商业银行管理ROSEe课后答案chapter.docx

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商业银行管理ROSEe课后答案chapter

CHAPTER4

CREATINGANDMANAGINGSERVICEOUTLETS:

NEWCHARTERS,BRANCHES,ANDELECTRONICFACILITIES

GoalofThisChapter:

ThepurposeofthischapteristolearnhownewbanksarecharteredbystateandfederalauthoritiesintheUnitedStates,todeterminewhatmakesagoodsiteforanewbranchoffice,torecognizehowtheroleofbranchofficesischanging,andtoexploretheadvantagesanddisadvantagesofautomatedbankingfacilities.

KeyTopicsinThisChapter

CharteringNewFinancialServiceInstitutions

PerformanceofNewBanks

EstablishingFullServiceBranches

In-StoreBranching

EstablishingLimitedServiceFacilities

ATMsandTelephoneCenters

TheInternetandOnlineBanking

ChapterOutline

I.Introduction

A.TheImportanceofConvenienceandTimelyAccesstoCustomers

B.ServiceOptionsAvailableToday

1.CharteringNew（DeNovo）FinancialInstitutions

2.EstablishingNewFull-ServiceBranches

3.SettingUpLimited-ServiceFacilities

II.CharteringaNewBankorOtherFinancialServiceInstitutions

III.TheBankCharteringProcessintheUnitedStates

A.TheCharteringAuthoritiesintheU.S.

B.BenefitsofApplyingforaNationalCharter

C.BenefitsofApplyingforaStateCharter

IV.QuestionsRegulatorsUsuallyAsktheOrganizersofaNewBank

V.FactorsWeighingontheDecisiontoSeekaNewBankCharter

A.ExternalFactors

1.LevelofEconomicActivity

2.GrowthofLocalEconomicActivity

3.TheNeedforaNewBank

4.StrengthandCharacterofLocalCompetitioninSupplyingFinancialServices

B.InternalFactors

1.QualificationsandContactsoftheOrganizers

2.ManagementQuality

3.PledgingofCapitalandFundstoCovertheCostofFilingaCharterApplicationandGettingUnderway

VI.VolumeandCharacteristicsofNewBankCharters

A.NumbersofNewCharters

B.CharacteristicsofNewCharterMarkets

VII.HowWellDoNewBanksPerform?

A.NewBankFinancialPerformance

B.Pro-CompetitiveEffectsonServiceOfferingsandServicePricing

VIII.EstablishingFull-ServiceBranchOffices:

ChoosingLocationsandDesigningNewBranches

A.AdvantagesofFull-ServiceBranches

B.TrendsintheDesignofNewBranches

C.DesirableSitesforNewBranches

D.ExpectedRateofReturn

E.GeographicDiversification

F.BranchRegulation

G.TheChangingRoleofBranches

H.In-StoreBranching

IX.EstablishingandMonitoringAutomatedLimited-ServiceFacilities

X.Point-of-SaleTerminals

XI.AutomatedTellers（ATMs）

A.HistoryofATMs

B.ATMServices

C.FeeStructuresforATMUsage

D.CustomerServiceLimitationsofATMs

E.ExampleoftheATMCapital-BudgetingDecision

XII.HomeandOfficeOnlineBanking

A.TelephoneBankingandCallCenters

B.InternetBanking

1.ServicesProvidedThroughtheInternet

2.ChallengesinProvidingInternetServices

3.TheNetandCustomerPrivacyandSecurity

XIII.FinancialServiceFacilitiesoftheFuture

XIV.SummaryoftheChapter

ConceptChecks

4-1.Whyisthephysicalpresenceofabankstillimportanttomanybankcustomersdespiterecentadvancesinlong-distancecommunicationstechnology?

Manycustomersstillpreferthepersonalattentionandpersonalservicethatcontactwithbankemployeesprovides.Moreover,forthoseserviceswhereproblemscanarisethatrequiredetailedinformationandexplanation-forexample,whenacheckingaccountisoverdrawnandchecksbegintobounce-thecustomerneedsquickaccessand,often,thepersonalattentiontohisorherproblemonthepartofoneormoreemployees.

4-2.Whyisthecreation（chartering）ofnewbankscloselyregulated?

Whataboutnonblankfinancialfirms?

Thecreationofnewbanksisregulatedtoinsurethesafetyandsoundnessofexistingbanksandtoavoidexcessivenumbersofbankfailures.Thesameargumentsareusuallymadefornon-bankfinancialfirms.Financial-Servicefirmsholdthepublic’ssavings,aretheheartofthepaymentsystemandcreatemoney.Thefailureofthesefirmscoulddisrupttheeconomyandtoomanycouldmeaninexcessivegrowthinthemoneysupplyandinflation.

4-3.Whatdoyouseeastheprincipalbenefitsandcostsofgovernmentregulationofthenumberoffinancialservicechartersissued?

Whilecontrolovertheentryofnewbanksmayreducethenumberoffailures,italsolimitscompetition,sothatthepublicmayreceiveasmallervolumeorlowerqualityofservicesatexcessiveprices.

4-4.WhochartersnewbanksintheUnitedStates?

Newthriftinstitutions?

Newbanksarecharteredbythebankingcommissionsoftheindividualstatesor,atthefederallevel,bytheComptrolleroftheCurrency.ThriftinstitutionsarecharteredbythestatesoratthefederallevelbytheOfficeofThriftSupervision.

4-5.WhatkeyroledoestheFDICplayinthecharteringprocess?

TheFDICexercisessomecontroloverstatebankcharteractivityaswellasfederalchartersbecausemoststatesinsistthattheirnewbanksqualifyforfederaldepositinsurancebeforetheycanopenforbusiness.

4-6.Whataretheadvantagesofhavinganationalbankcharter?

Astatebankcharter?

Thebenefitsofanationalcharterare:

a.）Itbringsprestigeduetostricterregulationsandmayhelpattractmorecustomers

b.）Intimesoftroublethetechnicalassistancegivenmaybebetterensuringabetterchanceoflongrunsurvival

Thebenefitsofastatecharterare:

a.）Itmaybeeasierandlesscostlytogetastatecharter

b.）ThebankdoesnothavetojointheFederalReserveandthereforeavoidsbuyingandholdinglowyieldstockoftheFederalReserve

c.）Manystatesletabanklendmoretooneborrower

d.）Statecharteredbanksmaybeabletomaketypesofloansthatanationallycharteredbankcannot

4-7.WhatkindsofinformationmusttheorganizersofnewnationalbanksprovidetheComptrolleroftheCurrencyinordertogetacharter?

Whymightthisrequiredinformationbeimportant?

TheComptrolleroftheCurrencyasksforinformationonthenumberofcompetingbanksandbank-likeinstitutionsintheserviceareaoftheproposedbank.Morecompetitivemarketsituationslimittheprofitpotentialandperhapsthegrowthpotentialofanewbank.Alsorequestedisinformationaboutshoppingcenters,retailandwholesalebusinessactivity,recentpopulationgrowth,trafficcounts,andpersonalincomelevels-allviewedasindicatorsofpotentialdemandforbankingservicesintheserviceareaoftheproposednewbank.ApplicantsmustalsoprovidebackgroundinformationontheorganizersandproposedmanagementofanewbanksotheComptrollercandecideifthesepeoplearequalified,law-abiding,andtrustworthytomanagethepublic'sfundsaswellastheirown.

4-8.Whydoyouthinktheorganizersofanewfinancialfirmareusuallyexpectedtoputtogetherandsubmittothecharteringauthorityadetailedbusinessplan,includingmarketing,management,andfinancialcomponents?

Thisdemonstratestoregulatorsthattheorganizersofthebankhavetheexpertise,experienceandskillsnecessarytobesuccessfulinmanagingthenewbank.Iftheorganizersofabankdonotknowwheretheyaregoing,theyareunlikelytobesuccessful.Inaddition,itdemonstrateswhethertheorganizersofthenewbankhavearealisticpictureofthecommunitytheyareplanningonservingandwhethertheorganizershavearealisticviewoftheprofitpotentialinthenewbank.

4-9.Whatarethekeyfactorstheorganizersofanewfinancialfirmshouldconsiderbeforedecidingtoseekacharter?

Whileavarietyoffactorsareexaminedbydifferentbusinesspeopleinterestedinestablishinganewbank,mostlookatsomeorallofthefollowingfactors.

1.ExternalFactors

a.Theleveloflocaleconomicactivity.

b.Growthoflocaleconomicactivity.

c.Theneedforanewbank.

d.Thestrengthandcharacteroflocalcompetitioninsupplyingfinancialservices.

2.InternalFactors

a.Qualificationsandcontactsofthenewbank'sorganizers.

b.Managementquality.

c.Pledgingofcapitalandfundstocoverthecostoffilingacharterapplicationandbeginoperations.

4-10.WherearemostnewbankscharteredintheUnitedStates?

Newcharterstendtobeconcentratedinlargeurbanareaswhereexpectedratesofreturnontheorganizersinvestmentsarelikelytobethehighest.Asthepopulationincreasesrelativetothenumberoffinancialfirms,thenumberofnewchartersincreases.Thesuccessoflocalbanksalreadyintheareasuggeststhatnewfinancialfirmswouldalsobesuccessful.Placeswheretheconcentrationratiofornewbankshasincreasedtendtohavefewernewbankcharters.

4-11.Howwelldomostnewbanksperformforthepublicandfortheirowners?

Mostnewbankssucceed,especiallythosewhoseorganizerscanbringinnewdepositsandloanaccountsduringthefirstyearofthebank'soperation.Mostareprofitablewithintwotothreeyearsofopening.Thereissomeevidencethatnewlychartedbanksarefinancially‘fragile’andmorepronetofailurethanexistingbanks.Theyappeartobemorevulnerabletorealestatecrisesthanestablishedbanks.Newbankstendtounderperformtheircompetitorsuntiltheyhavebeenaroundforawhileandnewbanksaremorecloselysupervisedthanestablishedbanks.

4-12.Whyistheestablishmentofnewbranchofficesusuallyfavoredoverthecharteringofnewfinancialfirmsasavehiclefordeliveringfinancialservices?

Thecharteringofanewfinancingcorporationisnormallyalengthyandexpensiveprocess,requiringthecompletionofelaboratefederalorstateapplicationforms,whilethebranchapplicationprocessisnormallyfarsimplerandlesscostly.Moreover,withtheincreaseinthenumberoffailuresinrecentyearsregulatory-imposedcapitalrequirementsfornewchartershaveincreasedsubstantially,whilenewbran