8 billion rubles more than in the previous year.

The basis of the resource base of the Siberian Bank is still funds of individuals, which in 2008 accounted for about 74% of the volume of funds attracted from individuals and legal entities. As of January 1, 2009, 13 670 thousand accounts were opened with the Siberian Bank for deposits belonging to individual clients. In 2008, the number of accounts increased by 554 thousand. On average, in 2008, one resident of the region accounted for about 13.6 thousand rubles placed on accounts in the Siberian Bank. As of January 1, 2009, the balance of funds attracted by Siberian Bank from private clients amounted to 88,183 million rubles. In 2008, the volume of funds in bank accounts increased by 12,473 million rubles (or 16.5%) (Fig. 2.5).

Figure 2.5 - Dynamics of the balance of funds of private clients (billion rubles)

As of January 01, 2010, the share of individuals' funds in the bank's liabilities is 54%, 14,417 thousand accounts have been opened in the Siberian Bank belonging to individual customers. On average, a depositor of the Bank keeps 7.5 thousand rubles in one account, since the beginning of the year the average balance of funds deposited by a client on one account has grown by 1,085 rubles. or 16.7%. In 2009, the number of accounts increased by 746 thousand.

In 2009, Siberian Bank attracted 3.2 thousand rubles per inhabitant to the accounts of individuals (64% more than in 2008), on average, one cashier performing deposit transactions - 9.4 million . rub. (+ 65% compared to 2008).

As of January 1, 2010, the balance of funds attracted by Siberian Bank from private clients amounted to 109,191 million rubles, including RUB 98,008 million (89.8%) on deposits in rubles, 369 on foreign currency deposits, US $ 8 million. In 2009, the volume of funds from private clients increased by 20,476.1 million rubles (or 23.1%). Balances on deposits in rubles increased by 18,734 million rubles, balances on accounts in foreign currency - by 48.2 million US dollars, which amounted to 8.5% of the total increase in funds on accounts of individuals in 2009.

As of January 1, 2010, the Siberian Bank fulfilled the business plan under the item “Funds of individuals” at 105.1%; over the plan, 5.3 billion rubles were raised.

The benchmark for the average daily balance of attracted funds from private clients set by Sberbank of Russia was met for all 2009 reporting dates. For the 4th quarter of 2009 the fulfillment of the benchmark was 101%, the SDS reached 102.3 billion rubles. The change in the LMS for the 4th quarter of 2009 in relation to the same period in 2008 amounted to 16.7 billion rubles. or 19.6%.

The structure of growth in 2009 is shown in Figure 2.6.

Figure 2.6 - The structure of the increase in cash on deposits

The structure of the funds attracted to deposits allows us to assess these resources of the Bank as stable, since the population predominantly places deposits in the Siberian Bank for a long time, about 62% of the attracted funds are placed for a period of at least 2 years, which confirms the attitude of clients to the Savings Bank as a reliable one. and a long-term partner.

In the structure of attracting funds from private clients, the participation of the economically active population prevails: funds of pensioners make up 44.6%, of the economically active population 55.4% (in 2008 this ratio was 41.3% to 58.7%).

In 2009, in the Siberian Bank, work on customer service was carried out in accordance with the "Professional Standards for Working with Customers in the Siberian Bank", approved at the meeting of the Customer Service Committee on September 11, 2008. This document contains the basic rules of customer service, stages of professional customer service from greeting to terminating contact with the rationale for each standard.

In addition, all recommendations coming from the central office are sent to all branches of the bank to be brought to the GSP and worked out with the cashier's employees.

Siberian Bank often uses the practice of conducting VSP inspections on issues of service quality, including active sales methods, as a "Mystery Shopper". A bank employee visits the VSP and is served as a regular client, using a previously prepared "legend". In the same way, checks are carried out in the event of a complaint from a client. At the same time, in the event of a complaint regarding the inadequate quality of service, a visit to the GSP is carried out without fail by an employee of the department and / or department of deposits and settlements of the population.

This method allows you to assess the quality of the organization of work "through the eyes of the client", to identify the existing shortcomings, to some extent to check the facts stated by the client in the complaint, to assess the professionalism of the cashiers, etc.

To ensure high-quality customer service and eliminate errors in banking transactions with customers, at the beginning of 2009, Siberian Bank made a decision to prohibit customer consulting by telephone by cashiers directly serving customers. For this, instructions were sent to the departments to close the access to the external line from the telephones located at the ROC workplaces. In order to be able to resolve production issues, it is recommended, if possible, to provide internal telephone communication with other VSP employees. At the same time, in the VSP, where there is no possibility of consulting clients by employees of the 2nd line, the provision of consultations by phone at the time of direct customer service is prohibited. It is also forbidden to use mobile communications by cashiers with clients.

In large structural subdivisions of the Siberian Bank, in the VSP operating mode, 1 hour per week is allocated for technical training with operating cash workers.

In accordance with the current order, when conducting inspections of the VSP, the employees of the customer service departments must check the condition of the VSP premises and the quality of service by filling in a special "Control Form".

Issues related to the implementation of professional service standards by bank employees, facts of unsatisfactory customer service are regularly submitted to the collegial bodies of the Siberian Bank (the Board of Branch Heads, the Board of the Siberian Bank).

In order to improve the quality of banking services, Siberian Bank regularly conducts educational seminars and trainings with branch employees.

Employees of the Department of Deposits and Settlements of the Population, who underwent appropriate training at Sberbank of Russia, conducted trainings on the topics: "Excellent service", "Quality service everything starts with me", which were attended by 109 employees of branches.

The Siberian Bank is actively working to improve the quality of customer service: universalization of operating windows to enable a wide range of banking operations in one operating window, installation of "electronic cashiers", transfer of recipients of bulk payments to servicing using bank cards, developing alternative service channels, the network of ATMs and self-service devices is expanding. Also, work is underway to optimize the customer service mode: "floating" mode of operation of operating windows throughout the day, setting alternate lunch breaks.

2.3 Analysis of activities to attract target customer groups

The target groups of clients are the following groups: economically active population, servicing "salary" projects, wealthy clients and retirees.

Attraction of resources through "salary" projects. In the Siberian Bank in 2009 the amount of non-cash transfers of wages and salaries of workers and employees, as well as cash incomes of agricultural workers within the framework of the concluded agreements amounted to 100 205 million rubles, incl. the wages of workers and employees were credited to deposit accounts - 8,512 million rubles. Compared to last year, the amount of non-cash transfers increased by 7,121 million rubles, or 7.7%.

As of January 1, 2010, 777 675 people receive wages through the institutions of the Siberian Bank on the basis of agreements on crediting funds to the accounts of individuals. The share of recipients of wages through the institutions of Sberbank of Russia of the population employed in the regional economy is 29% (in 2008 this figure was 31.1%). In terms of federal subjects, the situation is as follows: in the Novosibirsk region the share is 20.6%, in the Kemerovo region - 42.6%, in the Tomsk region - 19.8%. Of these, 27 491 people. receive wages by crediting funds to deposit accounts, which is 3.5% of the total number of workers receiving wages through Sberbank, and 750 184 people. or 96.5% receive wages by crediting to bank card accounts.

As of January 1, 2010, Siberian Bank concluded 9,195 contracts for the transfer of salaries, including 1,118 contracts for deposits. The amount of commission received by Siberian Bank for crediting funds to deposit accounts under the concluded agreements amounted to 50 million rubles. or 1.1% in the total amount of non-interest (commission) income of the Siberian Bank.

In the Siberian Bank of Sberbank of Russia OJSC, since the 4th quarter of 2008, work has been organized to transfer salary recipients from deposit accounts to bank card accounts (the proportion of salary recipients to deposit accounts in 2009 decreased by 14.1 percentage points to 3 ,5%).

Working with wealthy clients and AIM. In the Siberian Bank, in order to develop VIP-services and increase the bank's resources during 2009, the following events were held:

1) Planned targets for attracting resources, increasing the number of VIP-clients, increasing the amount of commission received from 1VIP-client were established and brought to the offices;

2) Approved norms for the number of clients per 1 manager, depending on the category of the GSP and the zone within the GSP.

3) As an additional motivation for employees, personal letters were prepared and sent, signed by the bank's management, to client managers (specialists) who provide services to VIP clients of individuals, with individual planned targets for business areas.

4) Methods of additional material incentives for employees were used (during 2009 - a quarterly competition among employees providing services to VIP clients of individuals).

5) Organized and conducted a three-day training seminar on the topic "Professional and psychological aspects of servicing VIP-clients of individuals", which was attended by 57 VIP-managers.

6) All wealthy customer service managers are provided with service mobile communications.

7) For each VSP, 3 data downloads were made from the AS for client groups. Samples were sent to RSD for individual work with a negotiation scenario for each category of clients. In the period from October 23 to the end of 2009, as a result of the work carried out to assess the RSD, the following results were obtained for each group of clients (Tables 2.2 - 2.4).

Table 2.2 - Heads of enterprises who are at the cash register for invitations to individual service at VIP service points.

Table 2.3 - Clients with account balances on deposits of more than 500 thousand rubles. for an invitation for personalized service (MHC)

Table 2.4 - Clients who receive income of more than 50 thousand rubles within the framework of "Salary projects" (BC "salary") and do not have deposits, for an invitation to individual service (IMS)

8) Measures continue to be carried out to create conditions for servicing wealthy clients. In 2009, 2 VIP service points were opened (Ordynskoye settlement, Novosibirsk). As of 01.01.2010, there are 40 halls and 3 specialized VSPs to serve VIP clients.

The activities carried out during 2009 in this area allowed to achieve the following results:

Funds of VIP clients account for 9.3% of the total balance of funds attracted from individuals (10.2 billion rubles out of 109.2 billion rubles), an increase of 2.4 percentage points over the year. The growth rate of funds of VIP-clients for the year amounted to 168%, the increase - 4.1 billion rubles, the overall growth rate of funds attracted from individuals for the year - 123.1%;

Since the beginning of the year, commissions received from transactions performed by VIP-clients are 94.3 million rubles, an increase in relation to the volume of commission for 2008 by 12%;

The number of services provided to 1 VIP-client in 2009 - 6.3; in 2008 the figure was 7.3;

The share of loans to wealthy clients, of deposits, amounted to 10.4%; at the beginning of the year this indicator was 13.1%;

The client base is 4,825 people, the growth over the year is 1,870 customers.

Monitoring of the market for attracting funds from pensioners of the Ministry of Health and Social Development at the end of 2009 shows that in addition to Sberbank of Russia OJSC and Russian Post institutions, a number of commercial banks are working to ensure the payment of pension payments. On the territory of the Novosibirsk region, 20 commercial banks serve pensioners (at the end of 2008 - 17), on the territory of the Kemerovo region - 16 commercial banks (at the end of 2008 - 8), and 11 banks in the Tomsk region (at the end of 2008 - 10).

1) Planned targets for 2009 were approved in terms of the amount of pensions credited to the accounts of pensioners and the number of attracted pensioners of the Ministry of Health and Social Development of the Russian Federation. Monthly monitoring of the implementation of the established planned targets by the departments is carried out.

2) In order to activate the transfer of pensioners to bank cards, measures were taken to establish from 01.01.2009 to 31.05.2009 and from 01.11.2009 preferential rates for servicing pensioners using the Sberbank - Maestro "Social" bank card.

3) Active work was carried out on package sales of services for pensioners (bank card, long-term order to the bank, form 190, term deposit). Batch sales are included in the list of indicators of individual sales for the operating room - cashier employees with bonuses.

4) Development and implementation for use in work with pensioners of the card offering a package of services for pensioners.

5) Carrying out a promotional action for the holiday "Day of the elderly" (01.10.2009).

6) Carrying out the action "Pension Marathon", consisting of 2 stages. The first stage of the action took place among the cashier's employees and consisted in stimulating employees by paying 100 rubles. for each newly recruited pensioner of the Ministry of Health and Social Development. The period of the 1st stage of the promotion is from 01.08.2009 to 30.09.2009 inclusive. The second stage of the "Pension Marathon" campaign consisted of a drawing among pensioners who again came to the bank for service from 01.10.2009 to 31.12.2009, 100 copies of an annual subscription to the newspaper "Komsomolskaya Pravda".

7) For each VSP, 2 data downloads were made from the AS of the data center by customer groups for cross-selling of banking products. Samples were sent to RSD for individual work with a negotiation scenario for each category of clients. In the period from October 23 to the end of 2009, as a result of the work carried out to assess the RSD, the following results were obtained for each group of clients (Tables 2.5 - 2.6).

Table 2.5 - Clients who have Pension Plus deposits or a Maestro-Social bank card and do not have time deposits

Table 2.6 - Clients who have a term deposit and do not have a "Pension Plus" deposit or a "Maestro-Social" card.

As a result of systematic work to attract pensioners to service the funds placed on specialized accounts for pensioners amounted to 4.7 billion rubles, which formed 22.7% of the total increase (for the same period in 2008 - 44.6%).

The change in the structure of the increase in the share of special pension deposits was formed due to the active use of products from the new line of deposits by pensioners.

The share of the served pensioners of the Ministry of Health and Social Development in 2009 increased by 1.3 percentage points. As of 01.01.2010, 694 102 pensioners of the Ministry of Health and Social Development are serviced in the branches of Sberbank of Russia OJSC, organizationally subordinate to the Siberian Bank, which is 38.4% of the total number of residents:

Novosibirsk region - 242 518 people. (33.9% of the total number of residents);

Kemerovo region - 365,485 people. (44.5% of the total number of residents);

Tomsk region - 86,099 people. (32.1% of the total number of residents).

In 2009, the Siberian Bank paid 40,853.5 million rubles to the pension of the Ministry of Health and Social Development. The volume of amounts transferred to the bank in 2009 increased by 10,292.9 million rubles, the growth rate was 133.7%: in the Novosibirsk region - 142.9%, in the Kemerovo region - 128.4%, in the Tomsk region - 137.4%.

Long-term cooperation with the territorial divisions of the OPFR is carried out on the basis of agreements on the crediting of pensions, providing for electronic document flow using Sbersign and ViPNet technology on the basis of "Agreements between a branch of Sberbank of Russia OJSC and a branch of the Pension Fund of the Russian Federation on the exchange of documents in electronic form" in the context of regions.

The number of pensioners of federal executive bodies serviced by the Siberian Bank as of 01.01.2010 is 65,479 people (96.3% of the total number of residents): Novosibirsk Region - 34,461 people (97.1%), Kemerovo Region - 20 785 people (95.7%), Tomsk region - 10 233 people (95%).

In 2009, Siberian Bank credited 7,323.4 million rubles to the accounts of pensioners of federal executive bodies, of which 3,797.1 million rubles in the Novosibirsk Region, 2,345.8 million rubles in the Kemerovo Region, 1,180, 5 million rubles in the territory of the Tomsk region. Through bank card accounts, 54.6% of the total number of people served receive a pension.

In 2009, the Siberian Bank attracted 36,818 pensioners for service, the level of settling of pension amounts on deposit accounts (fixed-term pension deposits, the Pension-Plus deposit of Sberbank of Russia, the Sberbank-Maestro Social bank card) was 22, 7%. As of 01.01.2010, the share of pensioners receiving pensions through bank card accounts amounted to 25.1% of the total number of people served (as of 01.01.2009 - 7.4%).

3.1 Development of measures to attract funds and sell deposits to the economically active population

The resource base, as a microeconomic factor, has a direct impact on the liquidity and solvency of a commercial bank. The very scale of activities of a commercial bank, and, consequently, the amount of income that it receives, strictly depends on the size of those resources that the bank acquires in the market of various resources, in particular, deposit. Hence, a competition arises between banks to attract resources.

The formation of a resource base, which includes not only attracting new clientele, but also constantly changing the structure of sources of attracting resources, is an integral part of the flexible management of assets and liabilities of a commercial bank. Effective management of liabilities presupposes the implementation of a competent deposit policy. The specificity of this area of activity is that in terms of passive operations, the choice of a bank is usually limited to a certain group of clientele, to which it is much more attached than to borrowers.

To strengthen the resource base, banks need a balanced deposit policy, which is based on maintaining the required level of diversification, ensuring the ability to attract funds from other sources and maintaining a balance with assets in terms of maturity, volumes and interest rates. The set of measures aimed at expanding the deposit base of the Siberian Bank of Sberbank OJSC includes a number of instruments presented below in Figure 3.1.

Figure 3.1 - Tools for improving the deposit policy of the Siberian Bank of Sberbank OJSC

In the Siberian Bank, in order to increase the resource base and intensify the sales of deposits, during 2009, events were held.

1) The established values of the benchmark for the average daily balance of attracted funds of private clients, the business plan for the item “Funds of individuals”, targets for sales of deposits per 1 ROC per day have been brought to the offices. Control over the implementation of the established indicators was carried out. The number of sales of deposits is included in the list of targets set for the GSP to assess the performance of bonuses.

2) Trade fairs for retail products and services were held, a set of advertising support, including:

From 20.12.2008 to 20.02.2009 the action "December, January and February". The campaign was carried out with the aim of activating the attraction of funds from private clients to deposit accounts, strengthening the image of the Siberian Bank, increasing customer loyalty to the bank, and encouraging customers to place their funds in the Siberian Bank. In general, during the period of the New Year's advertising campaign, 54,139 participants were registered in Siberian Bank, who opened accounts for term deposits for a total of 4.9 billion rubles. In comparison with a similar action held in 2007-2008. (taking into account the difference in timing), the volume of attracted funds increased by 33% (by 1.2 billion rubles), the number of clients by 8%.

In order to promote the Savings Bank of Russia deposit, on March 14, 2009, a clean-up was held with the issuance of souvenirs. In one day of the action on March 14, about 800 accounts were opened for the Savings Bank of Russia deposit for the amount of 73 million rubles, which is 10 times more than the average for a normal day, and the amount of funds is similar to the weekly growth;

Promotions for holidays: Victory Day (05/09/2009), Children's Day (06/01/2009), Russia Day (06/12/2009), Knowledge Day (09/01/2009), Sberbank's birthday (11/12/2009), New year and Christmas (12/21/2009 - 12/31/2009);

In order to promote banking products and services as efficiently as possible, taking into account the existing capabilities of the bank, advertising weeks were held in support of federal advertising campaigns and in accordance with the approved schedule (during the week, the banking product / service is actively promoted by informing customers with handing out handouts, placing advertising -information material in the operating room, holding a presentation on the product / service being promoted, consultations and a selective survey of clients, summing up the results of the advertising week);

With the aim of actively using the internal information capabilities of the bank's branches, increasing the loyalty of current and potential customers, internal structural divisions held "Open Doors Days";

On November 12, 2009, the campaign "World Chance!" in order to activate the attraction of funds from private clients to deposit accounts, increase the presence of Sberbank of Russia in the deposit market (clients who opened a term deposit in the amount of 30 thousand rubles or more (equivalent in foreign currency) during the campaign period. Winners are determined in each of the regions (Novosibirsk , Tomsk, Kemerovo) on February 19, 2010 at a public drawing with the participation of the media. The main prize is a tourist trip and cash prizes).

3) Two tests were carried out for all cashiers and heads of internal structural units for knowledge of the conditions and advantages of deposit products.

4) In October, 3,598 cashiers, sales specialists, consultants (100% of the total number of employees making deposit transactions), VSP managers were trained and tested in the methods of active sales at the rate “Active sales of deposits of Sberbank of Russia”. In December 2009, a retraining was carried out.

5) In order to motivate employees in the 4th quarter of 2009, a competition was held to attract resources and activate the sales of Leader of Sales deposits among cashiers. According to the divisions, the competition had a positive effect on the volume of attracted resources at the end of the year and a significant increase in the number of sales of deposits of 1 ROC per day;

6) All ROC are provided with leaflets "Deposit Seller's Package" in polygraphic version.

7) For each VSP, 4 data downloads were made from the AS for client groups. Samples were sent to RSD for individual work with a negotiation scenario for each category of clients. In the period from October 23 to the end of 2009, as a result of the work carried out to assess the RSD, the following results were obtained for each group of clients (Tables 3.1 - 3.4).

Table 3.1 - Clients who have repaid loans over 1 million rubles. (from the beginning of the year), for an invitation for individual service, opening a deposit

Table 3.2 - Clients who repaid loans ahead of schedule (less than 1 million rubles)

Table 3.3 - Clients with "demand" deposits, bookkeeping account balances of more than 50,000 rubles (ranking by balances)

Table 3.4 - Clients with large account balances over 300,000 rubles. (when the end of the term of the deposit is approaching, an offer to place funds at a higher interest rate.)

8) On an ongoing basis, role-playing games were conducted with the development of methods of active sales during the hour set for study at the VSP.

9) In accordance with the order of Sberbank of Russia OJSC dated 09.09.2009 No. 259, in order to retain its share in the deposit market, retain customers and intensify the sale of deposits, within the framework of the recommendations of Sberbank of Russia on retaining customers and activating the sale of deposits, the the bank to fulfill the business plan for the average daily balances of private clients and increase its share in regional markets. "

As a result of the measures taken in 2009, funds attracted to the accounts of the economically active population amounted to 15.8 billion rubles, which provided 77.3% of the increase in funds on the accounts of individuals (in 2008 - 55.4%).

3.2 The bank's innovative strategy in the provision of deposit services

Fundamental transformations of the financial and monetary systems under the influence of the processes of globalization, institutionalization, securitization, informatization and deregulation have led to an increase in the flow of financial innovations - primarily new products and technologies that have significantly transformed financial and credit institutions, including banking.

A certain set of bank deposit products, with participation in securities assets, became widespread in developed markets about 15 years ago, which significantly expanded the financial instruments of participants. Nevertheless, if in foreign practice these products are designated as structured, and are actively promoted by commercial banks in the deposit services market, in Russian practice the name of such products is ambiguous, not dictated by law and is inactive.

Since its inception and to the present, the sector of these products in developed markets has a tendency to develop: the growth of this segment occurs at a higher rate compared to other sectors of the financial market (quantitative development); the products offered are becoming more and more complex and complex (quality development). We believe that the sector of new deposit products, called combined, has an upward trend.

In accordance with the dynamically changing conditions of activity, any bank, as a full-fledged market participant, is forced to change itself, becoming the initiator of intra-organizational innovation processes, including in the field of attracting funds for deposits and deposits. Naturally, these processes should not proceed spontaneously - they must be carried out systematically within the framework of the developed innovative strategy in the provision of deposit services, which is part of the bank's overall development strategy.

Actually, product innovations are associated precisely with the creation of new banking products, the development of new services, as well as with their promotion to the market for which they were created. Market innovations combine a set of activities that allow to sell already created products in new markets, to open up new areas of use for them.

The classification of banking innovations is shown in Figure 3.2.

Figure 3.2 - Classification of banking innovations

Thus, the innovative strategy of a commercial bank in the provision of deposit services is understood as the choice of the structure of the innovative process of quantitative and qualitative content, aimed at implementing the policy of a commercial bank in the field of innovation, in which a set of elements and their relationships affect the full development of a credit institution.

In order to expand the range of services, commercial banks offer, in addition to traditional deposits, so-called investment deposits. The concept of "investment deposit" is interpreted by banks in different ways, but most often it refers to two types of deposits. The first is opened by the bank to the depositor at a higher interest rate when purchasing units of investment funds for a certain amount. The increased percentage is intended to compensate for the moral costs of the client in the absence of the expected return on mutual funds. The income on the second type of deposits consists of a part guaranteed by the bank (on average 5-6% per annum), and non-guaranteed - the profitability of which depends on the success of the bank's investment in the stock market. In turn, the guaranteed part acts as insurance against the fall in the value of the shares.

In any case, part of the funds on the investment deposit is placed on a traditional deposit, and the second part of the money is invested in various financial instruments, therefore, innovative deposits can be classified as combinatorial. Moreover, the combinatorial group of investing in various financial instruments of depositors' funds made it possible to define this deposit as a combined one. There are several advantages of this type of product, firstly, they help to minimize the risks associated with investment. In particular, the bank gives a guarantee for the safety of funds, while the profitability depends on the situation on the stock market. Secondly, an investor, placing funds in this product, has the opportunity to receive a higher income than from investing in a classic deposit.

The mechanism of operation of the combined deposit product is shown in Figure 3.3.

Figure 3.3 - Arrangement of a combined deposit product with a capital return guarantee

In particular, in order to guarantee the client a refund, his money is divided into two parts. Most of it can be invested in fixed income instruments - a regular bank deposit or highly reliable bonds. It is assumed that this part by the end of the term will grow due to interest up to 100% of the capital invested in this product, which will guarantee the client a return on the invested amount. The other - much smaller - part of the money the bank invests in a riskier, but highly profitable financial instrument, depending on the structure of the note. Principal differences and advantages of combined banking products in comparison with traditional deposit services are reflected in Table 3.1.

Table 3.1 - Criteria features of combined banking products in comparison with deposit operations

Thus, having considered the features of combined deposit products, in the context of an innovative banking strategy, we consider it necessary to use them as investment products that have a sufficiently high reliability for the bank's clients and, to a certain extent, are profitable instruments.

In domestic practice, a characteristic feature of a combined deposit can be the possibility of obtaining excess profits with a guarantee of protection of fixed capital. In this case, products with the potential for high growth can be used as indicators. This can be the RTS rate, oil prices, gold prices, the cost of a grocery basket, etc. The profitability of such a deposit will depend on the difference between the value of the asset at the date of the return of the deposit and the price at the date of its placement. To the result obtained, the interest rate of the "On Demand" deposit is added, as a rule, it is 0.1% per annum of the deposited amount. After that, adjustments can be made to the result obtained at the time of placing the deposit, the depositor's share, the amount of the deposit, maximum values and other nuances provided for by each specific bank.

The Balanced Scorecard (BSC) is a management and measurement and strategic system that translates the mission and strategy of the bank into a balanced set of integrated performance indicators. The introduction of the BSC by the subjects of banking entrepreneurship will contribute to improving the quality of management, stimulating employees to highly efficient and stable activities, achieving the leading positions by the bank in the markets, as well as increasing the transparency of the activities of the entrepreneurial subject.

The formed BSC allows the bank to assess the attainability of the goals set and receive quick feedback on a set of indicators, selected in such a way as to take into account all aspects of banking activity that are significant from the standpoint of implementing the strategy.

Analysis of the management system in banking entrepreneurship using the BSC showed that the system is based on four main components - finance, marketing, internal business processes, training and growth (Figure 3.4). The equilibrium of the management system lies in an integrated approach to the assessment and effective use of both tangible and intangible assets.

Figure 3.4 - The process of forming an equilibrium control system using the BSC

The introduction of the BSC in the activities of a commercial bank is due to the need for balanced management of the processes of development of the branch network, which is inevitable in an economic crisis due to the bankruptcy of regional banks. Due to the fact that the local demand for banking products remains, the remaining banks occupy the emerging segment of the banking market. Therefore, within the framework of the implementation of the equilibrium management problem, the following stages of the formation of a BSC for a banking business entity with a developing branch network were identified:

Stage 1 - defining the bank's strategy and translating it into the plane of specific strategic objectives based on the mission and the hierarchy of the bank's goals.

Stage 2 - drawing up a list of key parameters of a commercial bank's activities, taking into account the prevailing and predicted conditions for the development of the industry and competition in it.

Stage 3 - the formation of key performance indicators based on control parameters. They allow you to track the progress of the bank's strategy and adjust it in accordance with changing conditions, as well as provide a basis for planning the assessment of budget execution and the performance of each employee.

Stage 4 - the development of strategic initiatives, that is, programs of specific actions to achieve certain strategic goals of the bank and target values of indicators.

The main result of the implementation of the BSC as a tool for the balanced management of the activities of a commercial bank is, first of all, in the elimination of the gap between the development and implementation of the deposit policy due to the comprehensive control of the development of the subject. The process of balanced management of a commercial bank is a complex multi-stage procedure based on the following principles.

1) Priority in the activities of the management personnel of a commercial bank is the constant analysis of financial and monetary indicators characterizing the state of the external environment, financial instruments offered to clients of banking operations, as the basis for adapting the developed plans: strategic, annual and operational - to changing conditions.

2) Development of a system of plans: strategic, annual, quarterly, operational - is subordinate to the general goals of the bank's activities: ensuring its liquidity and stability.

3) Development of a strategic plan is based on the development of a strategy, which is expressed in both quantitative and qualitative parameters.

4) The development of a strategy is carried out by the bank's management on the basis of intuition, experience, expert assessments, special analytical reports prepared by the relevant services of a commercial bank.

5) The horizon for developing a strategy and strategic plan is determined by macroeconomic conditions. So, in the period 1992-1998. the annual plan could rightly be considered as a strategic plan due to the general financial, economic and political instability. We are witnessing a similar situation now.

6) The formation of a strategic plan is subject to the general principles of planning: reliability, dynamism, foresight. On the basis of the strategic plan, annual plans are developed with their subsequent adjustment, in which the principles of targeting, specificity, responsibility, adaptation to changing conditions are implemented.

7) When developing a strategy, cross-examination is necessary, since the activities of the bank's divisions are sufficiently interconnected due to the portfolio of services provided to clients.

8) A systematic approach to the study of the essence of banking management determines the need for an integral assessment of the effectiveness of the strategic management system.

The main prerequisites for using the BSC to assess the branches of a commercial bank is the presence of a significant number of information flows between branches and divisions of the head office, as well as the need to take into account the specifics of each branch and reflect it in a set of indicators.

Along with the four main groups of indicators, especially for the BSC of the branch network, indicators of interaction with the head office of the bank.

The specificity of the status of a branch requires resolving the issue of the optimal balance between delegated powers and acceptable operational risks that are inevitable in the independent operation of branches. This circumstance should be reflected in the structure of the BSC for the branch network. Consideration of these features can be ensured by including the following indicators in the map:

- the average degree of implementation of the business plan (average over the set of significant indicators of the business plan);

- the number of violations of the timing of the branch's response to inquiries from the head office;

- the timing of the introduction of innovations initiated by the head office in the branch network;

- the number of comprehensive reports on the activities of the branch sent to the head office;

- assessment of the quality of the reporting information provided by the branch;

- the number of specialized and complex inspections carried out by the specialists of the head office in the branch.

The set of the above indicators is intended to assess the degree of control of the head office over the activities of the branch and the adequacy of the branch's response to the control actions of the head office.

The development of the BSC of the bank's branches will contribute to improving the quality of network management, stimulating branches to highly efficient and stable activities (Table 3.2), as well as achieving leading positions in regional markets.

Table 3.2 - Stages of introducing the balanced scorecard into the activities of a bank with a branch network

№	Stage	Duration
1.	Acquaintance with the bank and branch network	Week - several months
2.	Conducting an introductory seminar on strategic management and BSC	2-3 days
3.	Employee survey	A week
4.	Interviewing bank executives and branch managers	A week
5.	Description / development of strategy and creation of strategic maps	2-3 weeks - several months
6.	Compilation and selection of indicators for the BSC	A week
7.	Drawing up a BSC for branches and their divisions	2-3 weeks
8.	Integration with the budgeting system	Few weeks
9.	Integration with the motivation system	Few weeks
10.	Implementation of a software product for MTP	Several months
11.	Organization of presentation of information	2-3 weeks
12.	Familiarization of bank employees with its strategy and BSC	1-2 weeks
13.	Revision of the MTP	Every 3 months

The main expenses for the implementation of the system are associated with the time spent by employees on the development of the BSC (participation in seminars, discussions, interviews), as well as the costs of implementing / configuring the corresponding software. The main share in the organizational and economic costs of a commercial bank for the implementation of the system of balanced indicators of the branch network is the cost of the implementation of software products that ensure the technical operation of the system. It should also be borne in mind that, when implementing software in all branches, a commercial bank will also have to bear the cost of purchasing equipment (including servers) that ensures the full operation of the system. In the context of a widely developed branch network of the bank, these costs can be very significant. The structure of costs for the implementation of the BSC in the bank's branch network is shown in Figure 3.5.

Figure 3.5 - Cost structure for the implementation of the BSC in a bank with a branch network

In addition to the costs of purchasing programs and equipment, in the process of implementing the balanced scorecard, the commercial bank also bears the costs of attracting external consultants and training employees.

The author calculated the average cost of a project for the implementation of the BSC in the activities of a bank with a branch network, provided that the bank purchases software from an external counterparty, while services for the integration and maintenance of the system are included in the cost of the software (Table 3.3).

Table 3.3 - Calculation of the average cost of the project for the implementation of the BSC by the bank (per year)

№	Consumption name	Unit measurements	Required number of units	Cost per unit, rub.	Costs, rub.
LEFT COST
1.	selection of software and preparation of purchase agreements	Person / hour	13	350	4 550
2.	System Setup	Person / hour	125	350	43 750
3.	system testing	Person / hour	80	350	28 000
4.	integration of the new system with other applications	Person / hour	65	350	22 750
6.	development of documentation	Person / hour	47	350	16 450
7.	user training	Rub.	13 people	15 000	195 000
CAPITAL EXPENDITURES
8.	purchasing software	Rub.	10 work. places	90 000	900 000
9.	purchase of equipment for software installation	Rub.	1 000 000	1 000 000
10.	installation, installation of new equipment, system software	Rub.	100 000	100 000
PERIODIC COSTS
11.	technical support of equipment, system and application software	Person / hour	80	350	28 000
12.	depreciation of hardware and software	Rub.	200 000	200 000
13.	training new employees	Rub.	5	15 000	75 000
14.	development of new forms of reports	Person / hour	13	350	4 550
15.	making changes to the system related to legal requirements	Person / hour	45	350	15 750

As part of ensuring balanced management of a banking business entity, the author formulated the strategic goals of basic competitive strategies based on BSC projections (Table 2.5), which will allow a comprehensive approach to the issue of solving strategic development problems, achieving and maintaining the competitiveness of the bank at a given level.

Table 3.4 - Strategic goals of the basic competitive strategies of the bank according to BSC projections

Competitive strategy	Strategic Objectives
Cost Leadership	Finance
	1. Reduce fixed costs. 2. Reduce the cost of the capital attracted by the bank.
	Staff
	1.Optimize the costs of bank personnel. 2. To increase the productivity of bank employees.
	Clients
	1. Quantitatively expand the client base. 2. Develop standard banking products.
	Business processes
	1. Modify existing information technology to reduce customer service costs. 2. Develop standards for banking business processes
Differentiation	Finance
	1. Increase the profitability of unique banking products 2. Diversify the sources of attracted capital by the bank.
	Staff
	1. To create a system of motivation for bank personnel. 2. To develop a team spirit and corporate culture in the bank.
	Clients
	1. Ensure high quality and efficiency of the services provided. 2. Formulate a customer-oriented pricing policy. 3. Offer new high-tech products.
	Business processes
	1. Manage customer relationship management (CRM). 2. Develop a banking marketing system to identify customer needs and create a unique service. 3. Introduce new information technologies to improve the quality of technological support for bank services.

Based on the goals of basic competitive strategies, a set of BSC indicators was formed for a bank with a developing branch network (Table 3.5).

Table 3.5 - BSC indicators for basic competitive strategies of the bank

SSP projection	Indicator name
Cost Leadership Strategy
Finance	1. The share of fixed costs in the bank's expenses. 2. The share of "cheap" resources in the bank's portfolio of liabilities, providing the maximum marginal income.
Staff	1. Dynamics of the share of personnel costs in the bank's fixed costs. 2.The level of productivity of employees
Clients	1. Growth of the customer base. 2. The number of standard banking products.
Business processes	1. The number of modernized information systems that reduce the cost of providing banking services. 2.Number of developed business process standards
Differentiation strategy
Finance	1.The level and dynamics of profitability of unique banking products 2.Indicators of the structure of raised capital
Staff	1. Term of creation of the motivation system 2. The ratio of the constant and variable parts of the salary of bank employees. 3. Number of activities to strengthen team spirit.
Clients	1. The number of established individual tariffs. 2. The number of new high-tech products / services. 3. The number of customers using the new service / product (dynamics according to the plan). 4. Income from the use of the product / service in total income. 5. The share of income from the introduction and use of new products / services in gross income.
Business processes	1. Percentage of implementation of the work plan for CRM. 2. Monitoring of sales. Increase in sales after promotions. 3. Term of creation of the marketing system. 5. The share of automated operations (business processes) in the total number of business processes that need automation. 6. The number of implemented technologies and complexes.

Within the framework of the study, the effect of the implementation of the BSC was highlighted, the sequence of manifestation of which is schematically shown in Figure 3.6.

Figure 3.6 - The structure of the manifestation of the effect of the implementation of the BSC in the bank's activities

One of the indicators of the effectiveness of the implementation of the BSC in the activities of a commercial bank is the growth of its client base. As shown by a quantitative analysis of the results of the activities of the Siberian Bank of Sberbank OJSC after the implementation of the balanced scorecard in the first quarter of 2010, the growth in the number of clients of the branch network was 14%.

The qualitative indicators of the effectiveness of the implementation of the BSC in the bank's activities include an increase in the satisfaction of the needs of corporate clients in the range of offered banking services (based on the survey results), the individualization of tariff plans and an orientation towards long-term mutually beneficial cooperation of the bank with clients. The introduction of the BSC also served as the basis for attracting representatives of advanced industries (rocket and space industry, nanotechnology) as clients.

Thus, the implementation of the BSC allowed the bank to focus on attracting new categories of clients, paying special attention to servicing technological chains in various industries, while offering complex settlement projects, financing and a wide range of consulting services.

Conclusion

The study of the problem of attracting the savings of the Russian population to deposits and other banking products as an investment resource made it possible to identify a number of fundamental provisions characterizing the development of this process in Russia and in particular in Sberbank of Russia. Until now, the problem remains when people have funds to invest and banks that need these funds.

At the same time, an analysis of the current state of the process of attracting savings from the population showed that the existing forms and methods in the Savings Bank do not always meet the requirements of depositors: work in a bank does not always correspond to the ideas of savers about the Bank's instruments that can be entrusted with their savings, information about work is not always available a wide range of potential investors.

Also in this work, an analysis of the population's deposits, interest rate policy, the structure of deposits was carried out and some features were identified:

Compared to 2008, 2009 saw an increase in the long-term resource base. People have ceased to be afraid of investing money for a long time.

The number of deposits offered to the population has increased.

Interest rates on deposits were noticeably reduced, which is associated with a decrease in the refinancing rate of the Central Bank of the Russian Federation.

An effective policy of Sberbank to attract funds from the population in the investment process should be based on the following principles: guaranteed repayment of deposits; protection of investments of the population; high quality service provision.

The implementation of these conditions is possible through the development of a system of appropriate mechanisms, which includes:

Mechanisms for the formation of banking instruments (including deposits) to attract savings of the population;

Mechanisms for reducing the risk of working with funds of the population;

Mechanisms for the formation and implementation of targeted programs to attract population groups;

Mechanisms for the formation of the emotional attraction of clients to their bank, based on the psychological characteristics of the main age groups of clients and on the motivation of citizens to save;

Mechanisms for shaping the corporate culture of the Bank and the personal responsibility of each employee for maintaining a positive image.

The growth of competition in the field of banking entrepreneurship, aggravated by the arrival of foreign banks on the Russian market and the active activity of foreign banks, forces domestic banking organizations to link the future of their business with the development of their clients' business, their strategic goals and objectives. At the same time, banks are forced to take a balanced approach to the formation of strategic priorities for their development, management of competitiveness, and the development of tools for achieving competitive advantages. This is ensured by the introduction of methods to improve the efficiency of banking activities in the bank's activities. The problem of managing the activities of a banking business entity is especially relevant in the presence of a developed branch network, the functioning of which must be coordinated with the goals, objectives and resulting parameters of the head office. Improving regulation in this area will allow Sberbank to defend its position in the intensified competition.

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Banks with the largest share of attracted funds from private clients in the Novosibirsk, Tomsk and Kemerovo regions

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A methodology for assessing the efficiency of the commercial bank "" s deposit policy

The text of the scientific work on the topic "Methodology for assessing the effectiveness of the deposit policy of a commercial bank"

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Introduction

1. Theoretical foundations of the interest rate policy of banks in relation to deposit operations

1.1 Economic aspects of the bank's interest rate policy

1.2 Regulatory framework for interest rate policy

1.3 Classification and types of the bank's interest rate policy

2. Analysis of the interest rate policy of Bank Petrocommerce OJSC in relation to deposit operations

2.1 General characteristics of OJSC Bank Petrocommerce

2.2 Analysis of the financial activities of OJSC Bank Petrocommerce

2.3 Assessment of the interest rate policy of OJSC Bank Petrocommerce in relation to deposit operations

Conclusion

Introduction

The purpose of the final qualifying work is to analyze the interest policy of OJSC Bank Petrocommerce in relation to deposit operations and to develop proposals for improving the deposit policy of a commercial bank in the system of strengthening its economic stability.

During the study, the following tasks were set:

- to consider the theoretical foundations of the formation of the interest rate policy of a commercial bank in relation to deposit operations;

- to give a general description of the activities of OJSC Bank Petrocommerce;

- analyze the financial activities of OJSC Bank Petrocommerce;

- to analyze the deposit policy of a commercial bank using the example of OJSC Bank Petrocommerce.

The research object of the final qualification work is OJSC Bank Petrocommerce.

The theoretical basis of the research was formed by the legislative acts of the Bank of Russia, educational literature, statistical collections, periodicals, reference and information systems.

The information base for the FQP was the financial statements and internal documents of OJSC Bank Petrocommerce.

1. Theoretical foundations of the interest rate policy of banks in relation to deposit operations

1.1 Economic acBank interest rate policy

Interest rate policy is a set of measures to regulate economic relations through the management of interest rates.

The interest rate policy of commercial banks is aimed at maximizing net interest income from banking operations, insuring credit risk and managing the liquidity of the bank's balance sheet. That is, the process of managing the interest rate policy is aimed at solving the following tasks:

- assistance in making a profit at the moment and creating conditions for its receipt in the future;

- regulation of value pricing (setting deposit and credit interest rates);

- minimization of interest rate risk;

- maintaining a balance of assets and liabilities in terms of amounts and terms;

- ensuring balance sheet liquidity.

The main principles of building an interest rate policy can be distinguished:

- close connection with the commercialization of banks' activities;

- Simultaneous regulation of interest rates on deposit (passive) and loan (active) operations;

- the establishment of differentiated sizes of interest rates, ensuring the profitability of the bank's operations, and the procedure for their payment on a contractual basis.

The bank's interest rate policy is influenced by external and internal factors.

External factors include:

- the state of the financial market;

- inflation rate;

- demand for banking services;

- the level of banking competition;

- the policy of the Bank of Russia and the Ministry of Finance of the Russian Federation;

- regional specificity;

- the state of the social environment.

Internal factors include:

- the range of services rendered by the bank;

- qualifications and experience of personnel;

- the composition of the bank's clients.

When forming its interest rate policy, the bank takes into account that different sectors of the financial market are characterized by different values ​​of interest rates.

Money market rates used for short-term lending operations between financial institutions (including state ones) are the official discount rate, the rate on short-term interbank loans.

Securities market rates are mainly the rates of return on various bonds at the time of their issue and subsequently on the secondary market.

The rates on the bank's operations with non-bank borrowers and lenders are the rates associated with the provision and attraction of funds to specified borrowers and lenders.

The main principle of the interest rate policy pursued by a commercial bank in the field of resource allocation is to ensure maximum income with a balanced structure of assets and a minimum level of risk of non-return of issued resources.

Thus, the interest rate policy of a commercial bank today is aimed at appropriate management of liquidity and profitability of its balance sheet. An effective interest rate policy should ensure flexibility in prices for credit and deposit resources, liquidity and profitability of the bank.

1.2 Regulatorynew fundamentals of interest rate policy

1.3 Classification and types of interestbank policies

2. Analysis of the interest rate policy of Bank Petrocommerce OJSC in relation to deposit operations

2.1 General charactercharacteristicOJSC Bank Petrocommerce

In October 2013, it was announced that the Bank was integrated into the structure of the financial corporation Otkritie by acquiring 79.4% of its shares.

The bank was founded in 1992, is a universal credit and financial institution providing a wide range of services to corporate clients, small and medium-sized businesses, private clients, VIP-clients, including investment banking services.

The Bank's shareholders are: Company RESERVE INVEST HOLDING (CYPRUS) LIMITED with a share of 86.03%; CONFERN LIMITED with a 10.47% share and minority shareholders with a total share of 3.49%.

The Bank is included in the register of banks - members of the compulsory deposit insurance system, is a full member of leading professional organizations and associations, including:

2.2 Analysis of financial activitiesOJSC Bank Petrocommerce

In 2013, OJSC Bank Petrocommerce demonstrated sustainable development in all target business areas in accordance with the Bank's development strategy. However, at the end of 2013, the Bank received a loss in the amount of RUB 7.1 billion.

The assessment of compliance with the mandatory ratios of OJSC Bank Petrocommerce is shown in Table 2.

Table 2 - Assessment of compliance with mandatory standards

The Bank's liquidity indicators, as before, are at a high level: as of 01.01.2014, the instant liquidity ratio (H2) was 60.1%, current liquidity (N3) - 75.7%, long-term liquidity - 76.7% ... The ratio of the loan portfolio to customer funds is 113% as of 01.01.2014 (99% as of 01.01.2013).

The ratio of the maximum exposure to one borrower or a group of related borrowers (N6) in 2013 increased and amounted to 24.8%, which is close to the normative maximum value of 25%, which dictates the need for further diversification of the Bank's loan portfolio to reduce the value of this ratio.

The standards for the maximum size of loans, bank guarantees and sureties provided by the bank to its participants (N 9.1) and the use of own funds to purchase shares of other legal entities (N12) as of 01.01.2014 amounted to 0, which indicates that the Bank has no risks in these areas ...

Table 3 - Analysis of the dynamics of the composition of bank assets

Deviation,

million rubles

Pace

growth

(growth),%

When forming its interest rate policy, the bank takes into account that different sectors of the financial market are characterized by different values of interest rates.