The sense of it lies in fact that in addition to the plans of UB and PT we introduce specialized plans for sales of banking products, costs in the conduct of business, project plans, etc. These plans, in contrast with the UB and PT, contain, along with the financial, non-financial indicators, such as volume of investment and borrowing funds, the number of purchased computers, etc. The structure of these plans are more difficult than UB and PT: this is no longer a hierarchy of articles, but a number of specialized tables, cards, lists etc.
Planning of business activity of the bank with the budgets of sales of banking products can provide the required detail and accuracy of planning. This is achieved by the fact that the planner uses operates with not the values of budget items but with indicators of banking products and their characteristics. Among them we can identify quantitative indicators of sales of banking products, resource indicators, income and expenditure figures.
For each banking product people develop its own model of planning that consists of a set of interrelated indicators. Each indicator we set method of planning and a link to the budget.
An alternative way of sales planning – is planning the volume of business in the context of clients and client groups. In this approach, we use resource and income-expenditure indicators, with possible detailing of bank products. The choice of planning of sales – by product or customer – depends on the orientation of the bank toward the retail or corporate business.
When planning operating expenses and investments it is necessary to ensure the coordinated work of centres of financial responsibility (CFA) of various types: subsidiaries, business units and investment centres. The difficulty is that the results of planning of CFA are some background information for planning budgets of other or affect their plans significantly. In order to establish simple and effective rules of interaction, the diversity of the operational budget is usually limited to three types, depending on the purpose of execution costs:
Constant current expenses – Passport of fixed costs;
Time cost for upgrading – Estimated development;
Investments in new business projects – estimates of earmarked projects.
The process of obtaining the consolidated budget for planning model for the volume of business usually can be done in three steps. First we calculate volume and quantity indices of bank business, then UB and PT in the context of CFA on the basis of sales plans and cost estimates, and at the end we carry their consolidation by the bank. During consolidation we can apply transfers – to assess the income and expenditure of attracting and placing units.
Calculation of volume and quantity indicators usually runs from achieved. Information about the fact and terms of the previous period under UB and PT should be accessible for planners. Indicators themselves can be planned in several ways: set manually, calculated on the basis of standards, or defined using the mechanisms of linear and incremental trend and interpolation.
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