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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.

Strategy and top-management

We understand consequently, that already it appears on the previous stage of consideration of essence and constituents of financial strategy of bank, that it is impossible to formalize logic of acceptance of financial decisions by the top-management of bank due to the exceptional orientation on quantitative indexes, and consequently - and to pay attention only to the financial factors of influencing in relation to acceptance of strategic decisions (such as registration rate and inflation rates, in particular). However, to cast aside influencing of quantitative financial factors can be dangerous; consequently in acceptance of eventual strategic decisions we need to find out balance of influencing of these factors and correlation. The table of contents of logic of transition from the strategic planning to the tactical decisions and to the financial planning is exposed by the following structural elements: determination and formulation of the system of aims; analysis of initial level of development for previous period; determination of volumes and pattern of requirements of market in the period of planning, in the results of functioning of the proper subsystems of the strategic planning; exposure of structure and volumes of present and accrued resources; concordance of resources and necessities in resources for the subsystems of a different level by overcoming of contradictions and disparities, ranging of necessities and preparation of administrative decisions in the form of prognoses, programs, plans and budgets. Exactly on this stage there is complex transition to the strategic financial planning, prognostication and development and realization of budgets.

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