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At the beginning 70th of the ХХ century base definition by Chandler was modified by K. Andrewwho added item authentication of four constituents: market possibility of firm; general competence and resources of firm; own values and aspirations of firm; confirmed obligations to the society.

Strategy of financing as type of activity «includes determination of aims of the use of financial resources and capital, methods of financing, sentinel descriptions, levers and receptions of traffic control of financial resources and capital, determination of «strategic set» (how the structures of specific financial strategies are), and also financial planning and development of the special plans.

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Market transformations of the modern economy enable speaking about the necessity of high-quality and quantitative changes in approaches to forming not only short-term aims and plans of conduct of business (especially in the bank), but also about perfection of methods of the strategic planning, update of approaches of domestic banks to forming of financial strategy as fundamental principle.

Like methods which lean against the exceptional observance of the planned indexes and conservative approach to the financial management of bank, adequate answers are not given for the reality of the banks’ market, especially towards expectations of users and actions of competitors.

Above all things, it is necessary to define what a financial strategy as a concept is. On that score specialists-economists and leading theorists of strategic and financial management express different opinions; thus determinations mostly are mutually determined or complement the point of view of other researchers, although there are the exceptions.

Hierarchy of strategic aims

Construction of hierarchy of aims, which have measuring, terms and responsible persons, is the important constituent of forming of financial strategy. The division by financial and non-financial goals is thus executed. Financial goals for the bank are: an income which includes profits, charges, net income, indexes of return; a market particle is the volumes of assets, passive voices; the risks are backlogs, capital, liquidity. Non-financial goals for the bank include: amount of territorial bank separations, branches, ATMs; time of work of separate branches; level of satisfaction of clients; amount of clients per one VIP-manager, operation-manager; time of conducting of operation (time of one customer service); amount of complaints and other factors like the listed above. In a general view the hierarchy of aims includes itself general aims of bank; aims of businesses and branches; aims of subsections; personal aims of employees. It is important to define intercommunication between financial and non-financial bank's goals. This is performed to rise up the level of the personal responsibility for achievement of aims at different levels; to select the centers of responsibility in the structure of bank. In such a way the level of strategic aims can be improved.

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