Азия Инвест Банк«Russia-Uzbekistan.
Strategic partnership"

(495) 363-37-01/02

The Bank’ Strategy

Asia-Invest Bank’s strategic positioning for 2010-2011 consists of improving the efficiency of the Bank’s dealings with its business clients and strengthening the Bank’s position as a strategically significant and key financial institution facilitating the development of Russian-Uzbek trade.

Creation of an integrated system of services, tailored as much as possible to the specific nature and individual needs of the Bank’s corporate clients and employing both an individual and more generalized approach to providing financial services is a priority direction of the Bank’s activity.

Until 2011, the Bank will develop the corporate business by maintaining the loyalty of its existing customers, attracting entirely new groups of customers to its services, and sustaining long-term, mutually advantageous relationships with them.

By using its profound understanding of its customers’ needs, the Bank will develop new financial products and promotional campaigns. The Bank will adjust its prices by studying the activities of its banking competitors that work with the same type of clients.

In addition, the Bank will strive to improve its level of customer service and to motivate customers by providing some Bank services under terms that are to the customer’s advantage.

The Bank’s current development strategy is aimed at preserving the rate of increase in credit financing revenue, resulting in a share of fee revenue as high as 40%.

One of the Bank’s high-priority policies is to ensure a consistent pace of development and to make certain the Bank's activities are oriented toward the customer.

 

The Bank’s primary development guidelines up to 2011:

  1. To maintain its elevated business reputation and solidity, to preserve the Bank’s status as a strategically significant financial institution facilitating the development of Russian-Uzbek trade.
  2. To expand its capital base and sufficiently increase the Bank’s asset operations.
  1. To provide for the Bank’s investment attractiveness and to increase its profits.
  1. To minimize banking risks (primarily in the area of credit operations) and to maintain a high-quality loan portfolio.
  2. To maintain an optimal balance of liquidity and profitability in banking operations.
  3. To expand its customer base of small and medium businesses.
  4. To create a modern banking business of adequate scale and complexity that is consistent with international management standards.
  5. To have a flexible interest and fee policy.
  6. To use an effective system for internal control and management of banking risks.
  7. To optimize internal banking expenses.
  8. To guarantee employees a fair assessment of their contributions to the results achieved by the Bank and to provide adequate advancement in their salaries and careers.