Description
A highly dynamic market, changing client demands, fierce competition, the necessity of
strict control and risk management are only some of the characteristics of the business
environment where modern banks conduct their operations.
Application of Business
Intelligence in the Banking
Industry
Bogdan Ubiparipovi?
Emina ?urkovi?
Article Info:
Management Information Systems,
Vol. 6 (2011), No. 4,
pp. 023-030
Received 18 February 2011
Accepted 28 September 2011
UDC 005.94:336.71 ; 659.23
Summary
A highly dynamic market, changing client demands, fierce competition, the necessity of
strict control and risk management are only some of the characteristics of the business
environment where modern banks conduct their operations. Better management and
better decision-making process make the difference between the successful and the
unsuccessful on the market with these characteristics.
Business intelligence solutions for banks should provide the decision makers from all
business segments of a bank with the ability to manage and exploit information
resources, in order to solve the problems and make timely and high-quality decisions.
Business intelligence systems in banks must be comprehensive and yet simple for the
end user. Business intelligence covers many areas of the bank, and among the most
important are: Customer Relationship Management (CRM), Performance Management
(PM), Risk Management (RM), Asset and Liability Management (ALM), and
Compliance. Data warehouse and online analytical processes (OLAP) form the
informational basis for the application of business intelligence.
Data mining and knowledge retrieval are also important segments of business
intelligence and deal with complex statistical analysis, discovering „hidden’’
relationships between data and forecasting the behaviour trends of business systems.
Keywords
business intelligence, performance management, asset and liability management
1. Introduction
Modern banks must respond to challenges such as
process automation, increased client expectations,
aggressive competition, mergers and acquisitions,
new product development and market
segmentation. At the same time, banks must also
manage risks and harmonise their business
operations with the growing national and
international regulations, such as IAS, AML,
BASEL II etc. Management comes down to
decision making, and decisions must be timely,
efficient and based on accurate and reliable
information derived from data. Banks record large
amounts of data daily; data are recorded for all
clients on their personal, psycho-social, property
and financial features, as well as all their accounts,
transactions per account, credit liabilities etc. This
data is generated in the bank’s basic information
system and stored in transactional databases.
Experience has shown that transactional databases
are a rich information source that can be used for
enhancing the business of any company, especially
a bank, due to the above mentioned facts about the
availability of large amounts of data. It became
clear a long time ago that banks have a lot of data
but little information, and very little knowledge on
many aspects of their operations. Transactional
databases, however, are enormous.
Let us suppose that bank management wants to
establish the characteristics of clients that have
been insolvent in the past. Such information can
usually be requested from IT personnel at the
bank, who, in such cases, must spend a
considerable amount of time to produce the
requested report, on top of their regular workload.
By the time the report reaches the manager’s desk,
it may be too late for decision making. (Infosistem,
n.d.)
The development of information and
communication technologies (ICT) provides
successful solution to the above mentioned
problems. A large subset of business information
and knowledge management, and the first step
towards a learning organisation is a set of methods,
tools and applications denoted by the blanket term
“business intelligence“ (BI). Nowadays, BI is
regarded as a separate discipline encompassing
elements of information technology, strategy,
managerial accounting, corporate analysis and
marketing. It enables gathering, analysing,
disseminating and acting based on the business
information, aimed at facilitating the resolution of
management problems and making the best
business decisions (Balaban & Risti?, 2006). A
business intelligence system does not exist as a final
product; its producers offer technological
platforms and knowledge for their implementation.
24
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Management
Vol. 6, 4/2011, p
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Application of Business Intelligence in the Banking Industry
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
25
? Channel effectiveness: enables the identification
and analysis of various channels for
communication with clients and delivery of
products through these channels;
? Campaign management: the main objective is to
analyse and compare the effects of marketing
campaign on the increase in client numbers,
increase in the numbers and level sold products,
earnings, etc.
Bank asset and liability management (ALM) is a
process of managing a bank’s liabilities and
receivables, aimed at establishing profit and risk
balance, establishing a relation between the
liabilities and receivables, and controlling the
impact of risk on the bank’s operations and
financial results. Business intelligence solutions for
ALM should enable generating a complete set of
internal reports – starting from balance sheets,
liquidity analysis and cash flow, down to maturity
and interest rate structure. In addition to these,
they also include income structure analyses and
analyses of long-term syndicated loan agreement
analyses.
Risk management is a process in which a bank
methodologically manages all the risk processing
phases (identification, analysis, measurement,
control and reporting) posing a threat to the
achievement of its goals and individual business
activities, so that the achieved risk level should not
endanger the bank’s safe and stable operation.
Some of the risks faced by banks include credit
risks, market risks, interest rate risks, foreign
change risks, liquidity risks, operational risks,
reputational risks, etc.
Credit risk is defined as the possibility that the
client will not repay the loan taken from the bank
within the terms agreed by contract. This risk can
be defined more broadly – as a probability that the
bank’s credit portfolio will lose its value. The
purpose of banking risk analysis solutions is to
enable analysing credit risk analysis depending on
how loan losses affect variations in the bank’s
profit. They include credit risk analysis, credit risk
assessment and credit risk mitigation assessment.
The solution should offer the possibility for setting
measures for risk mitigation, i.e. identification of
market segments, portfolio segments, transactions
and clients. It also warns about the need for
changing the limit, activating instruments for
protection against risks and/or changing the
strategic orientation in a market segment, a client, a
business process or a product.
Some of the characteristic types of analysis BI
solutions for credit risk management support
should offer include (?iri? & Mir?eti?, 2008):
? Collections Analysis
? Credit Risk Assessment
? Credit Risk Mitigation Assessment
? Customer Credit Risk Profile
? Debt Restructure Analysis
? Involved Party Exposure
? Non Performing Loan Analysis
? Outstanding Analysis
? Portfolio Credit Exposure
? Security Analysis
Within their performance management tasks,
managers monitor key business performance
indicators through scorecard reports, used for
continuous monitoring of the current balance with
defined objectives. Scorecarding support solutions
should provide users (notably managers) with rapid
and efficient access to scorecards showing the key
performance indicator values, alert them when
these values exceed the allowed limits, and facilitate
drill-down. In addition to the above mentioned
reporting system, meeting performance
management methodology requirements also
requires providing an infrastructure to support the
planning and budgeting process. This means that
the system should support the possibility of
defining the target values across of all dimensions
of business operations (clients, products and
organisational units), considering the time
dimension (Mossimann & Conelly, 2007).
3. Business Intelligence System for
Support to ALM Concept
3.1. The ALM Concept
In order to cope with the challenges of the market
and competition successfully, a bank creates
various strategies and methodologies, including a
contemporary approach to managing the bank’s
assets and liabilities, in the form of the ALM
concept. Rapid changes on the financial market
cause rapid changes in the bank’s balance sheet
assets and liabilities, and their exposure to various
risks, such as credit risk, foreign exchange risk and
interest rate risk. For the purpose of protection and
more efficient risk managements, banks opt for an
integrated approach to managing the entire on-
balance and off-balance structure. This creates
conditions for linking projected risks to the
coverage of high risks. Within the application of
the ALM concept, bank management is obliged to
Bogdan Ubiparipovi?, Emina ?urkovi?
26
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
monitor daily changes in the structure of assets and
liabilities, and limit the risks to which the bank is
exposed. The fundamental task of the ALM
concept is to establish the correlation between the
risk and profitability of individual bank
transactions. This is a method of preventing high
risks, which can lead to losses in banks.
Introduction and application of the ALM
concepts creates more flexible banking structures,
capable of faster adaptation to all possible changes
on the financial market. Hence, the function of the
ALM concept is based on the requirement for
providing satisfactory profitability levels in banks,
efficient asset liability management, and control
over the banking risk management (Vunjak &
Kova?evi?, 2006).
3.2. Risk Management Within the ALM
Concept
The purpose of risk management is to enable the
bank to monitor and control the sizes and
concentrations of risks resulting from its activities.
The risk management process is conducted in
several interconnected stages: risk exposure
identification, risk evaluation and assessment, risk
control, risk financing and risk management. The
risk management process implies identifying and
analysing all risks within the bank, defining
appropriate risk limits, and monitoring risk limits
via contemporary information systems in a
controlled manner. (Boulier & Chambron, n.d.)
The application of the ALM concept requires
the top management to continuously modify and
enhance the risk management system, notably in
the following banking risks:
? Market risks (interest rate change risk, currency
risk i.e. exchange rate risk and capital market
risks);
? Liquidity risks;
? Credit risks;
? Financial derivatives transactions risks; and
? Business, legal and financial risks.
Market risks stem from the risk of loss resulting
from unfavourable changes on the financial market
where the bank participates. The bank’s exposure
to market risk stems from fluctuations in interest
rates and exchange rate courses on various markets
where the bank participates. The key market risk
management elements are (1) setting limits for loss
rates and (2) setting limits for maximum risk
exposure.
Banks are exposed to interest rate risk when the
relationship between loan maturity dates and
changes in exchange rates are not coordinated. To
lower the level of a bank’s exposure to interest rate
risk, it is necessary to monitor constantly the
positions of interest rate risks and the adopted
short-term risk limits. Interest rate risk is
monitored by using two types of analysis: gap
analysis and sensitivity analysis. Gap analysis
identifies mismatches between interest rates,
whereas sensitivity analysis measures the impact of
changes in return on the bank’s assets and
liabilities. Interest rate management requires good
monitoring related to the structure of instrument,
on both assets and liabilities side of the bank’s
balance sheet. This approach groups the interest-
sensitive segments of assets and liabilities that are
more or less exposed to risk, so that the bank
management can calculate the size of disparity for
each maturity group.
Currency risk or exchange rate risk occurs in
cases of changes in foreign currency exchange
rates. Contemporary banking is characterised by
growing foreign exchange risk, caused by the
growing involvement of banks in foreign exchange
transactions dominated by floating exchange rates.
It is for this reason that the ALM concept should
follow the foreign exchange risk, depending on
whether the currency has appreciated or
depreciated, i.e. whether the bank’s balance sheet in
this currency is positive or negative.
Credit risk is the basic risk encountered by
banks in their business operations. It occurs when
the debtors are unable to repay loans with the
interest due on their maturity date. ALM is used by
the top management so that the bank can complete
the approval procedure, monitor and control the
credit risk.
The past experience from developing countries
indicates that banks can efficiently manage credit
risk by:
? Using limits (risky to total assets ratio, cash to
total assets ratio, capital reserve ratio);
? Rigorous selection of loan applications;
? Diversification of asset loan placements;
? Security instruments.
The correlation between the credit risk and the
ALM concept also occurs when negotiating interest
rates for approved loans.
Business risk may result from a whole range of
factors, such as irregularly documented
transatctions, inappropriate business and
information procedures, flaws in information
technologies, or human error. The application of
ALM concept enables internal revision and internal
audit and thus managing the potential business
risks.
Application of Business Intelligence in the Banking Industry
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
27
Liquidity is one of the fundamental principles
of doing business in banking and denotes the
bank’s ability to meet its current financial
obligations continuously. The essence of liquidity is
manifested in disposal of liquid assets, meaning
that the bank can, at any given moment, meet its
current due liabilities to depositors ad creditors.
Liquidity risk is the risk from the occurrence of
adverse effects on the bank’s financial performance
and capital due to the bank’s inability to meet its
due obligations. Contemporary bank management
in the ALM concept approaches the position of
bank liquidity from the structural aspect: the assets
are classfied into liquid and non-liquid, and
liabilites into varialbe and fixed, with the aim to
identify the bank’s possible liquidity requirements
and level of it liquid resources. Liquidity risk
management is one of the bank’s key activities in
its regular day-to-day operation and maintaining
overal stability.
3.3. Information Support to the ALM Concept
Bearing in mind the above described range
encompassed by the ALM concept, it can be
infrerred that the success and efficiency of the
modern asset and liability concept stems from the
following preconditions:
? that the bank has good monitoring of its on-
balance and off-balance items, and
? that the bank management assesses
continuously whether the achieved value of
items on the asset and liability sides shows
dicrepancies from the expected value, and
adjusts these discrepancies towards the
expected values accordingly.
Both prerequisites imply a developed
management information system in the bank,
without which it would be impossible to
implement the ALM concept. The decision-making
process within the ALM concept is based on a
large amount of high-quality, reliable data,
translated into useful information by means of
certain analytic processes. The data generated in
the bank’s basic information system are inadequate,
as they are not in a form necessary for complex
reports required by the application of the ALM
concept. For instance, a bank that wishes to
manage its liquidity position efficiently and
effectively throughout the year should provide for
a projection of data for the forthcoming period
within its annual operative business plan.
Projections generate data on the planned known
and unknown capital inflow and outlow by volume
and structure in the bank’s planned liquidity
position. The data on the known inflows and
outflow exist within the bank and must be regularly
updated with new changes. As for the unknown
inflows and outflows, the bank should make a
projection of these changes in the forthcoming
period (?ur?i?, 1999).
The above mentioned projections, together
with other required data, are provided at the BI
system level, more precisely, in the above
mentioned analytic database. These data are
gathered and organised so as to be readily available
and enable the management and the staff to use
them quickly and simply for the needs of a large
number of analyses required by the ALM concept
itself. The analytic database also serves as the
source data fed to special applications –
Application Solution Templates (ASTs), built
specially for individual areas. The most common
examples of these “smart” applications are ALM
applications, designed based on complex financial
and mathematic models.
In most cases, ALM software solutions provide
for the following activities:
? Portfolio evaluation;
? Cash flow analysis, interest rate income analysis
and fund transfer pricing analysis;
? Liquidity analysis;
? Calculating capital requirements for market risk,
etc.
Portfolio analysis enables calculating portfolio
value on the evaluation date, taking into account
the terms and conditions of contracts from
portfolio items, for current and/or scenario-
simulated interest values, currency exchange rates
and liquidity flows. The basis for calculation is the
total cash flow of all items comprising the porfolio
until their final maturity date, within the period we
wish to analyse.
Portfolio evaluation provides information such
as:
? The current nominal value of all capital and
interest flows in the portfolio, under the
contract terms and conditions currently in
force;
? The current discounted net value of all capital
and interest flows in the portfolio, under the
contract terms and conditions currently in
force, as shown by the reference interest rate
curve;
? The value of capital, income and expenditure
compared to planned amounts;
28
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Management
Vol. 6, 4/2011, p
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29
Bogdan Ubiparipovi?, Emina ?urkovi?
30
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
classical banking queries, such as, “How many
outstanding loans are and what is their total
value?”
? Analyses meet the demands of far more
complex queries (related to time, clients,
products, distribution channels etc.), for
instance, “What is the percentage of change in
loan levels, compared with the same period last
year, for each of the top 5 products, for each of
top 10 clients?”
? Scorecard tables enable content-based and
visual monitoring of key performance
indicators, which can be used at any time for
comparing and controlling the match between
the current state and the defined target
performances.
? Dashboards integrate all information required
for decision making in one place, whether in the
form of reorts, analyses, or scorecard tables,
enabling personalisaton for each individual user
or decision maker. Dashboards are abundant in
graphic data representation, and are especially
useful for top decision makers, providing easy
and quick access to all key data and their trends.
5. Conclusion
The need to meet the increasingly complex
demands posed by clients and the market, the need
for automated business operations, more efficient
process management and control in the
contemporary banking industry is also related to
the need for an adequate information system. The
basic banking information systems are
continuously developed and advanced so as to
meet some of these demands. However, in order to
make full use of the enormous potential generated
in the basic information system on a daily basis,
they require upgrades in the form of business
intelligence systems. In additon to integrated
insight into historic data, BI systems also enable
banks to anticipate future behaviour of the system
and most of their business indicators. They also
enable modelling client behaviour – not only in
terms of using new services but also from the
perspective of potential risks. A characteristic
instance of application of BI system support to
high-quality and timely decision making is asset and
liability management. In order to provide
information support for contemporary ALM
concept, software should enable projecting and
calculating the future values of portfolios, liquidity,
cash flows, down to providing projections of
balance sheets and profit-and-loss accounts at all
levels.
References
Asset - Liability Management System in banks - Guidelines. (n.d.).
Retrieved February 10, 2011, from RBI:http://rbidocs.rbi.org.in/rdocs/pressrelease/pdfs/3204.pdf
Balaban, N., & Risti?, Ž. (2006). Poslovna inteligencija. Subotica:
Ekonomski fakultet Subotica.
Boulier, J., & Chambron, C. (n.d.). Selected ALM ISSUES. Retrieved
February 10, 2011, from International Actuarial Association:http://www.actuaries.org/AFIR/Colloquia/Cairns/Boulier_Chambron.pdf
?iri?, B. (2006). Poslovna inteligencija. Beograd: Data Status.
?iri?, B., & Mir?eti?, M. (2008). Tezauri – Enterprise Banking BI/DW
Solution Proposal for Banca Intesa BIH. Rzeszów: Asseco South Eastern
Europe SA.
?ur?i?, U. (1999). Strategijsko planiranje u bankarstvu. Subotica:
Ekonomski fakultet Subotica.
Infosistem. (n.d.). Sustav poslovne inteligencije za banke. Retrieved
February 10, 2011, from Infosistem:http://www.infosistem.hr/pdf/rjesenja/BI_info.pdf
Krsmanovi?, I. (2002). Informacione tehnologije kao podrška u procesu
strateškog planiranja u bankama. Strategijski menadžment , 6 (4), 42-49.
Mosimann, R., & Connelly, R. (2007). The Performance Manager (for
Banking). Ottawa: Cognos Press.
Vunjak, N., & Kova?evi?, L. (2006). Bankarstvo. Subotica: Ekonomski
fakultet Subotica.
Bogdan Ubiparipovi?
Nova banka a.d. Banja Luka
Kralja Alfonsa XIII 37 a
8000 Banja Luka
Bosnia and Herzegovina
Email: [email protected]
Emina ?urkovi?
University of Novi Sad
Faculty of Economics Subotica
Segedinski put 9-11
24000 Subotica
Serbia
Email: [email protected]
doc_733133818.pdf
A highly dynamic market, changing client demands, fierce competition, the necessity of
strict control and risk management are only some of the characteristics of the business
environment where modern banks conduct their operations.
Application of Business
Intelligence in the Banking
Industry
Bogdan Ubiparipovi?
Emina ?urkovi?
Article Info:
Management Information Systems,
Vol. 6 (2011), No. 4,
pp. 023-030
Received 18 February 2011
Accepted 28 September 2011
UDC 005.94:336.71 ; 659.23
Summary
A highly dynamic market, changing client demands, fierce competition, the necessity of
strict control and risk management are only some of the characteristics of the business
environment where modern banks conduct their operations. Better management and
better decision-making process make the difference between the successful and the
unsuccessful on the market with these characteristics.
Business intelligence solutions for banks should provide the decision makers from all
business segments of a bank with the ability to manage and exploit information
resources, in order to solve the problems and make timely and high-quality decisions.
Business intelligence systems in banks must be comprehensive and yet simple for the
end user. Business intelligence covers many areas of the bank, and among the most
important are: Customer Relationship Management (CRM), Performance Management
(PM), Risk Management (RM), Asset and Liability Management (ALM), and
Compliance. Data warehouse and online analytical processes (OLAP) form the
informational basis for the application of business intelligence.
Data mining and knowledge retrieval are also important segments of business
intelligence and deal with complex statistical analysis, discovering „hidden’’
relationships between data and forecasting the behaviour trends of business systems.
Keywords
business intelligence, performance management, asset and liability management
1. Introduction
Modern banks must respond to challenges such as
process automation, increased client expectations,
aggressive competition, mergers and acquisitions,
new product development and market
segmentation. At the same time, banks must also
manage risks and harmonise their business
operations with the growing national and
international regulations, such as IAS, AML,
BASEL II etc. Management comes down to
decision making, and decisions must be timely,
efficient and based on accurate and reliable
information derived from data. Banks record large
amounts of data daily; data are recorded for all
clients on their personal, psycho-social, property
and financial features, as well as all their accounts,
transactions per account, credit liabilities etc. This
data is generated in the bank’s basic information
system and stored in transactional databases.
Experience has shown that transactional databases
are a rich information source that can be used for
enhancing the business of any company, especially
a bank, due to the above mentioned facts about the
availability of large amounts of data. It became
clear a long time ago that banks have a lot of data
but little information, and very little knowledge on
many aspects of their operations. Transactional
databases, however, are enormous.
Let us suppose that bank management wants to
establish the characteristics of clients that have
been insolvent in the past. Such information can
usually be requested from IT personnel at the
bank, who, in such cases, must spend a
considerable amount of time to produce the
requested report, on top of their regular workload.
By the time the report reaches the manager’s desk,
it may be too late for decision making. (Infosistem,
n.d.)
The development of information and
communication technologies (ICT) provides
successful solution to the above mentioned
problems. A large subset of business information
and knowledge management, and the first step
towards a learning organisation is a set of methods,
tools and applications denoted by the blanket term
“business intelligence“ (BI). Nowadays, BI is
regarded as a separate discipline encompassing
elements of information technology, strategy,
managerial accounting, corporate analysis and
marketing. It enables gathering, analysing,
disseminating and acting based on the business
information, aimed at facilitating the resolution of
management problems and making the best
business decisions (Balaban & Risti?, 2006). A
business intelligence system does not exist as a final
product; its producers offer technological
platforms and knowledge for their implementation.
24
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Management
Vol. 6, 4/2011, p
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pp. 023-030
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Application of Business Intelligence in the Banking Industry
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
25
? Channel effectiveness: enables the identification
and analysis of various channels for
communication with clients and delivery of
products through these channels;
? Campaign management: the main objective is to
analyse and compare the effects of marketing
campaign on the increase in client numbers,
increase in the numbers and level sold products,
earnings, etc.
Bank asset and liability management (ALM) is a
process of managing a bank’s liabilities and
receivables, aimed at establishing profit and risk
balance, establishing a relation between the
liabilities and receivables, and controlling the
impact of risk on the bank’s operations and
financial results. Business intelligence solutions for
ALM should enable generating a complete set of
internal reports – starting from balance sheets,
liquidity analysis and cash flow, down to maturity
and interest rate structure. In addition to these,
they also include income structure analyses and
analyses of long-term syndicated loan agreement
analyses.
Risk management is a process in which a bank
methodologically manages all the risk processing
phases (identification, analysis, measurement,
control and reporting) posing a threat to the
achievement of its goals and individual business
activities, so that the achieved risk level should not
endanger the bank’s safe and stable operation.
Some of the risks faced by banks include credit
risks, market risks, interest rate risks, foreign
change risks, liquidity risks, operational risks,
reputational risks, etc.
Credit risk is defined as the possibility that the
client will not repay the loan taken from the bank
within the terms agreed by contract. This risk can
be defined more broadly – as a probability that the
bank’s credit portfolio will lose its value. The
purpose of banking risk analysis solutions is to
enable analysing credit risk analysis depending on
how loan losses affect variations in the bank’s
profit. They include credit risk analysis, credit risk
assessment and credit risk mitigation assessment.
The solution should offer the possibility for setting
measures for risk mitigation, i.e. identification of
market segments, portfolio segments, transactions
and clients. It also warns about the need for
changing the limit, activating instruments for
protection against risks and/or changing the
strategic orientation in a market segment, a client, a
business process or a product.
Some of the characteristic types of analysis BI
solutions for credit risk management support
should offer include (?iri? & Mir?eti?, 2008):
? Collections Analysis
? Credit Risk Assessment
? Credit Risk Mitigation Assessment
? Customer Credit Risk Profile
? Debt Restructure Analysis
? Involved Party Exposure
? Non Performing Loan Analysis
? Outstanding Analysis
? Portfolio Credit Exposure
? Security Analysis
Within their performance management tasks,
managers monitor key business performance
indicators through scorecard reports, used for
continuous monitoring of the current balance with
defined objectives. Scorecarding support solutions
should provide users (notably managers) with rapid
and efficient access to scorecards showing the key
performance indicator values, alert them when
these values exceed the allowed limits, and facilitate
drill-down. In addition to the above mentioned
reporting system, meeting performance
management methodology requirements also
requires providing an infrastructure to support the
planning and budgeting process. This means that
the system should support the possibility of
defining the target values across of all dimensions
of business operations (clients, products and
organisational units), considering the time
dimension (Mossimann & Conelly, 2007).
3. Business Intelligence System for
Support to ALM Concept
3.1. The ALM Concept
In order to cope with the challenges of the market
and competition successfully, a bank creates
various strategies and methodologies, including a
contemporary approach to managing the bank’s
assets and liabilities, in the form of the ALM
concept. Rapid changes on the financial market
cause rapid changes in the bank’s balance sheet
assets and liabilities, and their exposure to various
risks, such as credit risk, foreign exchange risk and
interest rate risk. For the purpose of protection and
more efficient risk managements, banks opt for an
integrated approach to managing the entire on-
balance and off-balance structure. This creates
conditions for linking projected risks to the
coverage of high risks. Within the application of
the ALM concept, bank management is obliged to
Bogdan Ubiparipovi?, Emina ?urkovi?
26
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
monitor daily changes in the structure of assets and
liabilities, and limit the risks to which the bank is
exposed. The fundamental task of the ALM
concept is to establish the correlation between the
risk and profitability of individual bank
transactions. This is a method of preventing high
risks, which can lead to losses in banks.
Introduction and application of the ALM
concepts creates more flexible banking structures,
capable of faster adaptation to all possible changes
on the financial market. Hence, the function of the
ALM concept is based on the requirement for
providing satisfactory profitability levels in banks,
efficient asset liability management, and control
over the banking risk management (Vunjak &
Kova?evi?, 2006).
3.2. Risk Management Within the ALM
Concept
The purpose of risk management is to enable the
bank to monitor and control the sizes and
concentrations of risks resulting from its activities.
The risk management process is conducted in
several interconnected stages: risk exposure
identification, risk evaluation and assessment, risk
control, risk financing and risk management. The
risk management process implies identifying and
analysing all risks within the bank, defining
appropriate risk limits, and monitoring risk limits
via contemporary information systems in a
controlled manner. (Boulier & Chambron, n.d.)
The application of the ALM concept requires
the top management to continuously modify and
enhance the risk management system, notably in
the following banking risks:
? Market risks (interest rate change risk, currency
risk i.e. exchange rate risk and capital market
risks);
? Liquidity risks;
? Credit risks;
? Financial derivatives transactions risks; and
? Business, legal and financial risks.
Market risks stem from the risk of loss resulting
from unfavourable changes on the financial market
where the bank participates. The bank’s exposure
to market risk stems from fluctuations in interest
rates and exchange rate courses on various markets
where the bank participates. The key market risk
management elements are (1) setting limits for loss
rates and (2) setting limits for maximum risk
exposure.
Banks are exposed to interest rate risk when the
relationship between loan maturity dates and
changes in exchange rates are not coordinated. To
lower the level of a bank’s exposure to interest rate
risk, it is necessary to monitor constantly the
positions of interest rate risks and the adopted
short-term risk limits. Interest rate risk is
monitored by using two types of analysis: gap
analysis and sensitivity analysis. Gap analysis
identifies mismatches between interest rates,
whereas sensitivity analysis measures the impact of
changes in return on the bank’s assets and
liabilities. Interest rate management requires good
monitoring related to the structure of instrument,
on both assets and liabilities side of the bank’s
balance sheet. This approach groups the interest-
sensitive segments of assets and liabilities that are
more or less exposed to risk, so that the bank
management can calculate the size of disparity for
each maturity group.
Currency risk or exchange rate risk occurs in
cases of changes in foreign currency exchange
rates. Contemporary banking is characterised by
growing foreign exchange risk, caused by the
growing involvement of banks in foreign exchange
transactions dominated by floating exchange rates.
It is for this reason that the ALM concept should
follow the foreign exchange risk, depending on
whether the currency has appreciated or
depreciated, i.e. whether the bank’s balance sheet in
this currency is positive or negative.
Credit risk is the basic risk encountered by
banks in their business operations. It occurs when
the debtors are unable to repay loans with the
interest due on their maturity date. ALM is used by
the top management so that the bank can complete
the approval procedure, monitor and control the
credit risk.
The past experience from developing countries
indicates that banks can efficiently manage credit
risk by:
? Using limits (risky to total assets ratio, cash to
total assets ratio, capital reserve ratio);
? Rigorous selection of loan applications;
? Diversification of asset loan placements;
? Security instruments.
The correlation between the credit risk and the
ALM concept also occurs when negotiating interest
rates for approved loans.
Business risk may result from a whole range of
factors, such as irregularly documented
transatctions, inappropriate business and
information procedures, flaws in information
technologies, or human error. The application of
ALM concept enables internal revision and internal
audit and thus managing the potential business
risks.
Application of Business Intelligence in the Banking Industry
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
27
Liquidity is one of the fundamental principles
of doing business in banking and denotes the
bank’s ability to meet its current financial
obligations continuously. The essence of liquidity is
manifested in disposal of liquid assets, meaning
that the bank can, at any given moment, meet its
current due liabilities to depositors ad creditors.
Liquidity risk is the risk from the occurrence of
adverse effects on the bank’s financial performance
and capital due to the bank’s inability to meet its
due obligations. Contemporary bank management
in the ALM concept approaches the position of
bank liquidity from the structural aspect: the assets
are classfied into liquid and non-liquid, and
liabilites into varialbe and fixed, with the aim to
identify the bank’s possible liquidity requirements
and level of it liquid resources. Liquidity risk
management is one of the bank’s key activities in
its regular day-to-day operation and maintaining
overal stability.
3.3. Information Support to the ALM Concept
Bearing in mind the above described range
encompassed by the ALM concept, it can be
infrerred that the success and efficiency of the
modern asset and liability concept stems from the
following preconditions:
? that the bank has good monitoring of its on-
balance and off-balance items, and
? that the bank management assesses
continuously whether the achieved value of
items on the asset and liability sides shows
dicrepancies from the expected value, and
adjusts these discrepancies towards the
expected values accordingly.
Both prerequisites imply a developed
management information system in the bank,
without which it would be impossible to
implement the ALM concept. The decision-making
process within the ALM concept is based on a
large amount of high-quality, reliable data,
translated into useful information by means of
certain analytic processes. The data generated in
the bank’s basic information system are inadequate,
as they are not in a form necessary for complex
reports required by the application of the ALM
concept. For instance, a bank that wishes to
manage its liquidity position efficiently and
effectively throughout the year should provide for
a projection of data for the forthcoming period
within its annual operative business plan.
Projections generate data on the planned known
and unknown capital inflow and outlow by volume
and structure in the bank’s planned liquidity
position. The data on the known inflows and
outflow exist within the bank and must be regularly
updated with new changes. As for the unknown
inflows and outflows, the bank should make a
projection of these changes in the forthcoming
period (?ur?i?, 1999).
The above mentioned projections, together
with other required data, are provided at the BI
system level, more precisely, in the above
mentioned analytic database. These data are
gathered and organised so as to be readily available
and enable the management and the staff to use
them quickly and simply for the needs of a large
number of analyses required by the ALM concept
itself. The analytic database also serves as the
source data fed to special applications –
Application Solution Templates (ASTs), built
specially for individual areas. The most common
examples of these “smart” applications are ALM
applications, designed based on complex financial
and mathematic models.
In most cases, ALM software solutions provide
for the following activities:
? Portfolio evaluation;
? Cash flow analysis, interest rate income analysis
and fund transfer pricing analysis;
? Liquidity analysis;
? Calculating capital requirements for market risk,
etc.
Portfolio analysis enables calculating portfolio
value on the evaluation date, taking into account
the terms and conditions of contracts from
portfolio items, for current and/or scenario-
simulated interest values, currency exchange rates
and liquidity flows. The basis for calculation is the
total cash flow of all items comprising the porfolio
until their final maturity date, within the period we
wish to analyse.
Portfolio evaluation provides information such
as:
? The current nominal value of all capital and
interest flows in the portfolio, under the
contract terms and conditions currently in
force;
? The current discounted net value of all capital
and interest flows in the portfolio, under the
contract terms and conditions currently in
force, as shown by the reference interest rate
curve;
? The value of capital, income and expenditure
compared to planned amounts;
28
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Management
Vol. 6, 4/2011, p
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of exploring
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can answer
29
Bogdan Ubiparipovi?, Emina ?urkovi?
30
Management Information Systems
Vol. 6, 4/2011, pp. 023-030
classical banking queries, such as, “How many
outstanding loans are and what is their total
value?”
? Analyses meet the demands of far more
complex queries (related to time, clients,
products, distribution channels etc.), for
instance, “What is the percentage of change in
loan levels, compared with the same period last
year, for each of the top 5 products, for each of
top 10 clients?”
? Scorecard tables enable content-based and
visual monitoring of key performance
indicators, which can be used at any time for
comparing and controlling the match between
the current state and the defined target
performances.
? Dashboards integrate all information required
for decision making in one place, whether in the
form of reorts, analyses, or scorecard tables,
enabling personalisaton for each individual user
or decision maker. Dashboards are abundant in
graphic data representation, and are especially
useful for top decision makers, providing easy
and quick access to all key data and their trends.
5. Conclusion
The need to meet the increasingly complex
demands posed by clients and the market, the need
for automated business operations, more efficient
process management and control in the
contemporary banking industry is also related to
the need for an adequate information system. The
basic banking information systems are
continuously developed and advanced so as to
meet some of these demands. However, in order to
make full use of the enormous potential generated
in the basic information system on a daily basis,
they require upgrades in the form of business
intelligence systems. In additon to integrated
insight into historic data, BI systems also enable
banks to anticipate future behaviour of the system
and most of their business indicators. They also
enable modelling client behaviour – not only in
terms of using new services but also from the
perspective of potential risks. A characteristic
instance of application of BI system support to
high-quality and timely decision making is asset and
liability management. In order to provide
information support for contemporary ALM
concept, software should enable projecting and
calculating the future values of portfolios, liquidity,
cash flows, down to providing projections of
balance sheets and profit-and-loss accounts at all
levels.
References
Asset - Liability Management System in banks - Guidelines. (n.d.).
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Balaban, N., & Risti?, Ž. (2006). Poslovna inteligencija. Subotica:
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Bogdan Ubiparipovi?
Nova banka a.d. Banja Luka
Kralja Alfonsa XIII 37 a
8000 Banja Luka
Bosnia and Herzegovina
Email: [email protected]
Emina ?urkovi?
University of Novi Sad
Faculty of Economics Subotica
Segedinski put 9-11
24000 Subotica
Serbia
Email: [email protected]
doc_733133818.pdf