Дата публикации: 30.09.2024
STRATEGIC MANAGEMENT OF BANKS OF THE REPUBLIC OF KAZAKHSTAN IN THE GLOBAL ECONOMY
Aldungarova Aray Kuatkyzy
Master’s student of the EMBA Strategic Management educational program
L.N. Gumilyov Eurasian National University
Astana, Kazakhstan
Abstract
The article discusses the strategic management of second-tier banks in the Republic of Kazakhstan in the context of globalization of the economy, including globalization of the banking sector. In modern conditions, an important task for Kazakhstani banks is to simultaneously increase competitiveness, based on financial stability and the development of products for customers, to increase customer orientation.
Key words: bank, strategic management, globalization of the economy.
To date, the banking system of the Republic of Kazakhstan is represented by the National Bank of the Republic of Kazakhstan and 27 second-tier banks (commercial banks operating under a license), which include subsidiaries of banking structures in Russia, China, Korea, and Pakistan. This includes the bank, which is currently in the top 3 in terms of assets (Sberbank JSC). The intensive development of banking and banking services, the growth of foreign banking structures in the Kazakh market forces Kazakhstani banks with national capital to look for ways to increase their own competitiveness, develop new development strategies in the global market.
An important direction for Kazakhstani banks is to increase customer orientation through the use of modern financial technologies. This determines the importance of the problem under study. That is why the aim was set in the work – to explore the main trends and problems of strategic management of Kazakhstani banks and, based on this, to propose directions for the strategic development of banks with national capital in modern conditions. The object of the study is second–tier banks operating in the Republic of Kazakhstan (both banks with national capital and banks with foreign capital, including subsidiaries of large foreign banking structures).
With regard to the second-tier bank of a financial organization, which is a financial intermediary, performing the functions of accumulating and providing funds for temporary use, as well as performing mediation in settlements, the following can be said about the features of the development strategy of such an organization. The growth of the bank makes it possible to attract large amounts of resources, directing them further to active operations, as well as to receive more commission income due to various types of intermediary financial transactions. If before the era of Internet development, growth was understood as the growth in the number of service points, which affects the growth of the customer base, and hence other indicators, now the paradigm has changed a lot, and now the bank may not have a large number of service points, but if there are competitive products to serve customers over the Internet and using partner services and agency relations.
The bank's strategy pays so much attention to the product development strategy and the strategy of their promotion on the market. Modern publications from periodicals devoted to the issues of bank development strategy, strategic management in the banking sector, for example, by such authors as N. E.Solovyova and N. I. Bykanova, O. M. Ermolenko, G. E. Pustovalova , V. I. Zhirov, V. Sprinivas and others specialists from Deloitte, R. Alt and co-authors, specialists from McKinsey S. Khanna and H. Martins allow us to draw conclusions about the modern features of bank development management, banking strategic management and banking management tactics:
1) the need to reduce current unproductive costs, including those associated with an excessive number of service offices, since these processes can be partially transferred to the Internet;
2) ensuring stability and reliability (which, first of all, is of interest to governments that establish and raise equity standards, introduce deposit insurance systems, but this ultimately has a positive effect on attracting customers by banks);
3) turning banks into public institutions with stock placement on stock exchanges for equity growth;
4) diversification of the bank's activities by country, expansion into foreign markets (which helps to attract resources or place investments in those countries where the level of financial technology is lower, due to higher competitiveness;
5) growth of customer orientation (orientation to maximum customer satisfaction as a key to the development of both active and passive, and other operations;
Next, it is necessary to consider how the development of financial technologies contributes to the growth of competitiveness and key indicators of Kazakhstani banks. To do this, the research methods are based on the study of:
– key indicators of the banking sector of Kazakhstan (assets, including the loan portfolio and profit of banks, their dynamics, the selection of the most successful banks in terms of indicators)
– analysis based on statistical information from the National Bank of the Republic of Kazakhstan;
– comparison of key indicators of the banking sector of Kazakhstan with key indicators of the banking sector of foreign countries, including the largest global and regional banks; – assessment of the popularity of banking products of Kazakhstani banks (analysis based on research conducted in other sources);
– comparison (comparative analysis) of banking products of Kazakhstani banks with similar products of foreign banks.
It is important to note that earlier, the second largest bank in Kazakhstan, Kazkommertsbank (KazKom), in 2022, with a significant loss, was sold to the People's Bank of Kazakhstan, and in 2018 it was fully annexed to the People's Bank of Kazakhstan. In addition, over the past 3 years, the Bank of Astana (at the beginning of 2021 is the 19th in terms of assets), Delta Bank (at the beginning of 2022 is the 13th in terms of assets), Exim bank (at the beginning of 2022 is the 27th in terms of assets) and a number of others have been closed, as well the total number of banks decreased from 35 to 27, which is significant.
The next important issue is the development of customer orientation of Kazakhstani banks. The use of financial technologies in this, as already mentioned, is an important area. If we consider the ratings of mobile banking, which are determined by experts researching this area, then in 2022 the leaders in this tool became: Sberbank, Kaspi Bank, Center Credit Bank, Jusan Bank and ATF Bank. Through the mobile applications of these banks, you can transfer money using various identifiers, including transfer from card to card, find out about debt, create subscriptions, pay for various types of receipts, payments to the budget system. Kaspi Bank and Forte Bank have also integrated market places into mobile applications, providing customers with the opportunity to buy new services and products of the bank directly from the mobile application, as well as pay for various goods and services of partner companies through the application. Halyk Bank, Kaspi Bank, Eurasian Bank, and Center Credit Bank have also made transfers available by phone number to another person's card (by analogy with the transfer system in many banks in Russia, this technology is still poorly represented in Kazakhstan).
In general, it can be concluded that today the use of innovations in banking is one of the factors in the development of second-tier banks in Kazakhstan.
Modern Kazakhstani banks, in order to ensure competitiveness, including in front of foreign banking structures actively developing on the national market, should increase the number of innovations in banking, analyze the proposals of both Kazakhstani leaders in this field and foreign one (for example, the Tinkoff Bank operating models in Russia). The introduction of service-free services through a network of agents, the development of their own Internet banking systems and bank cards for individuals and legal entities, simple transfers between cards and simple acquiring can be the key to interest in the services of such banks, an increase in demand for such services, and hence an increase in their resource base and the volume of active transactions.
Taking all this into account, Kazakhstani banks need to significantly improve their competitive positions in the market (including in relation to foreign banks operating or planning to operate in the country's market in the future) and in terms of ensuring the growth of banks and the stability of the banking system in order to ensure the growth of capitalization and income at least at the level that is already achieved in Russia. The idea of developing international expansion for Kazakhstani banks is still premature.
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