Modelo de avaliação de risco no sector bancário português

A globalização dos sistemas financeiros, ao longo dos anos, tem estimulado uma crescente necessidade de supervisão bancária nas instituições financeiras. O Comité de Supervisão Bancária de Basileia tem tido um papel crucial nesta área, estabelecendo princípios por via dos seus acordos entre as várias entidades nacionais de regulação e supervisão das maiores economias mundiais. Em 1988, foi criado o Acordo de Basileia (Basileia I) pelo Comité de Supervisão Bancária de forma a harmonizar os padrões de supervisão bancária. Este acordo estabeleceu mínimos de solvabilidade para o sistema bancário internacional no sentido de reforçar a sua solidez e estabilidade. Com o desenvolvimento de novas potências económicas e novas necessidades regulamentares, em Junho de 2004, foi publicado o novo Acordo de Capital – o Basileia II. Este acordo pretendia tornar os requisitos de capital mais sensíveis ao risco, promover a atuação das autoridades de supervisão e a disciplina de mercado (através do seu Pilar II) e encorajar a capacidade de cada instituição mensurar e gerir o seu risco. Em Setembro de 2010, o Acordo de Basileia III, com adoção prevista até 2019, veio reforçar estas medidas com a criação de um quadro regulamentar e de supervisão mais sólido, por parte das instituições de crédito. Surge, assim neste contexto, o Modelo de Avaliação de Risco (MAR) para o sector bancário. Em Portugal, o MAR tem como objetivo avaliar o perfil de risco das instituições de crédito, sujeitas à supervisão do Banco de Portugal, assim como apresentar o perfil de risco e a solidez da situação financeira de cada instituição de crédito. Este trabalho pretende avaliar o surgimento e a caracterização deste modelo e identificar as variáveis a ter em conta nos modelos de avaliação de risco a nível qualitativo e quantitativo.

O crescimento do sector bancário e a concessão de crédito às empresas : o caso de Angola

Mestrado em Ciências Empresariais

Trends in Financial Intermediation by the Banking System in Kerala

The study documents the long-term trends in financial intermediation by the principal player in Kerala’s credit system i.e., banking. The process of financial intermediation by the banking system, involving mobilization of deposits from savers and disbursal of credit to investors, is considered to be crucial in the process of economic development. The objective of the study is to explore the interrelationship between financial intermediation and economic growth in Kerala. In order to pursue this objective, the study examine, the trends in intermediation by the banking system in Kerala over a long period, the trend and pattern of bank deposits and credit in the State and Kerala’s economic growth, the trend in the growth and performance of financial intermediaries like the All India Financial Institutions, the links between banking and economic variables, and the difference in the growth trends of banking and economic variables between Kerala and India and the probable reasons for the difference

A Study on Non Performing Assets of Public Sector Banks in India with Special Reference to State Bank of Travancore

The reforms in Indian banking sector since 1991 is deliberated mostly in terms of the significant measures that were implemented in order to develop a more vibrant, healthy, stable and efficient banking sector in India. The effect of a highly regulated banking environment on asset quality, productivity and performance of banks necessitated the reform process and resulted the incorporation of prudential norms for income recognition, asset classification and provisioning and capital adequacy norms, in line with international best practices. The improvements in asset quality and a reduction in non-performing assets were the primary objective enunciated in the reform measures. In this context, the present research critically evaluates the trend in movement of nonperforming assets of public sector banks in India during the period 2000-01 to 2011-12, thereby facilitates an evaluation of the effectiveness of NPA management in the post-millennium period. The non-performing assets is not a function of loan/advance alone, but is influenced by other bank performance indicators and also by the macroeconomic variables. In addition to explaining the trend in the movement of NPA, this research also explained the moderating and mediating role of various bank performance and macroeconomic indicators on incidence of NPA

Service provider switching: a study on the switching process in retail banking

In a business environment that is characterized by intense competition, building customer loyalty has become a key area of focus for most financial institutions. The explosion of the services sector, changing customer demographics and deregulation and emergence of new technology in the financial services industry have had a critical impact on consumers’ financial services buying behaviour. The changes have forced banks to modify their service offerings to customers so as to ensure high levels of customer satisfaction and also high levels of customer retention. Banks have historically had difficulty distinguishing their products from one another because of their relative homogeneity; with increasing competition,the problem has only intensified with no coherent distinguishing theme. Rising wealth, product proliferation, regulatory changes and newer technologies are together making bank switching easier for customers. In order to remain competitive, it is important for banks to retain their customer base. The financial services sector is the foundation for any economy and plays the role of mobilization of resources and their allocation. The retail banking sector in India has emerged as one of the major drivers of the overall banking industry and has witnessed enormous growth. Switching behaviour has a negative impact on the banks’ market share and profitability as the costs of acquiring customers are much higher than the costs of retaining. When customers switch, the business loses the potential for additional profits from the customer the initial costs invested in the customer by the business get . The Objective of the thesis was to examine the relationship among triggers that customers experience, their perceptions of service quality, consumers’ commitment and behavioral intentions in the contemporary India retail banking context through the eyes of the customer. To understand customers’ perception of these aspects, data were collected from retail banking customers alone for the purpose of analysis, though the banks’ views were considered during the qualitative work carried out prior to the main study. No respondent who is an employee of a banking organization was considered for the final study to avoid the possibility of any bias that could affect the results adversely. The data for the study were collected from customers who have switched banks and from those who were non switchers. The study attempted to develop and validate a multidimensional construct of service quality for retail banking from the consumer’s perspective. A major conclusion from the empirical research was the confirmation of the multidimensional construct for perceived service quality in the banking context. Switching can be viewed as an optimization problem for customers; customers review the potential gains of switching to another service provider against the costs of leaving the service provider. As banks do not provide tangible products, their service quality is usually assessed through service provider’s relationship with customers. Thus, banks should pay attention towards their employees’ skills and knowledge; assessing customers’ needs and offering fast and efficient services.

Caracterización de la utilización de innovación en el sector bancario: Una aproximación hacia la adquisición de ventajas competitivas

Investigación exploratoria mixta siguiendo un método deductivo con la que se logró caracterizar el grado de utilización de innovación en el sector bancario y su utilidad en la adquisición de ventajas competitivas con la ayuda de del modelo del Radar de Innovación.

Aplicación del modelo de madurez de alineación estratégica de Luftman en el sector bancario

El auge de las tecnologías de información en las organizaciones ha generado que los CIOs asuman roles importantes dentro de los procesos estratégicos. Sin embargo, los CEOs son escépticos frente al uso de los sistemas de información, lo que ha provocado que se generen brechas entre los mismos y por consiguiente, desalineación entre las estrategias organizacionales. Luftman (2000) presenta un modelo para evaluar la madurez de la alineación estratégica entre las tecnologías de información y las estratégicas corporativas, buscando determinar el nivel en el que se encuentra la empresa u sector en el que se aplique el mismo. En este caso, el modelo de Luftman ayudo a determinar el nivel de madurez del sector bancario de la ciudad de Bogotá, llevando a concluir que el sector se encuentra en un nivel tres.

salud financiera y riesgo en los estados financieros de la empresa avianca del sector aeronautico

La globalización y la competitividad como realidad de las empresas, implica que los gerentes preparen a sus empresas de la mejor manera para sobrevivir en este mundo tan inestable y cambiante. El primer paso consta de investigar y medir como se encuentra la empresa en cada uno de sus componentes, tales como recurso humano, mercadeo, logística, operación y por último y más importante las finanzas. El conocimiento de salud financiera y de los riesgos asociados a la actividad de las empresas, les permitirá a los gerentes tomar las decisiones correctas para ser rentables y perdurables en el mundo de los negocios inmerso en la globalización y competitividad. Esta apreciación es pertinente en Avianca S.A. esto teniendo en cuenta su progreso y evolución desde su primer vuelo el 5 de diciembre de 1919 comercial, hasta hoy cuando cotiza en la bolsa de Nueva York. Se realizó un análisis de tipo descriptivo, acompañado de la aplicación de ratios y nomenclaturas, dando lugar a establecer la salud financiera y los riesgos, no solo de Avianca sino también del sector aeronáutico. Como resultado se obtuvo que el sector aeronáutico sea financieramente saludable en el corto plazo, pero en el largo plazo su salud financiera se ve comprometida por los riegos asociados al sector y a la actividad desarrollada.

A mobilidade no sector bancário português

Devido ao período difícil que o país atravessa é importante para todos os sectores empresariais e também, para a banca, que não se percam clientes para a concorrência, de modo a conseguir fidelizá-los. Os consumidores têm o direito de eleger o banco onde pretendem que exista uma relação. Desta forma, perante o mercado existente e os produtos que as instituições bancárias oferecem num determinado momento, os consumidores têm de analisar as várias propostas dos bancos e esta escolha tem por base diversos fatores: o preço, a localização do banco, qualidade de atendimento, etc. No caso de um determinado consumidor não estar satisfeito com o serviço prestado pelo seu banco, quer em termos de preços ou qualidade, tem o direito de mudar de banco. No entanto, e perante a crise que se atravessa, os bancos colocam alguns entraves na saída do cliente para o banco concorrente, nomeadamente, custos de mudança. Estes custos refletem, principalmente, as comissões de encerramento de produtos bancários. Assim, para que a mobilidade dos clientes se realize sem entraves, os bancos devem simplificar as medidas de modo a facilitar este processo de transferência dos clientes, para outras instituições.

What kind of European Banking Union? Bruegel Policy Contribution [2012/12?]June 25, 2012

This paper discusses the creation of a European Banking Union. First, we discuss questions of design. We highlight seven fundamental choices that decision makers will need to make: Which EU countries should participate in the banking union? To which categories of banks should it apply? Which institution should be tasked with supervision? Which one should deal with resolution? How centralised should the deposit insurance system be? What kind of fiscal backing would be required? What governance framework and political institutions would be needed? In terms of geographical scope, we see the coverage of the banking union of the euro area as necessary and of additional countries as desirable, even though this would entail important additional economic difficulties. The system should ideally cover all banks within the countries included, in order to prevent major competitive and distributional distortions. Supervisory authority should be granted either to both the ECB and a new agency, or to a new agency alone. National supervisors, acting under the authority of the European supervisor, would be tasked with the supervision of smaller banks in accordance with the subsidiarity principle. A European resolution authority should be established, with the possibility of drawing on ESM resources. A fully centralized deposit insurance system would eventually be desirable, but a system of partial reinsurance may also be envisaged at least in a first phase. A banking union would require at least implicit European fiscal backing, with significant political authority and legitimacy. Thus, banking union cannot be considered entirely separately from fiscal union and political union. The most difficult challenge of creating a European banking union lies with the short-term steps towards its eventual implementation. Many banks in the euro area, and especially in the crisis countries, are currently under stress and the move towards banking union almost certainly has significant distributional implications. Yet it is precisely because banks are under such stress that early and concrete action is needed. An overarching principle for such action is to minimize the cost to the tax payers. The first step should be to create a European supervisor that will anchor the development of the future banking union. In parallel, a capability to quickly assess the true capital position of the system’s most important banks should be created, for which we suggest establishing a temporary European Banking Sector Task Force working together with the European supervisor and other authorities. Ideally, problems identified by this process should be resolved by national authorities; in case fiscal capacities would prove insufficient, the European level would take over in the country concerned with some national financial participation, or in an even less likely adverse scenario, in all participating countries at once. This approach would require the passing of emergency legislation in the concerned countries that would give the Task Force the required access to information and, if necessary, further intervention rights. Thus, the principle of fiscal responsibility of respective member states for legacy costs would be preserved to the maximum extent possible, and at the same time, market participants and the public would be reassured that adequate tools are in place to address any eventuality.

E-Commerce, human resource strategies, and competitive advantage: two Australian banking case studies

Service organizations need to consider in depth the human resource management (HRM) strategies that will enable them to achieve sustained competitive advantage in the e-commerce era. This paper analyzes the HRM strategies developed to accommodate the changing customer service practices associated with B2C e-commerce in the retail banking sector. Based on case study data, it describes how two banks in Australia, one large, the other small, have linked their e-commerce strategies with their overall business strategy, and the extent to which their HRM strategies have helped them to utilize their e-commerce capability to achieve sustained competitive advantage.

Implemetation of electronic commerce and human resource strategies in an Australian retail banking context

As organisations deploy eCommerce and internet technologies for competitive advantage and to satisfy increasingly demanding customers, they will need to develop human resource (HR) strategies that prepare their employees to work with these technologies effectively. Little systematic investigation has been undertaken to discover how companies manage their HR functions to achieve these outcomes. In the retail banking sector these issues have become very important with increased competition, industry changes and heightened competition. This paper examines HR management strategy in one Australian bank as it moves towards online service provision and adopts other eCommerce applications. The paper draws on theoretical insights from Porter’s (2001) views of competitive advantage from the internet and writers discussing the informational society (Castells, 2001) and post-fordist organisations (Clegg, 1990). An analysis of interview data from this case study shows the issues that one bank is dealing with as it seeks competitive advantage from its customer service offerings while it revises its HR strategies.

The privatisation experience in banking and insurance in Australia

The role of ownership in performance of financial institutions is under-examined yet remains a topical issue. Whilst ownership changes in the banking sector have been evaluated in several studies, the link with other sectors has not been a focus of in depth analysis. A controlled comparison of performance between privatising banks and insurance firms in Australia is undertaken via a ‘meso’ approach of pairing privatising with comparator private institutions across the event period. Performance is evaluated using commercial CAMEL indicators and applying Wilcoxon rank tests (Otchere and Chan 2003) which provide statistically robust findings in the small annual data samples available around the privatisation event. Performance of privatising and private institutions is found to be quite similar before and after the event. For the privatising banks, some indicator medians improved to commercial levels (CBA) or were mostly unchanged (Colonial). By contrast one of the privatising insurance institutions (Suncorp) was found to outperform the private insurance comparator while there was little difference for the other (GIO).

Effects of the real plan of the Brazilian banking system

The aim of this paper is to assess the progress of the banking sector before and shortly after the Real Plan. We began by assessing the drop in the inflation revenues (negative real interest rates paid by the excess of demand deposits over total reserve requirements) as a result of the change in inflation from 40% a month for the pre-Real Plan period to a monthly average of 3.65% (IGP-DI), between July 1994 and May 1995. Then, using the financial statement data of a group of 90 banks, we attempt to estimate the net losses due to the inflation drop analyzing the profitability and other parameters of the banking industry. The calculations are made separately for private, state and federal banks. A later analysis on performance using information given to CVM (Securities Exchange Commission) by the six major private banks in the country is also discussed herein.

Using consumer search cost and loyalty to explain dispersion in banking fees

Pode-se observar uma considerável dispersão entre os preços que diferentes bancos comerciais no Brasil cobram por um mesmo pacote homogêneo de serviços— dispersão esta que é sustentada ao longo do tempo. Em uma tentativa de replicar esta observação empírica, foi desenvolvido um simples modelo que lança mão do arcabouço da literatura de custos de procura (search costs) e que baseia-se também na lealdade por parte dos consumidores. Em seguida, dados de preços referentes ao setor bancário brasileiro são aplicados ao modelo desenvolvido e alguns exercícios empíricos são então realizados. Esses exercícios permitem que: (i) os custos de procura incorridos pelos consumidores sejam estimados, ao fixar-se os valores dos demais parâmetros e (ii) as correspondentes perdas de peso-morto que surgem como consequência dos custos de procura incorridos pelos consumidores sejam também estimadas. Quando apenas 80% da população é livre para buscar por bancos que cobrem menores tarifas, à taxa de juros mensal de 0,5%, o valor estimado do custo de procura médio incorrido pelos consumidores chega a 1805,80 BRL, sendo a correspondente perda de peso-morto média na ordem de 233,71 BRL por consumidor.