Экономические науки/2. Финансы и банковское дело

Serebryakova Olesya Aleksandrovna

Povolzhskiy state University of service, Russian Federation, Togliatti

Directions of development of the competitiveness of regional commercial banks

In conditions of the global financial crisis is of particular importance, the process of adaptation of commercial banks to the rapidly-changing economic conditions, which, in turn, cannot but affect the quality and, accordingly, the competitiveness of banking services. Development and increase of competitiveness of banking services to regional commercial banks is the key to socio-economic development of the region and, eventually, throughout the country.

The problem of competition in a market economy, acting as one of the global issues of economic theory. Competition is the economic competition between the subjects of economic activity for the opportunity to receive maximum profit and strengthening its position on the market. For modern Russia the fierce competition in the banking business is already an objective reality, which every year with the development of a network of credit agencies and other various institutes are constantly increasing.

Characteristic features of the banking competition are:

• the existence of markets with alternative options for the buyers (sellers);

• the presence of a certain number of buyers (sellers), competing with each other and using the various tools market policy;

• alternating application of these instruments among competitors and responses from the other competitors.

Before solving the problem of strengthening of competitiveness of the Bank and its credit products/services on the market, it is necessary to assess the sustainability of the current competitive position of the Bank. You must consider the whole complex of external and internal factors, or otherwise characterize the Bank's competitiveness and success of its activities on the market of credit services to the population.

The main component of the research of external factors influencing the competitiveness of the Bank, is to identify key competitors, which can significantly affect the results of the work of the analyzed credit organization. First of all, you must highlight the competitive advantages of real and potential rivals on the market of crediting of the population, relying on the principles of representativeness, objectivity and dynamism. [1]

Modern conditions of development of the banking system determine a trend to increase the level of universalization of commercial banks. Diversification of activities of banks in various spheres of financial and banking services, including through the development of banking services to the population, introduction of new services is one of the ways of solving the problems of adaptation of commercial banks to constantly changing conditions of the financial market, development of the perspective market niches and segments.

In these circumstances, banks develop and offer on the market a growing number of banking products. This raises the problem of tracking the competitiveness of new products and research potential demand for them.

Provision of credit services is a promising area of activity of banks, especially in the regions, where the market is mastered at a low level, and the capacity of the creditworthiness of the population grows. Retail credit services is one of the most favorable for the Bank kinds of financial business. Such a provision is determined by a number of premises. First, and perhaps most important reason is the reduction of the interest margin of commercial operations for corporate services, caused by the reduction of interest rates on the domestic market, and competition with foreign banks in the sphere of lending to the largest Russian enterprises. The second reason can be called low capitalization of Russian banks, limiting the ability to increase the volume of corporate business to a level that would cover the operating costs. The third reason is that the retail business is attractive for banks due to the narrowness of the corporate client base and the concentration of credit risks on a limited number of borrowers. Finally, the fourth reason for the interest of banks to the retail business associated with weak resource base, which is largely concentrated and therefore volatile, which limits the ability of banks in terms of generating stable volume of lending. Retail business allows us to develop activity, overcoming these deficiencies. As the experience of Western European banks, transactions with individuals provide a stable and quite high inflow of income even in the conditions of economic stagnation. They are associated with relatively low credit risk. In this regard, retail banks-leaders traditionally have a high financial stability in comparison with the investment and corporate commercial banks.

Therefore, effective instruments to ensure efficient use of Bank resources and quality to meet the requirements of clients of Bank marketing, the main essential features of which are customer focus, integrity, corporatism. The study showed that banking marketing is carried out in a joint stock company, in which there is a system of economic relations between the participants of banking (shareholders, management, staff, customers and all stakeholders (the state, society, pension funds, tax services and other), and each has its own interest: shareholders of the commercial Bank expect the increase in the value of the commercial Bank; managers - profit increase; staff growing salaries and social payments; state - an increase in tax collections, etc. [4]

The goal of enhancing the competitiveness of credit products and services, expansion of Bank activities and ultimately its competitiveness lies in the development of the competitive strategy of growth, allowing the creation of competitive advantages of the Bank and regulate competitive position in the market of credit services to the population taking into account current changes in consumer preferences.

As the Russian banking system integration into the global economic space and, accordingly, increased concentration of the competitive environment, we can expect active inclusion in the process of development of such marketing tools increasing number of players through the obvious positive effects of the application.

Along with the rivalry between commercial banks increasingly serious competition they suffer from non-Bank financial institutions (insurance companies, financial brokers, pension funds, investment funds, credit card companies and others), as well as from non-financial institutions (mail, trading houses, automotive industry and others)- Universalisation of banking and increased competition from other organisations led to the rapid development of conglomerates. Financial supermarkets are likely prototype of a financial institution of the future. Apart of the above should be identified: individual competition in which the competitors are some credit institutions, and group competition when competitors are a group of related credit institutions.

In terms of individual credit institution of the banking industry act as sales markets. Among them: the market of credits (loans); the market of deposits (savings business, investment intermediary); market services (settlement and cash services, trust operations, other services).

Highlight the features of forming of intra-industry banking competition. Each credit institution must determine whether he specialized and universal weigh the advantages and disadvantages of alternative policy solutions. It is known that universal banks under other equal conditions, has a competitive advantage, which consists in the possibility of dispersion of risk on a wide range of goods on sale. Therefore, if you have serious financial resources, a decision should be made clearly in favour of universalization.

Thus, the interindustry competition is deployed between banks, the interests of which had never crossed. It can be done, for example, in the form of capital mobility. Competition through the flow of capital occurs at change of the Bank the profile of its activities or its diversification. In banking capital mobility occurs by penetration of newcomers to the native banking markets, and also when you try to banks to gain a place in new industries.

Depending on the methods used competition distinguish further price and non-price competition. Pricing is done by the change in prices. Non-price based on improving the qualitative characteristics of the product and conducting a purposeful policy of its differentiation (including advertising and measures on stimulation of sales).

The peculiarity of price competition in the banking sector is the lack of clear linkage use value of goods (banking services) and its rates. Non-price banking competition is primarily linked with the changes in quality of services. It is therefore very important to define criteria of quality of the banking product. [2]

An important condition of preserving the competitiveness of the Bank is that of stability, profitability, consistent development can count only those banks that do not oppose the number of products quality, do not see in the quality and price of two irreconcilable category. Here traces the strategic line of the Bank's market conditions - good quality services with reasonable for the client price. [3]

To consumers of banking products could apply to banks with confidence, they need easily feasible and not required large costs of access to reliable information, in features to data on the value of net assets and the variability of income.

In increasing the competitiveness of services year after year, an increasing importance is the problem of choice and the development of new markets for performing the services. In this regard, in any enterprise is very important analytical and exploratory efforts in this area. New markets of rendering services in a decisive way can change the competitiveness of the services and profitability of their operations. It is clear that introducing the service on the new market, you can extend its life cycle. Seasonal fluctuations in demand can also facilitate the successful implementation of the provision of the same services in different geographical locations. A volume increase of performance of services in the new markets will reduce the costs of production per unit of performance, primarily through the use of skilled labour, low levels of taxes and customs duties and other factors in new markets.

Thus, regional commercial banks must adapt to the changing conditions of the market, both nationally and internationally, creating more and more sophisticated banking services that require the use of new methods and tools to increase their competitiveness.

List of literature:

1. Kazarenkova N. P. Competitiveness of the commercial Bank on the regional market of credit services to the population [Electronic resource] / www.dslib.net

2. Medvedeva E.V. Century is, Methodical tools, used during the analysis of the market for services // Vestnik PVGUS. Series «Economy», Toglyatti. - 2012. - № 5 (25). - C. 55-58

3. Utkin E.A., Morozov I. Morozova N. I. Innovation management / E.A. Utkin, I. Morozova, N. I. Morozova. the M: Izd. АКАЛИС, 2010

4. Hasanova L. I. Development of competitiveness of banking services using technology benchmarking[Electronic resource] / www.pandia.ru