Business planning in a credit institution

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Ordinance of the Bank of Russia dated September N-U “On the procedure for drawing up and submitting to the Bank of Russia a business plan of a credit institution and criteria for its assessment”

This Instruction is based on part three of Article 10, part two of Article 11., part six of Article 12, paragraph 4 of part one of Article 14, part one of Article 23 of the Federal Law "On Banks and Banking Activities" (as amended Federal Law of February 3, 1996, No. 17-FZ) (Bulletin of the Congress of People's Deputies of the RSFSR and the Supreme Soviet of the RSFSR, 1990, No. 27, article 357; Collected Legislation of the Russian Federation, 1996, No. 6, Art. 492; 1998, No. 31 , art. 3829; 1999, N 28, art. 3459, art. 3469; 2021, N 26, art. 2586; N 33, art. 3424; 2021, N 12, art. 1093; 2021, N 27, art. 2700; No. 50, Art. 4855; No. 52, Art. 5033, Art. 5037; 2021, No. 27, Art. 2711; No. 31, Art. 3233; 2021, No. 1, Art. 18, Art. 45; N 30, art. 3117; 2021, No. 6, art. 636; No. 19, art. 2061; No. 31, art. 3439; No. 52, art. 5497; 2021, No. 1, art. 9; No. 22, art. 2563; N 31, Art. 4011; N 41, Art. 4845; N 45, Art. 5425; N 50, Art. 6238; 2021, N 10, Art. 895; 2021, N 1, Art. 23; N 9 , Art.1043; N 18, Art. 2153; N 23, Art. 2776; N 30, Art. 3739; N 48, Art. 5731; N 52, Art. 6428; 2021, N 8, Art. 775; No. 27, Art. 3432; No. 30, Art. 4012; 31, Art. 4193; 47, Art. 6028; 2021, N 7, Art. 905; No. 27, Art. 3873, art. 3880; 29, Art. 4291; No. 48, art. 6730; 49, Art. 7069; N 50, Art. 7351; 2021, N 27, Art. 3588; 31, Art. 4333; N 50, Art. 6954; 53, Art. 7605, art. 7607; 2021, N 11, Art. 1076; 19, Art. 2317, art. 2329; No. 26, Art. 3207; No. 27, Art. 3438, art. 3477; No. 30, Art. 4084; No. 40, Art. 5036; 49, Art. 6336; 51, Art. 6683, art. 6699; 2021, N 6, Art. 563; 19, Art. 2311; No. 26, Art. 3379, art. 3395; No. 30, Art. 4219; No. 40, Art. 5317, art. 5320; N 45, Art. 6144, art. 6154; 49, Art. 6912; No. 52, Art. 7543; 2021, N 1, Art. 37; N 17, Art. 2473; No. 27, Art. 3947, art. 3950; 29, Art. 4355, art. 4357, art. 4385; 51, Art. 7243; 2021, N 1, Art. 23; 15, Art. 2050; No. 26, Art. 3860; No. 27, Art. 4294, art. 4295; 2021, N 14, Art. 2021; 18, Art. 2661, art. 2669; No. 25, Art. 3596; No. 30, Art. 4456; 31, Art. 4754, art. 4761, art. 4830; 2021, N 1, Art. 66; 18, Art. 2560, art. 2576; N 22, Art. 3043; No. 24 Art. 3400; No. 27, Art. 3950; 31, Art. 4852; N 32, Art. 5100, art. 5115; 49, Art. 7524; 53, Art. 8440; 2021, N 6, Art. 463; N 22, Art. 2661; 23, Art. 2921; No. 30, Art. 4151) (hereinafter referred to as the Federal Law "On Banks and Banking Activities") establishes the procedure for drawing up and submitting to the Bank of Russia a business plan of a credit institution, as well as criteria for its assessment.

Chapter Procedure for drawing up and submitting a business plan of a credit institution to the Bank of Russia

1. ... The business plan of the credit institution is drawn up and submitted to the Bank of Russia (Department of Admission and Termination of Financial Organizations of the Bank of Russia) as part of a set of documents sent to the Bank of Russia in the following cases:

1. ... ... when creating a credit institution by institution;

1. ... ... when the status of a credit institution changes from a non-bank credit institution to a bank;

1. ... ... upon reorganization of a credit institution (except for the cases provided for in paragraph 1. of this Directive);

1. ... ... when a bank with a universal license receives the status of a bank with a basic license or a bank with a basic license of the status of a bank with a universal license;

1. ... ... upon receipt of a banking license by a credit institution whose bankruptcy proceedings were terminated due to the repayment of its obligations by participants (shareholders) or a third party (third parties);

1. ... ... upon obtaining a license to carry out banking operations when expanding activities;

1. ... ... upon changing the status of a microfinance company to the status of a bank with a basic license or a non-bank credit institution.

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3. Requirements for the content of a business plan of a credit institution

3. ... The business plan of the lending institution should reflect the following information:

- general information about the credit institution;

- goals, objectives, market policy of the credit institution;

- management system of a credit institution;

- founders (members) of a credit institution and a group of persons;

- ensuring the activities of a credit institution;

- other significant indicators that, in the opinion of the credit institution, are necessary to disclose the main objectives of the business plan.

The business plan of an operating credit institution must reflect the influence of the basis that led to the need to submit it to the Bank of Russia (in accordance with clause 2 of this Directive) on the fulfillment of the tasks specified in clause 1. of this Directive.

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Financial model of a microfinance organization

Brief Investment Memorandum

Despite criticism and pressure, the microcredit market in Russia is growing. This is due to the fact that MFIs solve the problem of ordinary people - to take money quickly and without unnecessary delays.

What is the attractiveness of investing in MFOs:

  • information technology and access to client databases allow MFIs to assess the risks of each borrower. This reduces the number of defaults and leads to earnings on interest.
  • the market is expanding geographically and through the emergence of new services: credit examination, insurance, asset management and brokerage.

Payback period - 6 months.

Initial investments - 1 655 000 rubles.

The break-even point is 3 months.

Average monthly profit - 500,000 rubles.

Description of business, product or service

Basic MFO services for a city with a population of up to 500 thousand people:

1. Express loan with a rate of 1% per day. Average income from each loan is 10 thousand rubles.

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2. Principles and main stages of business planning in a credit institution

2. Bank business plan development methods

2. The main sections of the business plan of a credit institution

The economic situation in Russia and the world is constantly changing. The situation on the banking products market is also developing very dynamically. There is a redistribution of the shares of this market between the participants, their number and composition change, the level of demands from customers is significantly increasing, new services and methods of their provision enter the market, the state periodically improves its policy in the field of regulating market relations. Any credit institution, if it intends to continue its activities, must adequately respond to changes. And if, in addition to survival, the bank faces the task of developing and achieving leading positions in the market, then in addition to promptly responding to the economic situation, it is necessary to constantly forecast changes and plan appropriate measures to achieve the set goals.

The Strategy for the Development of the Banking Sector of the Russian Federation for the Period up to 2021, adopted by the Government of the Russian Federation and the Central Bank of the Russian Federation in April 2021, notes that the development of the banking sector is constrained by a number of circumstances, both internal and external, one of which are undeveloped management systems, a weak level of business planning, an unsatisfactory level of management in some banks, their focus on providing dubious services and conducting unfair commercial practices, the fictitious nature of a significant part of the capital of individual banks. In this regard, the study of the processes of strategic and business planning of the activities of a credit institution is of particular relevance. High-quality planning of activities allows you to achieve more significant economic results, actively develop your business, be attractive to investors, partners, clients than without systematic planning. Most credit institutions are faced with the problem of choosing and refining a business development strategy in a changing macroeconomic and political environment. First of all, this concerns regional banks, the structure of assets and liabilities of which, as well as the size of their capital, indicate increased risks in their activities. The universalization of banks, the expansion of the range of services offered, the increasing speed of changes occurring in the external environment, leads to an increase in risks in the activities of a credit institution, which cannot be completely eliminated. But, while planning their activities, they can be taken into account and predicted in order to minimize possible losses. Practice shows that in the competitive market, banks win, which most successfully develop and implement a targeted strategy. They constantly focus on the implementation of an elaborate strategic management and planning procedure. In most cases, regional credit organizations are only now beginning to realize the importance and necessity of developing a targeted strategy using modern approaches. This is facilitated by the growing competition in the financial market from large banks with a developed branch network. The level of capitalization of the regional banking sector does not allow it to compete with the branches of large Moscow banks. At the same time, the presence of competition pushes regional credit institutions to develop modern technologies. Small and medium-sized banks have their advantages: they are more maneuverable, they have more opportunities to pursue a flexible tariff policy, provide quality service and an individual approach to customers. Their main task is to make a conscious choice of the further development path. In this regard, it is necessary to clearly understand and formulate goals and objectives, develop a strategy and tactics for further development, which would allow a regional bank to more accurately measure its capabilities with reality and realize the existing limitations. The purpose of this work is to determine the place and role of business planning in developing a bank's strategy, to study the process of developing a business plan of a credit institution and its assessment. Within the framework of writing a work to achieve this goal, the following tasks were identified: 1. Consider the business planning of a credit institution as a mechanism for the implementation of strategic management, while defining the goals and objectives of strategic planning, giving the concept of a business plan, its place in the system of strategic planning and management2. Consider the technology for developing a business plan of a credit institution, highlighting the main stages of business planning in a bank, methods for developing a business plan, and identifying its main sections. ... The assessment of the level of business planning in credit institutions was carried out on the example of considering the business plan of LLC KB "Region", the topical problems of business planning in credit institutions were identified, and directions for improving business planning in credit institutions were identified. the subject of the research is LLC KB "Region". the subject of the research is the business plan of LLC KB "Region" Sources of information. When writing this work, the Bank of Russia regulations, certain conceptual provisions on strategic management, set forth in the works of domestic and foreign scientists, practitioners, other scientific and educational literature, periodicals, the business plan of OOO KB Region were used. volume and structure of coursework. Course work is written on 74 sheets of typewritten text and contains 11 tables, 2 figures, 3 applications. the introduction reflects the relevance of the topic, the goals and objectives of the course work, the object and subject of research, as well as the literature used, the structure and content of the course work. The first chapter "Business planning as a mechanism for implementing strategic management in a credit institution" examines theoretical approaches to the planning process as a mechanism for implementing strategic management, defines the concept of a business plan and its place in the system of strategic planning and management. Also considered the process of business planning as a factor in the internal development of the banking sector. on the second chapter "Development of a business plan by a credit institution", the technology of drawing up a business plan of a credit institution is considered: the main stages of business planning, methods of drawing up a business plan and its main sections. the third chapter "Assessment of business planning of the activities of credit institutions in the region" describes the activities of LLC CB "Region", assessed the business planning of the prospects for the activities of LLC CB "Region", revealed the shortcomings of business planning inherent in this regional bank. Based on the analysis, the directions for improving business planning in credit institutions were identified. The conclusion contains the main conclusions and proposals of the course work. the list of literature consists of 20 sources. ... Business planning as a mechanism for implementing strategic management in a credit institution 1. Strategic planning: goals, objectives In a competitive environment, a modern Bank is forced to fight for its customers and their resources, offer new banking products and services that would provide him and his customers with the necessary increase in their value, while ensuring its reliability, stability and ability to react very quickly on unexpected changes in market conditions. Large volumes and a significant variety of operations, the need to coordinate them to optimize the resulting final profit, impose strict requirements on the quality of management. Modern Bank management is a universal process that performs several interrelated functions: planning, control, regulation, motivation and coordination aimed at achieving goals in accordance with the approved strategy of the Bank. The generalized scheme of the process of managing the Bank as a regulated system includes three main phases: planning, regulation, control, which form a closed management cycle (see Fig. 1). The developed and approved strategy is the prerogative of the shareholders and senior management of the Bank; the Bank's strategy is determined for the long term. At this level, general goals are determined, i.e. general or agreed values ​​of shareholders and senior management, as well as their specification in the form of strategic objectives of the organization. a solid strategy is the starting point for planning, since it is designed to determine those markets for banking services, the circle of customers, the types of activities that are preferred by the founders of the Bank.

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

Most credit institutions are faced with the problem of choosing and refining a business development strategy in a changing macroeconomic and political environment. First of all, this concerns regional banks, the structure of assets and liabilities of which, as well as the size of their capital, indicate increased risks in their activities. The universalization of banks, the expansion of the range of services offered, the increasing speed of changes occurring in the external environment, leads to an increase in risks in the activities of a credit institution, which cannot be completely eliminated. But, while planning their activities, they can be taken into account and predicted in order to minimize possible losses. Practice shows that in the competitive market, banks win, which most successfully develop and implement a targeted strategy. They constantly focus on the implementation of an elaborate strategic management and planning procedure.

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

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

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

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Business plan of the credit institution

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Today people are used to solving many of their financial problems with loans. For this reason, the demand for services provided by credit brokers is quite high. Now this activity is quite in demand, which means it is also profitable.

The specifics of the activities of credit institutions

We can say that this market is now not distinguished by the variety of services provided. As a rule, business plans of credit organizations imply support of the processes of both registration and issuance of all types of loans to individuals without exception, as well as express loans for representatives of small businesses. So, the following services are priority:

  • Analysis of documents provided by the borrower;
  • Assessment of how solvent the borrower is;
  • Market analysis and selection of an institution that can issue credit funds;
  • Discussion of the reasons and possibilities of obtaining a refusal;
  • Detailed explanation of all credit conditions;
  • Demonstration of all hidden interest;
  • Calculation the most effective loan repayment schemes;
  • Control of the conclusion of an agreement that speaks of the possibility of lending;
  • Registration and delivery of an application drawn up for a loan in a banking institution;
  • Help in promoting the application at each stage;
  • Minimizing the period in which this application is considered;
  • Reducing the risks caused by the refusal of a loan.

However, many brokerage organizations strive to expand their assortment, therefore sometimes they also provide services that are not directly related to lending. These can be:

  • Leasing operations;
  • Support of investment operations for both private and legal entities;
  • Risk and property insurance; <
  • Refinancing.

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