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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 as a plan

A strategic plan contains the key trends of business activity, co-ordinates and focuses guidance at all levels. Includes at itself: general aims, developed on the basis of mission and transformed in the quantitative indexes of return of assets and investments, particle of market, place among the banks of the group, correlation of expenses / profits, rate growth of profits and others like that; SWOT-analysis on segments; strategies on every client segment; markets, products and channels; strategy for auxiliary subsections; operations and technologies; risks and control; human resources of the bank. Generally that annual strategy can be determined as a part of general bank's strategy. Comparison with the "group of analogues" is executed after different levels of measuring of activity (clients and markets (market particle in the cut-level analysis of separate segments, present and perspective client researches, even services); finances and risk (profitability of capital, profitability of assets, sufficient of capital, relation of charges to the profit, loss after credits, problem credits); processes (productivity and efficiency); human capitals (regular quantity - in number and high-quality, fluidity of shots, questioning of personnel). This measuring which meddles with general strategy is chosen the way, that if our strategy is directed on retail business, it is necessary to compare the indexes of growth exactly in the cut of retail clients, number of accounts, increase of particle of market). Comparison of own indexes with the indexes of other organizations which have similar processes and conduct a similar activity (assortment of products; closeness of network; market particle; percent of payments) enable to define advantages and failings: market (positioning and image; expectation of clients and proper quantitative indexes); assortment of products; multi-channel analysis; financial indicators. Possibilities and threats after such directions are also determined accordingly: macroeconomic environment; financial markets; level of competition.

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