商业银行管理ROSE7e课后答案chapter_04

1、chapter 4creating and managing service outlets:new charters, branches, and electronic facilitiesgoal of this chapter: the purpose of this chapter is to learn how new banks are chartered by state and federal authorities in the united states, to determine what makes a good site for a new branch office

2、, to recognize how the role of branch offices is changing, and to explore the advantages and disadvantages of automated banking facilities. key topics in this chapter· chartering new financial service institutions· performance of new banks· establishing full service branches· in-

3、store branching· establishing limited service facilities· atms and telephone centers· the internet and online bankingchapter outlinei.introductiona.the importance of convenience and timely access to customersb.service options available today1.chartering new (de novo) financial institu

4、tions2.establishing new full-service branches3.setting up limited-service facilitiesii. chartering a new bank or other financial service institutionsiii. the bank chartering process in the united statesa.the chartering authorities in the u.s.b.benefits of applying for a national charterc.benefits of

5、 applying for a state charteriv.questions regulators usually ask the organizers of a new bankv.factors weighing on the decision to seek a new bank chartera.external factors1.level of economic activity2.growth of local economic activity3.the need for a new bank4.strength and character of local compet

6、ition in supplying financial servicesb.internal factors1.qualifications and contacts of the organizers2.management quality3.pledging of capital and funds to cover the cost of filing a charter application and getting underwayvi.volume and characteristics of new bank chartersa.numbers of new charters

7、b.characteristics of new charter marketsvii.how well do new banks perform?a.new bank financial performanceb.pro-competitive effects on service offerings and service pricingviii.establishing full-service branch offices: choosing locations and designing new branchesa.advantages of full-service branche

8、sb.trends in the design of new branchesc.desirable sites for new branchesd.expected rate of returne.geographic diversificationf.branch regulationg.the changing role of branchesh.in-store branchingix.establishing and monitoring automated limited-service facilitiesx.point-of-sale terminalsxi.automated

9、 tellers (atms)a.history of atmsb.atm servicesc.fee structures for atm usaged.customer service limitations of atmse.example of the atm capital-budgeting decisionxii.home and office online bankinga.telephone banking and call centers b.internet banking1.services provided through the internet2.challeng

10、es in providing internet services3.the net and customer privacy and securityxiii.financial service facilities of the futurexiv.summary of the chapterconcept checks4-1.why is the physical presence of a bank still important to many bank customers despite recent advances in long-distance communications

11、 technology?many customers still prefer the personal attention and personal service that contact with bank employees provides. moreover, for those services where problems can arise that require detailed information and explanation-for example, when a checking account is overdrawn and checks begin to

12、 bounce-the customer needs quick access and, often, the personal attention to his or her problem on the part of one or more employees.4-2. why is the creation (chartering) of new banks closely regulated? what about nonblank financial firms?the creation of new banks is regulated to insure the safety

13、and soundness of existing banks and to avoid excessive numbers of bank failures. the same arguments are usually made for non-bank financial firms. financial-service firms hold the publics savings, are the heart of the payment system and create money. the failure of these firms could disrupt the econ

14、omy and too many could mean in excessive growth in the money supply and inflation.4-3.what do you see as the principal benefits and costs of government regulation of the number of financial service charters issued?while control over the entry of new banks may reduce the number of failures, it also l

15、imits competition, so that the public may receive a smaller volume or lower quality of services at excessive prices.4-4.who charters new banks in the united states? new thrift institutions?new banks are chartered by the banking commissions of the individual states or, at the federal level, by the co

16、mptroller of the currency. thrift institutions are chartered by the states or at the federal level by the office of thrift supervision.4-5.what key role does the fdic play in the chartering process?the fdic exercises some control over state bank charter activity as well as federal charters because m

17、ost states insist that their new banks qualify for federal deposit insurance before they can open for business.4-6.what are the advantages of having a national bank charter? a state bank charter?the benefits of a national charter are:a.) it brings prestige due to stricter regulations and may help at

18、tract more customersb.) in times of trouble the technical assistance given may be better ensuring a better chance of long run survivalthe benefits of a state charter are:a.) it may be easier and less costly to get a state charterb.) the bank does not have to join the federal reserve and therefore av

19、oids buying and holding low yield stock of the federal reservec.) many states let a bank lend more to one borrowerd.) state chartered banks may be able to make types of loans that a nationally chartered bank cannot4-7.what kinds of information must the organizers of new national banks provide the co

20、mptroller of the currency in order to get a charter? why might this required information be important?the comptroller of the currency asks for information on the number of competing banks and bank-like institutions in the service area of the proposed bank. more competitive market situations limit th

21、e profit potential and perhaps the growth potential of a new bank. also requested is information about shopping centers, retail and wholesale business activity, recent population growth, traffic counts, and personal income levels - all viewed as indicators of potential demand for banking services in

22、 the service area of the proposed new bank. applicants must also provide background information on the organizers and proposed management of a new bank so the comptroller can decide if these people are qualified, law-abiding, and trustworthy to manage the public's funds as well as their own.4-8.

23、why do you think the organizers of a new financial firm are usually expected to put together and submit to the chartering authority a detailed business plan, including marketing, management, and financial components?this demonstrates to regulators that the organizers of the bank have the expertise,

24、experience and skills necessary to be successful in managing the new bank. if the organizers of a bank do not know where they are going, they are unlikely to be successful. in addition, it demonstrates whether the organizers of the new bank have a realistic picture of the community they are planning

25、 on serving and whether the organizers have a realistic view of the profit potential in the new bank.4-9.what are the key factors the organizers of a new financial firm should consider before deciding to seek a charter?while a variety of factors are examined by different business people interested i

26、n establishing a new bank, most look at some or all of the following factors.1.external factorsa.the level of local economic activity.b.growth of local economic activity.c.the need for a new bank.d.the strength and character of local competition in supplying financial services.2.internal factorsa.qu

27、alifications and contacts of the new bank's organizers.b.management quality.c.pledging of capital and funds to cover the cost of filing a charter application and begin operations.4-10.where are most new banks chartered in the united states?new charters tend to be concentrated in large urban area

28、s where expected rates of return on the organizers investments are likely to be the highest. as the population increases relative to the number of financial firms, the number of new charters increases. the success of local banks already in the area suggests that new financial firms would also be suc

29、cessful. places where the concentration ratio for new banks has increased tend to have fewer new bank charters.4-11. how well do most new banks perform for the public and for their owners?most new banks succeed, especially those whose organizers can bring in new deposits and loan accounts during the

30、 first year of the bank's operation. most are profitable within two to three years of opening. there is some evidence that newly charted banks are financially fragile and more prone to failure than existing banks. they appear to be more vulnerable to real estate crises than established banks. ne

31、w banks tend to under perform their competitors until they have been around for a while and new banks are more closely supervised than established banks.4-12.why is the establishment of new branch offices usually favored over the chartering of new financial firms as a vehicle for delivering financia

32、l services?the chartering of a new financing corporation is normally a lengthy and expensive process, requiring the completion of elaborate federal or state application forms, while the branch application process is normally far simpler and less costly. moreover, with the increase in the number of f

33、ailures in recent years regulatory-imposed capital requirements for new charters have increased substantially, while new branch offices usually carry significantly lower capital requirements. moreover, branch offices themselves are often much less elaborate and costly to build and maintain than are

34、the headquarters' facility of a new institution where some duplicate facilities can be eliminated (for example, checking processing, credit analysis, and records departments).4-13.what factors are often considered in evaluating possible sites for new branch offices?bankers first need to decide t

35、he goals and objectives of a new facility. often this means assessing whether the proposed new branch is aimed at selling one or more particular services, such as deposits or loans, and also deciding how closely correlated cash flows and returns from the new branch office may be with cash flows and

36、returns from the other facilities operated by the bank. if returns or cash flows through the proposed new institution are negatively correlated or display low positive correlation with the institution's other facilities, they may be able to lower the variance of its returns or cash flows by proc

37、eeding to establish the new office.other considerations revolve around the economic strength of the proposed branch office site-whether there is adequate traffic volume, large numbers of stores and shops, older or younger age populations who often require slightly different menus of services, recent

38、 area population growth, density and income, the occupational and residential makeup of the proposed new branch area, a large enough population to generate enough customers to breakeven and the number and size of facilities operated by competitors. generally, for branches designed to attract and hol

39、d deposits key factors to consider usually revolve around individual and family incomes, concentrations of retail stores and shops, older-than-average residents, and homeowners rather than renters. for branch facilities emphasizing credit services residential areas with substantial new construction

40、activity, heavy traffic flow, and high concentrations of stores and shopping centers are typically desirable for consumer and retail loan demand, while central city office locations are often chosen as locations for commercial loan facilities.4-14.what changes are occurring in the design of, and the

41、 roles played by, branch offices? please explain why these changes are occurring.bank branches are increasingly becoming selling platforms in which more and more fee-based services are attractively and prominently advertised in order to maximize the fee-income generating potential of each branch. mo

42、reover, branches are becoming increasingly automated to reduce personnel and other operating costs and improve speed, efficiency, and accuracy in handling a growing service volume. branch design has come to reflect these trends with automated facilities placed at easy access points, along with infor

43、mation booths to speedily direct customers to the service areas they need. human tellers may be placed deeper inside branch facilities so that customers must pass by other service departments and conspicuous advertising in order to encourage customers to become aware of and avail themselves of other

44、 bank services.4-15.what laws and regulations affect the creation of new bank and thrift branches and the closing of existing branches? what advantages and what problems can the closing of a branch office create?the opening of new branch offices must be approved by a bank's or thrifts principal

45、federal or state supervisor. closing a branch office has become much more complicated in recent years as the result of several new laws and regulations. for example, the fdic improvement act requires 90 days advance notice of branch closings to both customers and the principal supervisory agency and

46、 a posting on the branch site at least 30 days prior to closing. banks and thrifts must also make an "affirmative effort" to reach all segments of their communities without discrimination under the terms of the community reinvestment act which raises the danger of customer protests against

47、 closings if it appears the bank is under-serving certain groups of customers. finally, the community reinvestment act can be used as a vehicle to prevent u.s. banks and thrifts from branching expansion when they have a poor record of serving all segments of their communities.closing selected branch

48、 offices can reduce operating costs and divert resources from less profitable to more profitable uses. however, they risk alienating good customer relationships unless it can serve those same customers with its remaining facilities.4-16.what new and innovative sites have been selected for new branch

49、 offices in recent years? why have these sites been chosen by financial firms? do you have any ideas about other sites that you believe should be considered?rapid increases in new branches located in grocery stores, shopping centers, and inside other businesses and facilities where the public freque

50、ntly gathers have helped to reduce branch construction costs and promote cross-selling of goods and financial services. other branches have been opened in apartment complexes, senior citizen centers, and other customer-convenient locations as bankers come to realize they must adjust their service lo

51、cations and service hours to conform to customer needs in an intensely competitive financial-services environment.4-17.what are pos terminals and where are they usually located?point-of-sale terminals are set up to accommodate customer purchases of goods and services. these computer terminals normal

52、ly are located in retail stores, gasoline stations, and similar places with a link to the banks own computer records. when a customer of the bank makes a purchase, the amount of the transaction is deducted from the customer's deposit account and added to the store's account. because the cust

53、omer immediately loses funds many bank customers have been hesitant to use the service as opposed to paying by check or credit card where payment is delayed for a few days. however, this depends on whether the pos terminal is an offline or online terminal. an offline terminal accumulates all transac

54、tions until the end of the day when all transactions are subtracted from a customers account. this type of terminal is less costly for the bank to operate. an online terminal subtracts the transactions immediately from the customers account and reduces the chance of an overdraft occurring but is mor

55、e expensive for the bank to operate. consumer reluctance to use pos terminals appears to be fading and as fees for other services rise this reluctance will continue to disappear.4-18.what services do atms provide? what are the principal limitations of atms as a service provider? should atm carry fee

56、s? why?the earliest atms provided a convenient mechanism for cashing checks, making deposits, and verifying checking account balances, often at hours when the full-service branch offices were closed. today, atms frequently provide a wide menu of old and new services, including bill paying, transfer

57、of funds between accounts, and the purchase of tickets for travel and entertainment. most authorities expect atm usage to grow rapidly as these machines offer more services and as bankers increasingly move to restrict customer access to more costly human tellers and other bank personnel, often by ch

58、arging extra fees for personal service.atms do have some significant limitations that bankers will have to work to overcome. they break down and need to be replaced, sometimes quite frequently and annoyingly for customers, and as technology changes often become quickly outdated. customer activity around atms, particularly at night, has invited criminals to steal money and injure customers, sometimes creating liability for banks. moreover, not all customers make use of these facilities due to