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For junior-senior/MBA-level courses in Commercial Banking, Commercial Bank Management, Management of Financial Institutions, Financial Institutions and Markets. A market leader, this thoroughly revised text describes both the theory and practice of commercial banking from a financial-management perspective. Focusing on the dynamic and rapidly changing financial-services industry, it explores modern financial management decision-making and highlights the importance of adapting to change and creating value as the way for firms to succeed.
- Sales Rank: #7919833 in Books
- Published on: 1986-02-25
- Number of items: 1
- Binding: Hardcover
- 773 pages
From the Back Cover
This thoroughly revised text describes the theory and practice of commercial banking from a financial-management perspective. Focusing on the dynamic and rapidly changing financial-services industry, it explores modern financial management decision making and highlights the importance of adapting to change and creating value as the way for firms to succeed.
Major Enhancements to Commercial Bank Financial Management in the Financial-Services Industry include:
- New coverage of the latest changes in bank regulations, including the landmark Gramm-Leach-Bliley Act of 1999.
- Updated coverage of technology in banking, which stresses the role of e-money and e-banking in facilitating e-commerce.
- New and improved TRICK framework that enables students to understand the process of financial innovation and the driving forces of change in the financial-services industry.
- End-of-chapter questions, problems, mini-cases, and projects that test student comprehension and challenge research, writing, and analytical skills.
- Uses the theme of banks as factories that engage in information processing and deal making, capturing the essence of large, complex, banking organizations (LCBOs) such as Citigroup.
- More concise – This Sixth Edition is now 18 chapters, reduced from 20 chapters.
For more information on this and other Prentice Hall Finance texts, visit our Web site at www.prenhall.com/finance
About the Author
Joseph F. Sinkey, Jr. is Professor of Banking and Finance and holds the Edward W. Hiles Chair of Financial Institutions, Department of Banking and Finance, Terry College of Business, The University of Georgia, Athens, Georgia. He received his Ph.D. in economics from Boston College in 1971 and his B.A. in economics from St. Vincent College, Latrobe, Pennsylvania, in 1966. From 1971 to 1976, he was a financial economist with the Division of Research of the Federal Deposit Insurance Corporation, Washington, D.C. He joined the faculty of the University of Georgia in 1976 as an Associate Professor and there as Full Professor in 1983. From 1985 to 1992, he held the Georgia Bankers Association Chair of Banking.
Professor Sinkey has distinguished himself as a teacher, author, and researcher. He was recognized for superior teaching at The University of Georgia Honors Day in 1984 and 1985 and by the Georgia Finance Club in 1984. He is the author of several books: Commercial Bank Financial Management, published in 1983, 1986, 1989, 1992, 1998; Application of Classification Techniques in Business, Banking, and Finance, a coauthored research book published by JAI Press, Inc. in 1981; and Problem and Failed Institutions in the Commercial Banking Industry, a research book published by JAI Press, Inc. in 1979. Professor Sinkey has written numerous articles, chapters, book reviews, and op-ed pieces for various banking and finance publications and newspapers. He is an associate editor and the book review editor for the Journal of Banking and Finance, a former associate editor for the Journal of Financial Research, and an ad hoc reviewer for major banking, finance, and economics journals.
In addition to his teaching and research duties, Professor Sinkey has served as a consultant to industry and government, testified before the U.S. Senate, and been an expert witness in cases involving banking and financial matters. He has taught at various banking schools across the country including the School for Bank Administration, The Michigan Graduate School of Bank Management, The Management School of Bank Marketing, The School for Executive Development, and the Georgia Banking School. His international experience includes teaching, seminars, paper presentations, and speeches in Barcelona, Bratislava (Slovakia), Byblos (Lebanon), Istanbul, Jerusalem, London, Lyon, Melbourne, Montevideo, Oslo, Phnom Penh, Rome, Seoul, Taipei, Tours, and Vilnius (Lithuania).
Excerpt. © Reprinted by permission. All rights reserved.
The title of this book, Commercial Bank Financial Management in the Financial-Services Industry, captures its two major themes: First, the term financial management reflects the book's approach to bank management. It means that maximizing shareholder value is the key concept while judgments about risk-return trade-offs and risk management provide operational guide lines. This approach reflects modern corporate financial management as opposed to simply describing what banks do. Second, because banks operate in the financial-services industry (FSI) and not in the more narrowly defined banking industry, they must have an expansive view of "where they are going" and "how they are going to get there"—two questions that must dominate any company's strategic planning. A planning prerequisite is to know where the bank is today, especially in terms of its valuation, profitability, and capital adequacy. With declining franchise value in the traditional business of funding loans with deposits, banks must have strategic, technology-based visions of ways to add value to be competitive in the FSI of the twenty-first century.
Several centuries ago Heraclitus, the Greek philosopher, achieved literary immortality and aptly anticipated modern banking in the FSI when he said:
"All is flux, nothing stays still. Nothing endures but change."
The sources of flux in banking have been numerous and sometimes volatile as reflected by changes in interest rates, exchange rates, and commodity prices. The new and improved TRICK provides a framework for understanding the process of change and the diffusion of financial innovations. It (TRICK) stands for
- Transparency
- Risk exposure
- Information technology
- Competition for customers
- Kapital adequacy
The German spelling of capital gives TRICK its K(ick). Combined with rational self-interest, these driving forces of change generate financial innovation. Schematically,
TRICK + Rational Self-Interest => Financial Innovation
where rational self-interest refers to the pursuit of profitable investment opportunities. This model represents a framework for analyzing change and the important role of financial innovation in banking and the FSI. It also captures the notion of "first-mover advantages" in which innovative bankers strive to gain market share and enhance reputational capital rather than exploit cost advantages to charge monopoly prices.
One of the most important innovations in banking has been the development of tools for managing risk, a reaction to the volatility of the financial environment and the accompanying risk exposure—the R(isk) in TRICK. As a critical component of financial management, risk management is a major focus of this book. Risk management techniques range from traditional methods such as asset-liability management (ALM) and borrower credit analysis to more sophisticated off-balance sheet techniques such as the use of derivatives in the form of futures, forwards, options, and swaps for hedging, and the removal of risk through securitization. Derivatives are used mainly by the largest banks in the world but especially three giant U.S. financial or banking holding companies, namely J. E Morgan Chase, Citigroup, and Bank of America. Although interest rate and foreign-exchange swaps have been the dominant derivative contracts, credit derivatives have become the new kid on the trading block. Although they do not have the volume of swaps, they offer a new way of managing the oldest risk in banking—credit risk.
Securitization, which is the process of packaging loans for sale as securities, reflects one of the important "-izations" that is fundamentally changing banking and the FSI. Other important "-izations" include the globalization of world financial markets, which because of the domination of U.S. financial-services firms can, without too much exaggeration, be called Americanization; the institutionalization of savings into pension and mutual funds; the privatization of formerly state-owned enterprises; modernization in the form of new laws and regulations that eventually catch up with more rapidly changing market forces; and computerization, which has played a major role in the development of e-money, e-banking, and e-commerce.
The ability to adapt to change will determine who survives in the financial-services industry. For some large U.S. banks, adaptation in the early 1990s took the form of corporate restructurings including dividend cuts, reorganizations, and major charges against earnings for loan losses. Since then, major banks and their holding companies have been highly profitable, generated excess capital, and subsequently reduced their restructured capital positions by repurchasing common equity and by substituting more exotic hybrid securities (e.g., trust preferred stock) for common equity.
The consolidation trend in banking and the FSI, which traces to the early 1980s, accelerated during the mid to late 1990s. The high-water mark was the 1998 mega, cross-industry merger of Citicorp with Travelers Group to form Citigroup, a financial holding company in the true sense of the Gramm -Leach-Bliley (GLB) Act of 1999 (also known as Financial Services Modernization Act). This act is important because it removed the remaining outdated remnants of the Glass-Steagall Act of 1933. In addition, it mandates that if subsidiary banks of financial holding companies (FHCs) do not meet the standards of the Community Reinvestment Act (CRA), then their FHCs will be prohibited from expanding until they are met. The GLB Act also serves as a good example of the ongoing struggle between regulators and regulatees, formally known as the regulatory dialectic, which captures how thesis and antithesis clash and lead to an evolving synthesis. The synthesis becomes a new thesis and the struggle model ensures that restricted players always strive to circumvent regulatory prohibitions.
The GLB Act of 1999 also opened the door to bancassurance, which is the European business model for combining banking and insurance. These financial services, having been commingled in Europe for years, are just taking root in the United States. As of this writing, U.S. banking companies are not so much interested in underwriting insurance as they are in agencies to sell it and generate fee income.
Corporate restructurings and mergers are designed to make firms into "lean, mean fighting machines"; corpulent banks will go the way of the dinosaur or be gobbled up by competitors. Nevertheless, some consumers worry that consolidation will lead to a single monopoly bank or that large banks will dominate the financial landscape and only cater to wealthy clients. Banks that take on too much risk and miscalculate their downside vulnerability will find that market forces and "prompt corrective action" by regulators (as required by the FDIC Improvement Act of 1991) will prevent them from becoming "zombies." Also, banks that sell their products without proper disclosure, whether they be mutual funds sold to consumers, derivatives products sold to corporate clients, or loans made to subprime borrowers, will find limitations on caveat emptor or let the buyer beware. Both the marketplace and investors mandate transparency, the T in TRICK. Such transparency mandates full and prompt disclosure to maintain a firm's reputational capital.
Bank regulators demand, as they always have, that banks and their holding companies have adequacy capital or kapital adequacy, the K in TRICK. Federal safety net managers focus on a bank's safety and soundness as captured by the notion of capital adequacy. Of course, for banking organizations with publicly traded equity and debt, investors and creditors provide market discipline. However, for the 7,000 or so commercial banks that are local institutions or community banks, regulatory discipline still has an important role to play in monitoring bank behavior by ensuring that transparency, in the form of adequate disclosure, and equal opportunity exist.
Information technology, the I in TRICK, is dramatically changing the products and delivery systems of banking. E-money, e-banking, and ecommerce have come to the forefront allowing banks to reach customers through branchless banking using various e-devices, the most important of which is the Internet. Although some new banks are pure Internet firms or e-banks, most large banks offer both traditional and electronic delivery of financial services. In contrast, some community banks are simply traditional, local institutions, albeit with a homepage.
It is easy to see how the components of TRICK—transparency, risk, information technology, competition for customers, and kapital adequacy—are shaping the FSI and stimulating financial innovation.
This book deals with the financial management of commercial banks in this rapidly changing environment. It describes commercial banking from a finance perspective and applies principles of financial management to it. Because of the dramatic changes occurring in the FSI, a value-added approach is crucial today. To be successful, bank managers must be able to respond quickly and rationally to these changes. From a traditional perspective, banks act as intermediaries in the allocation of financial resources; a modern perspective treats them as factories engaged in information processing and deal making.
The theory and practice of financial management provide a framework that highlights the importance of making decisions that add value creators and eliminate value destroyers. Banks that achieve these objectives will not go the way of the dinosaurs.
THEMES AND STRUCTURE OF THE SIXTH EDITION
Just as downsizing has affected the corporate world, it has influenced the size of the sixth edition. Down from 20 chapters to 18, the book is slimmer and more efficient. Following three introductory chapters, which provide a comprehensive view of the forces of change in the FSI, the book continues in 5 parts and 15 chapters:
- Bank Financial Statements, Risks, and Valuation (Chapters 4-6)
- The Big Picture: Strategic Planning, Risk Management, Asset-Liability Management, and Capital Adequacy (Chapters 7-9)
- Credit Risk: Traditional and Innovative Methods for Managing the Lending Function (Chapters 10-12)
- The Liquidity, Operating, and Foreign-Exchange Risks of Banking and Securitization (Chapters 13-15)
- The Roles of Regulation, Deposit Insurance, and Ethics in Shaping Banking and the Financial-Services Industry (Chapters 16-18)
In the spirit of David Letterman's Top 10 list and as a device for keeping the description of changes and themes manageable, consider the following 10 items for the sixth edition of this book:
10. Fewer chapters designed to be more user friendly but still include the standard pedagogical devices of the previous edition—learning objectives, a chapter theme, and lists of key concepts, words, and acronyms at the end of each chapter.
9. An acronym glossary to make the arcane world of ALM, LIBOR, CAMEL(S), FDIC, LCBO, BHC, and FHC less confusing, and author and subject indexes to make it easy to find who, what, where, and when.
8. New end-of-chapter questions and problems to test learning comprehension and challenge research, writing, and analytical skills.
7. Updated examples, boxed material, and mini cases that provide interesting illustrations of bank financial management in the real world of the FSI and cover the latest developments as exemplified by subprime lending, bancassurance, and the Basel capital requirement for operational risk.
6. An interweaving throughout the book of the critical role that financial innovation and risk management play in bank financial management. The latter is captured by the idea of a comprehensive measure of a bank's capital adequacy that encompasses all of a bank's risk exposures, including credit risk, interest rate risk, liquidity risk, foreign-exchange risk, sensitivity to market risk, and operational risk; the former is reflected in the forces of change that stimulate innovations as captured by TRICK.
5. A substantially revised chapter on technology in banking with emphasis on e-money, e-banking, and e-commerce.
4. Understanding that maximizing shareholder value requires bankers to develop strategic plans and policies, risk management techniques, and corporate checks and balances that are designed to add value creators and eliminate value destroyers.
3. An expanded analysis and description of the role of bank regulation, deposit insurance, the federal safety net, and the role of ethics in banking and the FSI.
2. A new, improved TRICK framework for understanding the process of financial innovation and the important role of rational self-interest.
1. Viewing modern banks as factories that engage in information processing and deal making highlights the latest technological and regulatory developments as captured, respectively, by the Internet and Internet banking and by the removal of the Glass-Steagall Act of 1933 by the Gramm-Leach-Bliley Act of 1999.
This book is designed for both academic and practitioner markets and for anyone interested in the financial management of commercial banks in the financial-services industry. As a college textbook, upper-division undergraduates and MBA students are the intended audiences. In addition to bank management courses, the book can be used in courses dealing with the management of financial institutions. Ph.D. students and practitioners will find the book to be both a good background text and a useful reference.
AUXILIARY TEACHING MATERIALS
The Instructor's Manual and Test Bank that accompanies this book has answers to the end-of-chapter questions and problems and a comprehensive test bank of objective and other questions. In addition, it contains chapter outlines, pedagogical suggestions, and updated chapter information if available. For adopters of the book, a set of lecture notes, in the form of PowerPoint® slides, is available.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Not an easy read.
By todd swanson
This book is not an easy read, but that's because it's a college level textbook and this stuff is not easy to understand. That being said, I think the banks have tried their best to obfuscate the truth. But as they say, the truth is out there.
14 of 15 people found the following review helpful.
Commercial Bank Financial Management
By A Customer
Commercial Bank Financial Management is considered as an informative and a comprehensive guide for both experts in the field and novice alike. Although it is a good read, I find the content of the book is a little bit out-of-date. There is not enough information on electronic banking persective as it is very important in today's banking world.
0 of 0 people found the following review helpful.
Not well written
By J.Ilog
The review by todd swanson (February 13, 2013) kind of sums up my feelings on the book.
I used this text in a banking course to fulfill a finance elective requirement for my MBA.
It was confusing to read and I had to use the other course text in order to complete my assignments.
See all 3 customer reviews...
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