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Kreowanie wartości banku

Marcinkowska M.

Zeszyty Naukowe. Prace Instytutu Ekonomiki i Organizacji Przedsiębiorstw / Uniwersytet Szczeciński

2004

Nr 43, t. 1

79-92

Value creation is the basic goal of each economic entity. However in case of banks the safety and risk limitation become the primary objectives. Management processes must meet both aims. The value management has yet another constraint: the question of whom the value is created for. There are two opponent ideas: shareholder value (the only beneficiaries should be the owners) and stakeholder value (each entity has to serve not only investors' needs). Its however suggested that it is possible to fulfil - to some extend - the expectations of both sides: to generate the value for shareholders without compromising the goals of other stakeholders. After defining the value and value receivers, the author presents the value drivers - the factors contributing the value creation. This leads to defining the basic processes of bank value management: profitability, risk and resources management. Profit generation (especially economic income) is always necessary for creating the value of each entity. Within the bank profitability must be managed in four dimensions: products, customers, distribution channels and internal units. Within many measures of profitability the most important seems to be the ratios of risk-adjusted profitability. The risk undertaken by a bank and the processes of risk management have a great importance for bank value. Capital is the basic financial category providing protection against unexpected losses. Capital management has huge importance in bank financial management and includes decisions about the optimal size, structure and the direction of internal allocation. Capital is one of the basic resources used by banks; other are: financial, tangible (e.g. technical infrastructure) and intangible (e.g. human resources, brands, quality). Bank value creation requires coherent management of the three processes.