In the current economic conditions, banks pay attention not only to the basic functions associated with handling and increment of the capital, but also additional functions, such as financial services to individuals and legal entities. In this regard, the development strategy of banks significantly changes – it must be aimed not only at ensuring Bank liquidity, but economic sustainability, which components are efficiency and competitiveness. To develop a new strategy banks need the other information that requires a revision not only of the data collection, but also processing and synthesis, that means the methods of analysis. This urgent challenge facing the banking community is the main content of this article. The author proposes to consider the possibility of changing approaches to methodology of a comprehensive analysis of the banks. According to the author, a comprehensive analysis should include two parts: the first involves the strategic positioning of the Bank, the second is the assessment of the organization effectiveness. The first block combines analysis of the main strategic alternatives based on the identification and assessment of the influence degree of external business environment factors and business processes. The second block, in particular, assesses the resource potential; cost and benefit analysis; financial condition; quality of services and level of service. Personal contribution of the author to the improvement of comprehensive analysis techniques is clarifying composition of economic indicators to assess strategic position, competitiveness, business processes, and their interpretation.
Bank organization (bank), banking service, comprehensive analysis, development strategy, quality of service
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