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Journal articles on the topic 'Cost reduction strategies banks'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Abdolshah, Mohammad, Mostafa Moghimi, and Seyed Amirmohammad Khatibi. "Investigating Competitive Advantage in Banking Industry Based on Porter's Generic Strategies." International Journal of Applied Management Sciences and Engineering 5, no. 1 (2018): 52–62. http://dx.doi.org/10.4018/ijamse.2018010104.

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Main objective of this article is investigating the role of Porter's competitive strategies (differentiation, cost reduction and focus) to increase the competitiveness and eventually gain competitive advantage. This study is a cross-sectional survey that is conducted in 2017. The study population is 221 CEOs (senior managers) in 99 Branches of 4 private banks in IRANs provinces Tehran (Capital of Iran), Qazvin and Isfahan as 3 of the most monetary turnovers. The research tools are a questionnaire containing demographic and specific information. To analyze the data, an SPSS statistical software is used and several statistical tests are used in the testing of the hypothesis and research goals. Finally, the impact of each dimension of the strategy to increase competitiveness is assessed. Also, each dimension is ranked according to influence; respectively differentiation strategy, focus strategy and cost reduction strategies. Considering banks multiplicity and results, special invest on differentiation strategy reaching competitiveness advantages to escape Red-Ocean in this industry is necessary. JEL Classification Codes: M13, G24, G21, F14.

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Callaway, Stephen K., and Sandeep B. Jagani. "The impact of banks’ entrepreneurial orientation on strategic control systems." American Journal of Business 30, no. 1 (2015): 49–71. http://dx.doi.org/10.1108/ajb-10-2013-0067.

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Purpose – An organization’s entrepreneurial orientation will relate directly to its efficiency strategies, market development strategies (growth), and its product development strategies (innovation). A firm will develop appropriate strategic control systems according to these chosen strategies. In order to be competitive and balance efficiency, growth and innovation strategies, the purpose of this paper is to discuss the most appropriate strategic controls to implement these strategies. Design/methodology/approach – The eight variables under study were measured using 22 psychometric survey items obtained from responses of 101 FDIC-registered banks. Findings – The results show a more entrepreneurial orientation is associated with an efficiency strategy, a market development strategy, and a product development strategy. The efficiency strategy was not associated with formal controls, contrary to expectations. A market development strategy was associated with formal rules, but was not found to be associated with formal targets. Finally, product development strategies was associated with all four strategic control archetypes. Research limitations/implications – The limitation of this study is that, it only examined banking institutions, and did not consider long-term financial performance implications. This paper supports and extends current research pertaining to company key success factors. Success requires effectively balancing cost reduction objectives, growth objectives, and innovation objectives, in order to achieve sustainable competitive advantage. A more entrepreneurial orientation necessitates a focus on innovation, traditional growth patterns, as well as cost cutting. Originality/value – This paper demonstrates that an organization’s entrepreneurial orientation will relate directly to its efficiency, growth, and innovation strategies. Also, it finds the most effective strategic controls to implement these strategies.

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Tajudeen Kolapo, Funsho, Joseph Oluseye Mokuolu, Samuel Obafemi Dada, and Adeola Oluwakemi Adejayan. "Strategic marketing innovation and bank performance in Nigeria." Innovative Marketing 17, no. 1 (2021): 120–29. http://dx.doi.org/10.21511/im.17(1).2021.10.

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To survive in the ever-increasing competition in the financial market, commercial banks need successful innovative strategies. However, there is insufficient information on appropriate innovative strategies required by banks. Primary data were obtained through a structured questionnaire. It was distributed among 1,200 bank employees and 300 bank customers of all eight systematically important banks (Access, Diamond, Eco, First, GTB, Polaris, UBA and Zenith) out of 21 deposit money banks in Nigeria as of December 31, 2016 by random sampling and stratified sampling techniques. The data were fitted to the regression-based model. The identified marketing innovation adopted by banks include innovative service provision (4.02), generation of new product with quality (3.65), entrance into new markets (3.60) and adoption of technological tools (3.57). Performance indicators considered are customer satisfaction and customer retention. Results showed that marketing innovation strategies of the banks significantly (p &amp;lt; 0.05) improve customer satisfaction. Improved service and product quality, introduction of new products and entrance to new market exert a positive and significant effect on outcomes of the banks. The estimated regression on customer retention showed that in a competitive environment, improved service exerts positive and significant (p &amp;lt; 0.05) influence. Furthermore, the impact of reduction in service cost is also positive and significant (p &amp;lt; 0.05), which is similar to the effect development of new banking products. The findings suggest that the pathway to raising performance of financial institutions in a competitive environment is diverse. There is a need for deployment of a modern banking technology, innovations around banking products and associated services.

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Martin, Vesna. "Intervention Strategies in Foreign Exchange Market." Economic Themes 58, no. 3 (2020): 381–99. http://dx.doi.org/10.2478/ethemes-2020-0022.

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Abstract The goal of the paper is to present the intervention strategies used by central banks in order to influence the value of the domestic currency, transparency versus discretion when it comes to publishing data about FX intervention and the cost and effectiveness of intervention. It is rarely that nowadays countries allow for an exchange rate to be formed on the market basis through the effects of supply and demand for foreign exchange on the foreign exchange market. The central bank buys or sells a foreign currency in the foreign exchange market in order to increase or decrease the value of its national currency in comparison to the foreign currency. The reasons for the intervention are the reduction of short-term oscillations of the exchange rate, the impact at the level of foreign exchange reserves, as well as the maintaining the price and financial stability as the ultimate goal of most central banks. The paper will present intervention strategies on foreign exchange market, which involves the implementation of interventions in the market of options, forward, foreign currency repo and foreign currency swaps. Then, on the spot market, interventions using an auction, as well as the application of foreign currency indexed certificates.

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Grebenkova, D. "Corporate Banking: Analysis, Valuation and Financing Structure of the Company." Review of Business and Economics Studies 8, no. 1 (2020): 41–66. http://dx.doi.org/10.26794/2308-944x-2020-8-1-41-66.

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Today, during the period of ongoing changes in the financial market, banks face the challenges of cost reduction, revision of the product line and more explicit customer segmentation. In the environment, corporate clients are also observed significant changes: there is a rotation of personnel change the development strategies of companies that entails new requirements for banking products. Can banks quickly adapt to new market conditions and optimize work with corporate clients using existing technologies and information systems? Besides, that will help improve growth. Corporate sales of banking products in the current conditions? These questions the author tries to answer in her paper.

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PERERA, RYLE S., and KIMITOSHI SATO. "THE IMPACT OF SAVINGS WITHDRAWALS ON A BANKER’S CAPITAL HOLDINGS SUBJECT TO BASEL III ACCORD." Annals of Financial Economics 15, no. 02 (2020): 2050006. http://dx.doi.org/10.1142/s2010495220500062.

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In this paper, we analyze the impact of savings withdrawals on a bank’s capital holdings under Basel III capital regulation. We examine the interplay between savings withdrawals and the investment strategies of a bank, by extending the classical mean–variance paradigm to investigate the bankers optimal investment strategy. We solve this via an optimization problem under a mean–variance paradigm, subject to a quadratic optimization function which incorporates a running penalization cost alongside the terminal condition. By solving the Hamilton–Jacobi–Bellman (HJB) equation, we derive the closed-form expressions for the value function as well as the banker’s optimal investment strategies. Our study provides a novel insight into the way banks allocate their capital holdings by showing that in the presence of savings withdrawals, banks will increase their risk-free asset holdings to hedge against the forthcoming deposit withdrawals whilst facing short-selling constraints. Moreover, we show that if the savings depositors of the bank are more stock-active, an economic expansion will imply a greater reduction in bank savings. As a result, the banker will reduce his/her loan portfolio and will depend on high stock returns with short-selling constraints to conform to Basel III capital regulation.

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Ogada, Dr Agnes, Dr George Achoki, and Dr Amos Njuguna. "EFFECT OF MERGERS AND ACQUISITIONS STRATEGIES ON FINANCIAL PERFORMANCE OF FINANCIAL SERVICES SECTOR." International Journal of Finance 1, no. 1 (2017): 18. http://dx.doi.org/10.47941/ijf.36.

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Purpose: The purpose of this study was to establish the effect of mergers and acquisitions strategies on financial performance of firms in the financial services sector in Kenya.Methodology: The study adopted a mixed methodology research design. The study population included all the 51 merged financial service institutions in Kenya. Purposive sampling was used. Primary data was obtained from questionnaires and a secondary data collection template was also used. The researcher used quantitative techniques in analyzing the data. Descriptive analysis for the study included the use of means, frequencies and percentages. Inferential statistics such as correlation analysis was also used. Panel data analysis was also applied. Further, a pre and post merger analysis was used.Results: Cost efficiency was found to have a positive and significant effect on financial performance of merged institutions. Diversification had no significant effect on financial performance of merged institutions. Synergy had a significant relationship with financial performance of merged institutions. Board size had a significant relationship with financial performance of merged institution and there was a significant relationship between the moderating effect of economic growth and financial performance of merged institutions.Unique Contribution to Theory, Practice and Policy: The study recommended that policy makers (government) should be able to create or promote the enabling environment for facilitating mergers and acquisitions that concerns infrastructure provision, as a way of achieving cost reduction that could motivate similar mergers in other institutions in Kenya, stakeholders are to identify where their most immense profit pools lie and focus on improving those units responsible for them, the management of the financial services institutions should embrace diversification and financial innovation on product strategies as this will help in generating more income for the banks.

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Singh, Rahul, and Charin Hanlon. "Can “Seven Be The New Ten” - Adoption Of Restrictive Transfusion Strategies In a Community Hospital." Blood 122, no. 21 (2013): 2935. http://dx.doi.org/10.1182/blood.v122.21.2935.2935.

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Abstract Background An estimated 13,785,000 units of packed red blood cells (PRBC) were transfused in the United States in 2011 of which an estimated 57.9% were found to be from the general medical service, the ICU or hematology/oncology. Risks of blood transfusion include infections, transfusion reactions circulatory overload, and transfusion-related immunomodulation. Furthermore, there is an economic cost to the administration of blood and a personal cost to those volunteers who give their time. There have been a number of guidelines published for the administration of PRBCs. In the past year, the American Association of Blood Banks released new guidelines for PRBC transfusion in hospitalized, hemodynamically stable patients. These guidelines set a threshold Hb of ≤7 g/dL in critically-ill patients, and a Hb ≤8 g/dL for surgical patients, for patients with pre-existing cardiovascular disease, or for patients with relevant symptoms. Symptoms were defined as tachycardia, chest pain or hypotension not corrected by crystalloids. We studied the potential impact on our inpatient hospital utilization of PRBC over time in relation to the publication of recent guidelines. Methods With IRB approval, a retrospective study of PRBC transfusion at New Hanover Regional Medical Center in Wilmington, NC was conducted. The primary endpoint of the study was to evaluate the impact of the new AABB guidelines on the transfusion utilization in the first 12 months. Secondary endpoints included a cost analysis, an evaluation of the use of PRBC for two pre-specified Hb levels, and a quantification of the number of units transfused. A total of 337 patients were reviewed. 116 were excluded due to one of the following reasons: anemia attributed to active blood loss, the presence of stage 5 chronic kidney disease, the presence of an acute coronary syndrome, the recent administration of outpatient transfusions, the use of blood products besides PRBCS, and the timing of a transfusion in the postoperative period. We randomly assigned two separate timeframes to review transfusions at ≤ 4 months and 8-12 months after the AABB guidelines were published. Data was analyzed using Chi-square and T tests. Results The average pre-treatment hemoglobin for the group ≤4 months was 7.82 ± 0.85 and 7.42 ± 0.92 for the 8-12 month group (p=0.0009). The average number of units transfused were 1.66 ± 0.53 and 1.78 ± 0.58 (P=0.1133), respectively. For those patients whose Hb was ≤ 7.0, there was a 21.6% reduction in inappropriate transfusions 8-12 months after the guidelines were released compared with the first 4 months (Chi-Square p = 0.0070). For those patients whose Hb was ≤ 8.0, the number of inappropriate transfusions went from 40.7% in the first group to 17.3% in the second group (Chi-Square p=0.0001). The total cost of transfusions to the patients was estimated to be $102,400 and $55,600 to the hospital. The potential savings if all transfusions were given according to the new guidelines is estimated to be $66,389 to the patients and $36,037 to the hospital. A total of 11,577 transfusions were given between 6/12/12-3/13/13. If the guidelines had been strictly followed, the number of transfusions would have been reduced to 3,855 transfusions. Discussion An improvement in adherence to AABB guidelines with a more restrictive PRBC transfusion strategy was found over time. This can be attributed to physicians practicing evidenced-based medicine. Data of transfusions at pre-treatment Hb ≤7, suggest that physicians are becoming more restrictive in their threshold for transfusions with a statistically significance in the drop of the average pre-treatment hemoglobin. Despite this restrictive pattern, physicians are still uncomfortable at transfusing 1 unit at a time. Although it was not statistically significant between the two groups, the average number of units transfused were ≥1.5, and 67% of the time 2 units were given. Overtransfusion with PRBCs is a problem that needs to be addressed. Physicians should give one unit and reassess for an appropriate response. This strategy will reduce cost to the patient and hospital. We feel that additional improvement is still possible and we are forming a blood management committee to promote better PRBC transfusion practice guidelines. We plan a series of educational presentations to each department along with a new Computerized Physician Order Set to improve patient care and reduce overall cost to the health care system. Disclosures: No relevant conflicts of interest to declare.

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Bouramdane, Ayat-allah, Alexis Tantet, and Philippe Drobinski. "Utility-Scale PV-Battery versus CSP-Thermal Storage in Morocco: Storage and Cost Effect under Penetration Scenarios." Energies 14, no. 15 (2021): 4675. http://dx.doi.org/10.3390/en14154675.

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In this study, we examine how Battery Storage (BES) and Thermal Storage (TES) combined with solar Photovoltaic (PV) and Concentrated Solar Power (CSP) technologies with an increased storage duration and rental cost together with diversification would influence the Moroccan mix and to what extent the variability (i.e., adequacy risk) can be reduced; this is done using recent (2013) cost data and under various penetration scenarios. To do this, we use MERRA-2 climate reanalysis to simulate hourly demand and capacity factors (CFs) of wind, solar PV and CSP without and with increasing storage capabilities—as defined by the CSP Solar Multiple (SM) and PV Inverter Loading Ratio (ILR). We adjust these time series to observations for the four Moroccan electrical zones over the year 2018. Our objective is to maximize the renewable (RE) penetration and minimize the imbalances between RE production and consumption considering three optimization strategies. We analyze mixes along Pareto fronts using the Mean-Variance Portfolio approach—implemented in the E4CLIM model—in which we add a maximum-cost constraint to take into account the different rental costs of wind, PV and CSP. We propose a method to calculate the rental cost of storage and production technologies taking into account the constraints on storage associated with the increase of SM and ILR in the added PV-BES and CSP-TES modules, keeping the mean solar CFs fixed. We perform some load bands-reduction diagnostics to assess the reliability benefits provided by each RE technology. We find that, at low penetrations, the maximum-cost budget is not reached because a small capacity is needed. The higher the ILR for PV, the larger the share of PV in the mix compared to wind and CSP without storage is removed completely. Between PV-BES and CSP-TES, the latter is preferred as it has larger storage capacity and thus stronger impact in reducing the adequacy risk. As additional BES are installed, more than TES, PV-BES is favored. At high penetrations, optimal mixes are impacted by cost, the more so as CSP (resp., PV) with high SM (resp., ILR) are installed. Wind is preferably installed due to its high mean CF compared to cost, followed by either PV-BES or CSP/CSP-TES. Scenarios without or with medium storage capacity favor CSP/CSP-TES, while high storage duration scenarios are dominated by low-cost PV-BES. However, scenarios ignoring the storage cost and constraints provide more weight to PV-BES whatever the penetration level. We also show that significant reduction of RE variability can only be achieved through geographical diversification. Technological complementarity may only help to reduce the variance when PV and CSP are both installed without or with a small amount of storage. However, the diversification effect is slightly smaller when the SM and ILR are increased and the covariances are reduced as well since mixes become less diversified.

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Spee, Roel, and Wim Douw. "Cost‐reduction location strategies." Journal of Corporate Real Estate 6, no. 1 (2004): 30–38. http://dx.doi.org/10.1108/14630010410812225.

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Akhunov, R. R., M. Sh Valiev, and R. I. Nizamutdinov. "OIL SECTOR COMPANIES IN THE PERIOD OF THE OIL CRISIS – 2020." Bulletin USPTU Science education economy Series economy 4, no. 34 (2020): 7–14. http://dx.doi.org/10.17122/2541-8904-2020-4-34-7-14.

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In order to prevent the consequences of the pandemic, governments were forced to take radical measures that restrict the mobility of the population, which had a negative impact on the oil market, which is based on the transport sector. The article discusses how such market fluctuations affect the market environment and the behavior of companies. Reductions in revenues and profits caused by falling demand and oil prices, forced companies to resort to cost optimization, including staff cuts and budget cuts in investment programs. The article shows how changes in the behavior of stakeholders represented by the state, investment banks, and civil society affect the activities of oil companies during the pandemic. It describes the impact of short- and medium-term consequences of the pandemic on long-term trends in the energy sector. The Russian Government faces a difficult task of combining two characteristics in the oil industry: an industry that can pull the entire economy out through its growth due to a multiplicative effect in the face of global environmental challenges, and an industry that is the main source of income that determines the country's financial condition. While the renewable energy sector is making a breakthrough in its development, the oil industry is forced to reduce investment in conditions of resource scarcity. If before the crisis, the profitability of the oil business could provide oil companies with investment resources for new projects, the pandemic shock and difficulties in overcoming it forced oil companies to reconsider their investment plans for an indefinite period. Despite the fact that it is not possible to predict the final consequences of the crisis, many industry giants have already announced a revision of their strategies in accordance with the growing trends for greening.

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Pfitzner, Lothar, Norbert Benesch, Richard Öchsner, et al. "Cost reduction strategies for wafer expenditure." Microelectronic Engineering 56, no. 1-2 (2001): 61–71. http://dx.doi.org/10.1016/s0167-9317(00)00504-9.

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Bartoccini, Jacopo, and Valentina Cannizzo. "Daily hemodialysis logistics strategies for cost reduction." Giornale di Tecniche Nefrologiche e Dialitiche 27, no. 3 (2015): 187–94. http://dx.doi.org/10.5301/gtnd.2015.14914.

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den Heyer, Garth. "Policing cost reduction strategies: an international survey." Journal of Policing, Intelligence and Counter Terrorism 12, no. 1 (2017): 16–33. http://dx.doi.org/10.1080/18335330.2016.1215509.

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Li, Haichao, Kun Wu, Chenchen Ruan, Jiao Pan, Yujin Wang, and Hongan Long. "Cost-reduction strategies in massive genomics experiments." Marine Life Science & Technology 1, no. 1 (2019): 15–21. http://dx.doi.org/10.1007/s42995-019-00013-2.

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Abstract Many modern biology studies require deep, whole-genome sequencing of hundreds to thousands of samples. Although per-sample costs have dramatically decreased, the total budget for such massive genome sequencing constitutes a significant barrier for poorly funded labs. The costly lab tools required for genomics experiments further hinder such studies. Here, we share two strategies for extensively reducing the costs of massive genomics experiments, including miniaturization of the NEBNext Ultra II FS DNA Library Prep Kit for Illumina (reducing the per-sample total costs to ~ 1/6 of that charged by service providers) and in-lab 3D model-designing of genomics tools. These strategies not only dramatically release funding pressure for labs, but also provide students with additional training in hands-on genomics and 3D-model-designing skills, demonstrating the high potential for their application in genomics experiments and science education.

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Oder, Carsten, Hans-Dietrich Haasis, Otto Rentz, Arvydas Galinis, Vaclovas Miskinis, and Jurgis Vilemas. "Cost-efficient emission reduction strategies for Lithuania." Energy 19, no. 2 (1994): 149–63. http://dx.doi.org/10.1016/0360-5442(94)90056-6.

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Gandolfi, Franco. "How do large Australian and Swiss banks implement downsizing?" Journal of Management & Organization 13, no. 2 (2007): 145–59. http://dx.doi.org/10.1017/s1833367200003825.

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AbstractLarge Australian and Swiss banks have been trimming their workforces since the mid-1990s. With further rounds of downsizing activities predicted, this study sought to identify, examine, and compare the adopted organizational downsizing implementation strategies. The primary purpose of this cross-cultural study was to determine how large Australian and Swiss banks implemented downsizing in their most recent endeavors. The research has revealed three key findings. First, Australian banks primarily adopted workforce reduction strategies, whereas Swiss banks employed a mixture of organization redesign, workforce reduction, and systemic strategies. Second, Australian banks had considerable depth in their downsizing, whereas Swiss banks had more breadth in their overall strategies. Third, Australian banks favored reorientation approaches, whereas Swiss banks embraced reinforcement approaches. It remains unclear as to why large Australian and Swiss banks differed in the selection of implementation strategies and why they diverged in their overall approaches to downsizing. Further research is required to explore aspects that are likely to influence the adoption of downsizing strategies in both Australia and Switzerland.

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Gandolfi, Franco. "How do large Australian and Swiss banks implement downsizing?" Journal of Management & Organization 13, no. 2 (2007): 145–59. http://dx.doi.org/10.5172/jmo.2007.13.2.145.

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AbstractLarge Australian and Swiss banks have been trimming their workforces since the mid-1990s. With further rounds of downsizing activities predicted, this study sought to identify, examine, and compare the adopted organizational downsizing implementation strategies. The primary purpose of this cross-cultural study was to determine how large Australian and Swiss banks implemented downsizing in their most recent endeavors. The research has revealed three key findings. First, Australian banks primarily adopted workforce reduction strategies, whereas Swiss banks employed a mixture of organization redesign, workforce reduction, and systemic strategies. Second, Australian banks had considerable depth in their downsizing, whereas Swiss banks had more breadth in their overall strategies. Third, Australian banks favored reorientation approaches, whereas Swiss banks embraced reinforcement approaches. It remains unclear as to why large Australian and Swiss banks differed in the selection of implementation strategies and why they diverged in their overall approaches to downsizing. Further research is required to explore aspects that are likely to influence the adoption of downsizing strategies in both Australia and Switzerland.

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Nyachwaya, Joseph Mariga, and James Maina Rugami. "Competitive Strategies and Performance of Commercial Banks in Mombasa County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 1 (2020): 65–74. http://dx.doi.org/10.35942/jbmed.v2i1.109.

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Commercial banks in Kenya and especially Mombasa County are facing firm rivalry demanding the use of competitive strategies so as to improve their performance. Most of the commercial banks are deliberating on ways to enhance their performance, with competitive strategies being one of them to arrive a market and afterwards make sense of and ensure its aggressive position. Therefore, this study aimed at establishing the effect of competitive strategies on the performance of commercial banks in Mombasa County. The specific objectives were to determine the effect of cost leadership strategy, differentiation strategy and focus strategy on the performance of commercial banks in Mombasa County. The study was anchored on the theory of resource-based view, strategic balancing and game theory. A descriptive research design was employed in this study. The target population of this study was 280 commercial banks staff in Mombasa County. The sample size was eighty-four after adopting a stratified random sampling technique to select 30% of the target population. The study made use of primary data collection using questionnaires. The data was analyzed using the Statistical Package for Social Sciences (SPSS) Version 24.0 and presented using tables. The study established that despite the challenges in implementation, competitive strategies are very important for banks to remain competitive in the market. The study further concluded that understanding the market structure is a key determinant for the successful implementation of competitive strategies. Banks following a cost leadership strategy realize statistically significant superior performance compared to those that pursue broad differentiation and focus strategy which reports above-average returns. The researcher highly recommends that commercial banks consider shifting more of their focus on the cost leadership strategy in order to realize superior performance. To succeed at offering the lowest price while still achieving profitability and a high return on investment, commercial banks are recommended to operate at a lower cost than its rivals, this could be possible through some fairly unique capabilities to achieve and sustain their low-cost position. The study also recommends strategy planners to integrate and embrace the differentiation strategy which will enable them to differentiate in various methods such as new technology, brand image, design, network customer service or the number of features. Further, commercial banks are recommended to centre on the existing markets and products or services; they can create competitive edge by getting the best mix between existing products and existing markets.

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Hall, Curtis M., and Stephen J. Lusch. "Strategic Cost Shifting and State Tax Minimization." Journal of Management Accounting Research 30, no. 1 (2017): 55–72. http://dx.doi.org/10.2308/jmar-51699.

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ABSTRACT In this study, we predict and find that multistate bank holding companies strategically allocate costs among their subsidiary banks to minimize tax. In particular, we find that high tax subsidiary banks report higher costs than low tax subsidiary banks within the same bank holding company. Additional tests provide evidence of cost shifting rather than operational differences among states. In particular, we find that high tax subsidiary banks of multistate bank holding companies report higher costs than single-state banks in the same high tax state. Our study provides a unique contribution to the cost allocation and tax management literature by directly linking tax reduction incentives to cost allocation and documenting an alternative type of state tax-minimization strategy in the banking industry. JEL Classifications: M41; H25; H71; G21.

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Almahdi, Hassan K. "The Effects of Alliance Strategies on the Cost Efficiency of Saudi Commercial Banks." Business and Economic Research 9, no. 1 (2019): 84. http://dx.doi.org/10.5296/ber.v9i1.14208.

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The Objective of this study is to determine the influence of strategic alliances on the cost efficiency of Saudi banks. For this, we first develop a theoretical framework paving the way for an empirical study that refers to a sample of 09 Saudi banks adopted to verify this relationship. It is therefore, necessary to list the interests of strategic alliances in the banking sector and to question the role of public and foreign as wellas public and private alliance strategies in improving the cost efficiency of Saudi commercial banks.A quantitative approach has been adopted to explore and understand the research problem. We begin by regressing the ordinary least squares efficiency on a series of explanatory variables. The conceptual research model is tested by two different regression equations that will be estimated simultaneously. The first regression, aims to test the impact of the public-foreign alliance on the efficiency of the banks in our sample. As for the second regression, it is carried out to test the impact of the public-private alliance on the latter.The results of this study prove that the creation of an alliance agreement allows Saudi commercial banks to improve their efficiency and constitute for them an opportunity besides an interesting strategic option. Forthermore, public-private and public-foreign alliances are strategies that can improve the efficiency of public banks, increase their competitiveness and reduce their fragility.

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Upadhyay, Jitendra Pd, and Pitri Raj Adhikari. "Generic competitive strategies on organizational performance in Nepalese Commercial Banks." Pravaha 25, no. 1 (2020): 87–94. http://dx.doi.org/10.3126/pravaha.v25i1.31937.

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This paper attempts to examine the impact of generic competitive strategy on organizational performance in Nepalese commercial banks. It has employed descriptive and causal comparative research design to estimate the relationship between dependent variable (organizational performance) with independent variables (differentiation strategy, cost leadership strategy, focus strategy, organization’s core competency and bank size). Data has been collected from 384respondents by using structured questionnaire. The multiple regression model has been used to test the relationship. It is found that organizational performance of banks is influenced by cost leadership, differentiation, focus, organization ‘score competency and bank size.

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Simonet, Daniel. "Healthcare reforms and cost reduction strategies in Europe." International Journal of Health Care Quality Assurance 23, no. 5 (2010): 470–88. http://dx.doi.org/10.1108/09526861011050510.

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Brierley, Gary S., and Ronald D. Drake. "Cost-reduction strategies for subway design and construction." Tunnelling and Underground Space Technology 10, no. 1 (1995): 31–35. http://dx.doi.org/10.1016/0886-7798(94)00062-p.

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Murthy, Y. Sree Rama, and Saeed Al-Muharrami. "Credit Rating Strategies: A Study of GCC Banks." SAGE Open 10, no. 4 (2020): 215824402098229. http://dx.doi.org/10.1177/2158244020982290.

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Identifying financial strategies, which help a bank to survive a crisis, is the main purpose of the article. Low oil prices and the COVID-19 pandemic is the latest crisis being faced by the Gulf Cooperation Council (GCC) banks. This article examines the financial strategies of those banks that managed to retain good credit ratings both before and after the global financial crisis, so as to throw light on the characteristics of banks that managed to remain steady and stable. This article analyzes the Fitch credit ratings of 51 Islamic and conventional banks, operating in the GCC, divided into pre–global financial crisis (2002–2007) and post–global financial crisis (2008–2013) periods. Trend and behavior of average ratios of top-rated banks in both the periods is first attempted before moving to the “Ordered Choice Logit” regression method to further analyze the data. Regression results indicate that size and cost management are very important factors in ratings both before and after the financial crisis. As long as asset quality is under control, liquidity is the focal point in achieving good ratings. Top-rated Islamic banks seem to be following a strategy of allowing capital ratios to trend down during a crisis as long as capital is well above the regulatory requirements. The article is the first of its kind, which examines credit rating strategies of GCC Islamic banks and conventional banks. The findings of the article are useful for banks as they throw light on appropriate strategies to be adopted by banks during crises.

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Chakraborty, Sushita. "Cost-Consciousness Culture and Cost-Reduction Strategies to Carry on Business Sustainability." Management Accountant Journal 54, no. 9 (2019): 64. http://dx.doi.org/10.33516/maj.v54i9.64-67p.

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Hardjito, Awis. "Analysis of Comparative Advantage Strategy Implementation on The Customer Loyalty of BRI Sharia in DIY." Global Review of Islamic Economics and Business 3, no. 1 (2016): 001. http://dx.doi.org/10.14421/grieb.2015.031-01.

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Competition occurs among Islamic banks increasingly tight. In order to survive and remain competitive, an Islamic bank should have an identity and uniqueness which differentiates with other Islamic banks. BRI Sharia in order to enter the world of competition and survive should implement strategies remain competitive advantages to maintain the loyalty of its customers. These strategies are divided into cost leadership, differentiation and focus. The expectation by applying one of these strategies, BRI Sharia can retain the loyalty of the customers and gain new customers. This research aimed to determine which strategies are applied by BRI Sharia. The strategies of the competitive advantage created by M. Porter's such as cost leadership, differentiation, and focus affect significantly on customer loyalty. Data processing was performed using SEM analysis (Structural Equation Model). The results showed that customer loyalty variation can be explained by variabel s of cost leadership, differentiation and focus strategies. From the test results we can conclude that only cost leadership strategy variable that significantly affect customer loyalty of BRI Sharia.

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Oliver Gao, H., and Timon H. Stasko. "Cost-minimizing retrofit/replacement strategies for diesel emissions reduction." Transportation Research Part D: Transport and Environment 14, no. 2 (2009): 111–19. http://dx.doi.org/10.1016/j.trd.2008.11.006.

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Viloria, Amelec. "Commercial Strategies Providers Pharmaceutical Chains for Logistics Cost Reduction." Indian Journal of Science and Technology 9, no. 1 (2016): 1–4. http://dx.doi.org/10.17485/ijst/2016/v9i47/107373.

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Chen, Xiaoxu, and Peng Xu. "Game Analysis between Banks and B2B Platforms in Agricultural Electronic Order Financing." Business and Management Research 8, no. 1 (2019): 11. http://dx.doi.org/10.5430/bmr.v8n1p11.

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In recent years, agricultural electronic order financing has developed rapidly, and cooperation between banks and B2B platforms has become the main mode of operation. In the process of cooperation, there are moral hazards caused by information concealment. On the basis of analyzing the business characteristics and the behavior strategies of both sides, this paper discusses the cooperation mechanism between the two sides by using the game analysis method. The results show that the strategy choice of the banks and the B2B platforms is not only affected by the credit of financing customers, but also by the concealment cost and the concealment income. When the concealment cost is less than the concealment income, the profit distribution ratio and the default compensation ratio can be the key factors of affecting the strategy choice of the B2B platforms and the banks. When the concealment cost is greater than the concealment benefit, the change value of the income distribution caused by the different strategies has an important impact on the strategy choice of the banks.

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Rahmawati, Rafika. "Strategi Peningkatan Efisiensi Biaya pada Bank Umum Syariah Berbasis Stochastic Frontier Approach dan Data Envelopment Analysis." Buletin Ekonomi Moneter dan Perbankan 17, no. 4 (2015): 457–80. http://dx.doi.org/10.21098/bemp.v17i4.506.

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Entering the ASEAN Economic Community (AEC) in 2015, the Islamic banking in Indonesia is expected to have better performance to compete sustainably with local banks and foreign. The performance of the banks using the cost efficiency approach with a focus on two inputs (cost of fund and cost of labor) and the two outputs (total financing and owned securities). Using Stochastic Frontier Approach (SFA) and Data Envelopment Analysis (DEA) on Islamic Banks during the period of January 2010 to December 2013, the result shows that the level of efficiency of the Islamic banks in Indonesia is not optimal. Our calculation shows different result for both method (SFA and DEA), where the highest efficiency levels using SFA methodis Bank Mega Syariah, while with the DEA method is Bank Muamalat Indonesia. Leaving some option of strategies to improve their cost efficiency; this includes increasing their assets, increasing deposits, and cut cost the unnecessarily cost. More strategy includes product innovation, reducing the salary of the board of directors, and put the funds in profitable portfolio. For the authorities, this paper has demonstrated the use of frontier approach as good alternative in assessing the performance of the banks.

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BELL, HOUSTON L. "Organizational Context: The Key to Implementing Successful Cost-Reduction Strategies." Frontiers of Health Services Management 13, no. 4 (1997): 44–47. http://dx.doi.org/10.1097/01974520-199704000-00005.

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Wilson, M. S., D. Menzies, A. D. Knight, and A. M. Crowe. "Demonstrating the clinical and cost effectiveness of adhesion reduction strategies." Colorectal Disease 4, no. 5 (2002): 355–60. http://dx.doi.org/10.1046/j.1463-1318.2002.00374.x.

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Reddy, Vivek Y., Ronald L. Akehurst, Shannon O. Armstrong, Stacey L. Amorosi, Stephen M. Beard, and David R. Holmes. "Time to Cost-Effectiveness Following Stroke Reduction Strategies in AF." Journal of the American College of Cardiology 66, no. 24 (2015): 2728–39. http://dx.doi.org/10.1016/j.jacc.2015.09.084.

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Wanjiru, Karani Winnie, and Dr Joyce Nzulwa. "INFLUENCE OF DIVERSIFICATION STRATEGIES ON COMPETITIVE ADVANTAGE OF COMMERCIAL BANKS IN KENYA." Journal of Business and Strategic Management 3, no. 1 (2018): 67. http://dx.doi.org/10.47941/jbsm.254.

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Purpose: This study examined the influence of diversification strategies on competitive advantage of commercial banks in Kenya by utilizing theoretical approaches of Market Power Theory, Portfolio Theory, Transaction Cost Theory, Resource Based View Theory and Diffusion of Innovation Theory. The specific objectives of the study included: to establish the influence of asset diversification strategy, technological diversification strategy, portfolio diversification strategy and revenue diversification strategy on competitive advantage of commercial banks in Kenya.Methodology: The stud adopted a descriptive research design. The target population of the study comprised of all the 43 commercial banks in Kenya. However, the study focused on the 39 commercial banks which were operational at the time of the study. The target respondents were the director of the corporate section, the head of strategy department and the strategy manager from each of the 39 commercial banks who made a total of 117 respondents. The study used a census method on all the 39 commercial banks. The study mainly relied on primary data. The primary data was collected using questionnaires which comprised open and closed- ended questions. Data was quantitatively analyzed using (SPSS V20) for both descriptive and inferential statistics.Results: The study findings showed that all the four variables, that is asset diversification strategy, technological diversification strategy, portfolio diversification strategy and revenue diversification strategy have a positive and significant influence on competitive advantage of commercial banks in Kenya.Recommendations: The study recommends that commercial banks should aim to increase their asset diversification strategies. The study also recommends that commercial banks should also aim to increase their technological diversification strategies. The study also recommends that commercial banks should also invest more resources in expanding their revenue generation activities. The study finally recommends that commercial banks should also invest more resources in expanding their portfolios as to diversify their risks.

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Hasan, Kazi N., Daniel Court, Rod Curtis, et al. "Operating cost reduction by electricity profiling and demand management." Water Practice and Technology 15, no. 4 (2020): 921–31. http://dx.doi.org/10.2166/wpt.2020.074.

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Abstract Like many other industries, water utilities use a high amount of electricity to operate water and wastewater treatment plants and incur a large percentage of their operating cost as electricity bills. This study investigates the electricity usage profile of a water utility and employs demand management strategies for cost reduction. Two cost reduction strategies are verified in this research – (i) fixed price contract, and (ii) electricity time-of-use shifting. An illustrative case study has been presented with two years of interval data from eight selected sites of an Australian/Victorian water utility. The study results suggest that by employing the demand management strategies, up to 22% cost reduction could be achieved from annual electricity bills. The study recognizes that the solution could be customized for each individual site based on the site-specific electricity usage profile.

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Richardson, Douglas K., John AF Zupancic, Gabriel J. Escobar, Mark Ogino, DeWayne M. Pursley, and Miranda Mugford. "A Critical Review of Cost Reduction in Neonatal Intensive Care II. Strategies for Reduction." Journal of Perinatology 21, no. 2 (2001): 121–27. http://dx.doi.org/10.1038/sj.jp.7200501.

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Weil, Thomas P. "Hospital downsizing and workforce reduction strategies: some inner workings." Health Services Management Research 16, no. 1 (2003): 13–23. http://dx.doi.org/10.1258/095148403762539103.

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Downsizing, manpower reductions, re-engineering, and resizing are used extensively in the United States to reduce cost and to evaluate the effectiveness and efficiency of various functions and processes. Published studies report that these managerial strategies result in a minimal impact on access to services, quality of care, and the ability to reduce costs. But, these approaches certainly alienate employees. These findings are usually explained by the significant difficulties experienced in eliminating nursing and other similar direct patient care-oriented positions and in terminating white-collar employees. Possibly an equally plausible reason why hospitals and physician practices react so poorly to these management strategies is their cost structure-high fixed (85%) and low variable (15%)-and that simply generating greater volume does not necessarily achieve economies of scale. More workable alternatives for health executives to effectuate cost reductions consist of simplifying prepayment, decreasing the overall availability and centralizing tertiary services at academic health centres, and closing superfluous hospitals and other health facilities. America's pluralistic values and these proposals having serious political repercussions for health executives and elected officials often present serious barriers in their implementation.

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Schoemaker, M. A. (Maarten), J. G. (Jules) Verlaan, R. (Robert) Vos, and M. (Matthijs) Kok. "The use of equivalent annual cost for cost-benefit analyses in flood risk reduction strategies." E3S Web of Conferences 7 (2016): 20005. http://dx.doi.org/10.1051/e3sconf/20160720005.

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Kobayashi, Yasuo. "The Reduction Strategies of Construction Term and Cost in DCS Renewal." JAPAN TAPPI JOURNAL 59, no. 3 (2005): 344–49. http://dx.doi.org/10.2524/jtappij.59.344.

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Hlatky, Mark A. "Population-wide educational strategies for serum cholesterol reduction are cost-effective." Evidence-based Cardiovascular Medicine 1, no. 3 (1997): 82. http://dx.doi.org/10.1016/s1361-2611(97)80070-x.

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Fonollosa, Jordi. "(Invited) Strategies for Calibration Cost Reduction in Heterogeneous Chemical Sensor Arrays." ECS Meeting Abstracts MA2020-01, no. 26 (2020): 1845. http://dx.doi.org/10.1149/ma2020-01261845mtgabs.

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Garcia, Robert. "Effective cost-reduction strategies in the management of regulated medical waste." American Journal of Infection Control 27, no. 2 (1999): 165–75. http://dx.doi.org/10.1016/s0196-6553(99)70093-3.

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Scheckelhoff, Douglas J., Jay M. Mirtallo, Richard C. Lisitano, and David W. Grauer. "Targeting Specialty Services as an Area for Drg Cost Reduction Strategies." Nutrition in Clinical Practice 2, no. 3 (1987): 117–22. http://dx.doi.org/10.1177/088453368700200308.

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Nganje, William E., Linda D. Burbidge, Elisha K. Denkyirah, and Elvis M. Ndembe. "Predicting Food-Safety Risk and Determining Cost-Effective Risk-Reduction Strategies." Journal of Risk and Financial Management 14, no. 9 (2021): 408. http://dx.doi.org/10.3390/jrfm14090408.

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Food safety is a major risk for agribusiness firms. According to the Centers for Disease Control and Prevention (CDC), approximately 5000 people die annually, and 36,000 people are hospitalized as a result of foodborne outbreaks in the United States. Globally, the death estimate is about 42,000 people per year. A single outbreak could cost a particular segment of the food industry hundreds of millions of dollars due to recalls and liability; these instances might amount to billions of dollars annually. Despite U.S. advancements and regulations, such as pathogen reduction/hazard analysis critical control points (PR/HACCP) in 1996 and the Food Modernization Act in 2010, to reduce food-safety risk, retail meat facilities continue to experience recalls and major outbreaks. We developed a stochastic-optimization framework and used stochastic-dominance methods to evaluate the effectiveness for three strategies that are used by retail meat facilities. Copula value-at-risk (CVaR) was utilized to predict the magnitude of the risk exposure associated with alternative, cost-effective risk-reduction strategies. The results showed that optimal retail-intervention strategies vary by meat and pathogen types, and that having a single Salmonella performance standard for PR/HACCP could be inefficient for reducing other pathogens and food-safety risks.

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Fonollosa, Jordi. "(Invited) Strategies for Calibration Cost Reduction in Heterogeneous Chemical Sensor Arrays." ECS Meeting Abstracts MA2021-01, no. 54 (2021): 1308. http://dx.doi.org/10.1149/ma2021-01541308mtgabs.

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Bucheli, Juan Fernando. "CONDITIONAL CASH TRANSFER SCHEMES AND THE POLITICISATION OF POVERTY REDUCTION STRATEGIES SCHEMES AND POLITICISATION OF POVERTY REDUCTION STRATEGIES." Análisis Político 28, no. 83 (2015): 19–31. http://dx.doi.org/10.15446/anpol.v28n83.51641.

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Conditional Cash Transfers (CCTs) in Latin America has been marked by a closed top-down process led by coalitions of politicians and technocrats who have chosen patronage relationships as the most convenient interaction with beneficiaries of social programmes. The existence of this type of relationship forces beneficiaries to take part in long-term political alliances in exchange for economic benefits. What seems to be a symbiotic relationship for the parties ultimately can have negative consequences in terms of democratic values and a financial opportunity cost to implement more efficient social investment. The more the exchange persists, the more permanent welfare dependency will prevail in the region.

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Singh, Rajesh Kumar, Rajesh Kumar, and Dinesh Pratap Singh. "Graphene oxide: strategies for synthesis, reduction and frontier applications." RSC Advances 6, no. 69 (2016): 64993–5011. http://dx.doi.org/10.1039/c6ra07626b.

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In this review article, we describe a general introduction to GO, its synthesis, reduction and some selected frontier applications. Its low cost and potential for mass production make GO a promising building block for functional hybrid materials.

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Niedziółka, Paweł. "Analiza potencjalnych korzyści oraz negatywnych konsekwencji wdrożenia norm LCR oraz NSFR w bankach europejskich." Kwartalnik Kolegium Ekonomiczno-Społecznego. Studia i Prace 1, no. 3 (2015): 207–26. http://dx.doi.org/10.33119/kkessip.2015.1.3.13.

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The introduction of liquidity ratios on the banking sector and the real economywill lead to adaptation of the banks. Mismatch between the maturity of assets andliabilities will be subject to reduction. These shifts in the banks’ balance sheetsmay result in diminishing profitability of banks as long as the cost of maintainingadditional capital and balance sheet structure changes will not be passed on to customers. Another consequence may be an impediment to access of nonfinancialentities to long-term financing. Thus, increased cost of credit and reductionof its availability in the short term will have negative impact on economicgrowth while introduction of liquidity standards and new capital requirementssignificantly reduces the probability of a banking crisis, which compensates forinterim and slight decrease in the growth rate.

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Hastuti, Sri. "PENERAPAN COST REDUCTION STRATEGIES DI MASA PANDEMI COVID-19 PADA USAHA KECIL MENENGAH (UMKM) KOTA BOGOR (Studi pada Anggota UMKM di Komunitas Kefir Bogor)." JURNAL LENTERA BISNIS 10, no. 1 (2021): 78. http://dx.doi.org/10.34127/jrlab.v10i1.394.

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<p><em>This research purpose to know the application of Cost Reduction Strategies on Micro Small and Medium Enterprises (MSME).</em> <em>Cost reduction strategies have the meaning of "change" even though it is better known as "cost reduction" but any company that dares to implement cost reduction means that it is ready to change. The problem in the application of Cost Reduction Strategies is the difficulty in making a priority scale to determine cost items that can be streamlined and not optimal in carrying out the cost reduction stage. The focus of this study is more on the application of business process change strategies and also the efficiency of human resources. This research uses a qualitative description method. The technique of collecting data was done by interviewing and surveying a number of respondents using a sampling technique. The survey results showed 67% applied the concept of efficiency in business processes and 25% implemented a human resource efficiency strategy (streamlining), 8% of respondents stated that they did not implement an efficiency strategy during a pandemic because their income has actually increased. From the survey results, it shows that the main focus of MSME entrepreneurs when there is a decline in turnover is to make improvements to the production process firsts, streamlining is the final choice.</em></p><p><strong>Key words:</strong> <em>Cost Reduction Strategies, UMKM Bogor, Covid-19</em></p>

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