The Bank Director's Handbook: The Board Member's Guide to Banking & Bank Management
, by GUP BENTON E.Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
- ISBN: 9781557387929 | 1557387923
- Cover: Hardcover
- Copyright: 2/1/1996
Regulatory scrutiny of directors is increasing at the same time that performance standards are rising. More than a review of the legal and regulatory issues that bank management faces, The Bank Director's Handbook is a well-rounded management guide for running a profitable bank.
Benton E. Gup, Ph.D., holds the Robert Hunt Cochrane/Alabama Bankers Association Chair of Banking at the University of Alabama in Tuscaloosa.
Bank Directors' Duties | p. 1 |
Accountability of Directors to Shareholders | p. 1 |
Strong Boards, Strong Banks; Weak Boards, Weak Banks | p. 3 |
The Responsibilities of Boards of Directors | p. 5 |
Duty of Care | p. 6 |
Business Judgment Rule | p. 7 |
Duty of Loyalty | p. 8 |
Typical Committees | p. 10 |
Executive Committee | p. 10 |
Audit Committee | p. 11 |
Asset/Liability Committee | p. 11 |
Investment Committee | p. 12 |
Loan Committee | p. 12 |
Trust Committee | p. 12 |
Personnel Committee | p. 13 |
Practices Deemed Unsafe or Unsound | p. 13 |
The Serve Principle | p. 15 |
Conclusion | p. 16 |
Strategic Management | p. 17 |
What Is Strategic Management? | p. 17 |
Strategic Management Defined | p. 17 |
What Strategic Management Is Not | p. 18 |
Successful and Failed Strategies | p. 19 |
Keys to Success | p. 19 |
Reasons for Failure | p. 20 |
The Complexity of Making Decisions | p. 21 |
The Reality of Performance | p. 23 |
The Major Factors That Affect Firms Are beyond Their Control | p. 26 |
The External Environment | p. 26 |
What Management Can Control | p. 28 |
Sustained Competitive Advantage | p. 30 |
Essential Ingredients | p. 31 |
Stakeholders | p. 32 |
Stakeholders Defined | p. 32 |
The Value of the Bank | p. 33 |
Operating Environment | p. 34 |
Corporate Factors | p. 34 |
Improving Communications | p. 35 |
Other Stakeholders | p. 36 |
Conclusion | p. 37 |
Appendix to Chapter Two: Criteria for Evaluating Financial Communications Efforts | p. 37 |
Developing Bank Marketing Strategy | p. 43 |
The Tasks of Marketing Management | p. 43 |
Crafting Marketing Strategy | p. 44 |
Preconditions for Strategy Selection | p. 48 |
Situation Analysis | p. 48 |
Customer Analysis and Marketing Strategy Development | p. 49 |
The Scope of Customer Analysis | p. 51 |
Market Segmentation Strategies | p. 54 |
Mass-Market Strategy | p. 54 |
Differentiated Strategy | p. 55 |
Concentrated Strategy | p. 55 |
Defining Market Segments | p. 56 |
Positioning within Target Markets | p. 57 |
Alternative Bases for Positioning | p. 57 |
Implementing Marketing Strategy | p. 58 |
Services Development Strategy | p. 58 |
Developing the Pricing Policy | p. 60 |
Promotion Strategy | p. 65 |
Distribution of Services | p. 68 |
Understanding the Fundamentals of Long-Term Customer Satisfaction | p. 69 |
The Dimensions of Customer Satisfaction | p. 69 |
Diagnosing Customer Satisfaction Shortfalls | p. 70 |
Evaluating Bank's Financial Performance | p. 73 |
Four Key Steps in Analysis | p. 73 |
Bank Financial Statements | p. 74 |
Understanding Bank Assets | p. 74 |
Understanding Bank Liabilities and Equity | p. 78 |
Understanding the Statement of Operations | p. 79 |
Other Relevant Information | p. 82 |
The Directors' Point of View | p. 83 |
Caveats about the Data | p. 83 |
Profitability | p. 87 |
Capital | p. 89 |
Liquidity | p. 90 |
Asset Quality | p. 91 |
Comparing Financial Performance | p. 92 |
The FDIC Quarterly Banking Profile | p. 92 |
Sheshunoff Information Services | p. 96 |
Uniform Bank Performance Report | p. 96 |
Conclusion | p. 101 |
Bank Profile | p. 102 |
Uniform Bank Performance Report | p. 111 |
Bank Capital | p. 126 |
Capital Requirements | p. 126 |
Core Capital | p. 126 |
Supplementary Capital | p. 127 |
Risk-Weighted Assets | p. 128 |
Prompt Corrective Action | p. 128 |
Well Capitalized, but Still In Trouble | p. 132 |
The Role of Capital | p. 132 |
Capital Facilitates Growth | p. 132 |
Capital Absorbs Unanticipated Losses | p. 134 |
High Financial Leverage Is Risky | p. 134 |
Stockholders versus Regulators | p. 136 |
Conclusion | p. 138 |
Asset/Liability Management: Dealing with Internet Rate Risk | p. 139 |
What Is Asset/Liability Management? | p. 139 |
Interest Rate Risk Defined | p. 139 |
Investment Risk | p. 140 |
Income Risk and Interest Rate Sensitivity | p. 142 |
Basis Risk | p. 143 |
Options Risk | p. 144 |
Yield Curve Risk | p. 144 |
Trading Risk | p. 144 |
The Effects of Interest Rate Risk on Income and Value | p. 144 |
Gap and Net Interest Income | p. 144 |
Managing Interest Rate Spreads | p. 149 |
Techniques for Managing Interest Rate Risk: Strengths and Weaknesses | p. 150 |
Gap Analysis | p. 151 |
Duration Analysis | p. 156 |
Simulations | p. 164 |
Hedging | p. 166 |
The Basics of Hedging | p. 166 |
Minimum Variance Hedge | p. 167 |
Hedging Strategies | p. 168 |
Puts and Calls | p. 170 |
Effects of Hedging on NII and Value | p. 171 |
To Hedge or Not to Hedge? | p. 173 |
Swaps | p. 174 |
Uses of Swaps | p. 175 |
Risks of Swaps | p. 175 |
Conclusion | p. 176 |
Selected References | p. 177 |
Managing Derivatives Risk | p. 179 |
What Is Risk Management? | p. 180 |
The Conventional View | p. 180 |
The Enlightened View | p. 180 |
Requirements of a Risk Management System | p. 180 |
A Framework for Risk Management | p. 182 |
Establish Risk Categories | p. 182 |
Unbundle Products | p. 183 |
Quantify Risk Exposures | p. 183 |
Provide Risk-Adjusted Capital | p. 184 |
Are Derivatives Any Different? | p. 185 |
Conclusion | p. 186 |
Credit Policies and Practices | p. 187 |
What Is Credit? | p. 187 |
Credit Policies | p. 187 |
Lending Authority | p. 190 |
Loan Review | p. 193 |
The Least Directors Should Do | p. 195 |
Lending Is about Risk | p. 196 |
Seven Ways to Make Loans | p. 197 |
Customer Requests | p. 197 |
Solicit Loans | p. 197 |
Buy Loans | p. 198 |
Commitments | p. 198 |
Refinancing | p. 198 |
Loan Brokers | p. 198 |
Overdrafts | p. 199 |
Types of Loans | p. 199 |
Commercial and Industrial Loans | p. 199 |
Real Estate Loans | p. 201 |
Consumer Lending | p. 203 |
Evaluating a Loan Request | p. 205 |
The Crucial Role of Information | p. 205 |
The Six Cs of Credit | p. 207 |
Collateral | p. 209 |
Characteristics of Good Collateral | p. 209 |
Denial of Loans | p. 210 |
The Worst Cases | p. 211 |
Charge-Off | p. 211 |
Impact on Capital | p. 211 |
Lender Liability | p. 212 |
Conclusion | p. 213 |
Dealing with Fraud and Insider Abuse | p. 214 |
Fraud and Insider Abuse | p. 214 |
Fraud Defined | p. 214 |
Insider Abuse Defined | p. 216 |
Small Banks Are the Primary Targets | p. 217 |
Common Schemes | p. 218 |
Insiders Versus Outsiders | p. 219 |
Insiders | p. 219 |
Outsiders | p. 220 |
Money Laundering | p. 221 |
Organized Crime | p. 222 |
Money-Laundering Jargon | p. 223 |
The Process of Money Laundering | p. 224 |
Know Your Customers! | p. 224 |
The OCC's Red Flags | p. 228 |
What Can Be Done to Deter and Detect Fraud? | p. 230 |
The Role of Directors | p. 230 |
Bank Security Personnel | p. 230 |
Audits | p. 230 |
Examiners | p. 232 |
Criminal Referral Reports | p. 233 |
FDIC Red Flags | p. 233 |
Linked-Financing and Brokered Transactions | p. 234 |
Conclusion | p. 235 |
A Director's View of Internal Controls and Auditing | p. 236 |
Internal Controls | p. 236 |
What Are Internal Controls? | p. 236 |
Reasons for Using Internal Controls | p. 237 |
Establishing Internal Controls | p. 240 |
Auditing | p. 243 |
Closing the Expectation Gap | p. 243 |
Internal Auditors | p. 251 |
The Role of Bank Examiners | p. 252 |
Security Personnel | p. 253 |
Conclusion | p. 263 |
Mergers and Acquisitions | p. 254 |
Large Numbers of Mergers | p. 254 |
Creating Shareholder Value | p. 255 |
Pure Conglomerate Mergers May Not Create New Shareholder Value | p. 255 |
Countercyclical Acquisitions May Not Create Value | p. 257 |
The Stock Market Does Not Reward Growth due Exclusively to Acquisitions | p. 257 |
Related Diversification Can Create Value | p. 257 |
Mergers Can Be Used to Reach a Critical Size Where Size Is a Factor | p. 258 |
Acquisitions Can Be Used to Defer Taxes | p. 258 |
Merger Terms | p. 259 |
Taxes | p. 259 |
Liability | p. 260 |
Market Value Exchange Ratio | p. 260 |
Price/Book Value Ratio | p. 261 |
Price/Earnings Ratio | p. 262 |
Soft Issues | p. 266 |
Offensive and Defensive Merger Tactics | p. 266 |
The Offense | p. 266 |
The Defense | p. 267 |
Accounting for Mergers | p. 268 |
Purchase Method | p. 268 |
Pooling of Interests Method | p. 270 |
Income | p. 270 |
Restrictions | p. 270 |
Conclusion | p. 271 |
Loan Policy for Lakeside Bank | p. 273 |
Loan Policy for Metropolitan Bank | p. 287 |
Loan Policy for County Bank | p. 297 |
FDIC Red Flags for Fraud and Insider Abuse | p. 313 |
Index | p. 335 |
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