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Strategic Planning for Community Banks—New Challenges for Bank Management and Directors
Community bank management and directors have never before been confronted by a confluence of powerful trends encompassing intense competition, pervasive regulatory oversight and economic vagaries that have so dramatically impacted strategic decision-making. We will discuss how these inter-related forces affect planning options, potential financial performance implications and how to evaluate and measure alternatives to arrive at an optimal strategic direction.
Problem Bank Management: How to Avoid—or Respond to—Regulatory Enforcement Actions
This presentation outlines the conditions that lead to regulatory enforcement actions and how to be preemptive in order to avoid unwanted formal regulatory oversight of the bank’s day-to-day management and operation. Special attention is focused on the board of directors and its role in monitoring the bank’s activities and compliance with regulatory orders.
Industry Trends Affecting Community Banks
During this presentation, an Austin Associates professional will outline the most significant trends that are profoundly affecting bank financial performance, competitiveness and the long-term survivability of community banks.
Mergers & Acquisitions—Strategies for Both Sides of the Deal
Once thought to be solely within the province of regional or national banking firms, mergers and acquisitions are strategically viable tools for community banks that enable management and directors to enhance shareholder value. This presentation delineates various expansion strategies and alternatives; defines specific steps in the expansion process; and describes the potential minefields likely to be encountered—and how to avoid them—that could threaten successful execution of an acquisition strategy. We also present strategic alternatives to directors and management comparing strategies for remaining independent versus merging or selling the company. We will draw from our experience in managing more than 150 deals to cite specific examples of what works…and the circumstances that undermine attainment of strategic objectives.
What Do We Do—After the Deal?
A successful acquisition strategy begins after consummation of a transaction. This presentation is designed for bank management and directors to understand the steps involved with integrating an acquired organization into your bank. We provide a list of due diligence issues pertaining to merging bank departments, evaluating branch platform and servicing systems, assessing data processing alternatives—and how to select the best one; and other issues associated merger integration. We will also provide candid insights into realistic assessments for cost savings and revenue growth that should be derived from a prospective merger integration process.
Branch Expansion—Still Reliable for Community Banks
The end of branching, as we all know it, is not upon us! This presentation provides an explanation of how to evaluate whether branching can assist your organization with attaining its strategic growth objectives. We discuss criteria for assessing a prospective branching market, developing specific financial criteria for measuring branch performance and do’s and don’ts of a successful opening.
Pricing Commercial Loans—How to be More Competitive Without Giving Away the Store!
Commercial lending tailored to the small business client is among the most vital community bank strategies. This presentation zeroes in on specific pricing strategies and how to measure whether a loan to your business client is profitable. Also presented is information to help you determine whether an entire client relationship is profitable based on rates charged, the affect of compensating balances and the impact of other deposit and non deposit services used by your clients. Examples will incorporate the use of Austin Associates’ loan and deposit pricing software applied to existing or prospective clients of your financial institution.
How to Evaluate the Profitability of Clients, Products, Branches and Lines of Business Within Your Bank
Utilizing Austin Associates’ specially-designed profitability analysis software, and drawing from case examples of our client base, we will discuss how to measure profitability at all key levels within your financial institution. We will explore assessing profitability by product and service, how that feeds into determining whether a client’s entire relationship with your bank is profitable, and more importantly…what you may be able to do to make it more profitable. We will also analyze with you how these profit measurement dynamics apply to assessing branch, line of business, and even officer profitability. Sample reports representing profitability trends among our existing clients will be provided to illustrate pertinent concepts and trends. |
