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Chapter 9
Banking and
the Management
of Financial
Institutions
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-2
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-3
Basic Banking—Cash Deposit
• Opening of a checking account leads to an
increase in the bank’s reserves equal to the
increase in checkable deposits
First National Bank First National Bank
Assets Liabilities Assets Liabilities
Vault
Cash
+$100 Checkable
deposits
+$100 Reserves +$100 Checkable
deposits
+$100
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-4
Basic Banking—Check Deposit
When a bank receives
additional deposits, it
gains an equal amount of reserves;
when it loses deposits,
it loses an equal amount of reserves
First National Bank Second National Bank
Assets Liabilities Assets Liabilities
Reserves +$100 Checkable
deposits
+$100 Reserves -$100 Checkable
deposits
-$100
First National Bank
Assets Liabilities
Cash items
in process
of collection
+$100 Checkable
deposits
+$100
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-5
Basic Banking—Making a Profit
• Asset transformation-selling liabilities with one set of
characteristics and using the proceeds to buy assets
with a different set of characteristics
• The bank borrows short and lends long
First National Bank Second National Bank
Assets Liabilities Assets Liabilities
Required
reserves
+$100 Checkable
deposits
+$100 Required
reserves
+$100 Checkable
deposits
+$100
Excess
reserves
+$90 Loans +$90
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-6
Bank Management
• Liquidity Management
• Asset Management
• Liability Management
• Capital Adequacy Management
• Credit Risk
• Interest-rate Risk
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-7
Liquidity Management:
Ample Excess Reserves
• If a bank has ample excess reserves, a
deposit outflow does not necessitate changes
in other parts of its balance sheet
Assets Liabilities Assets Liabilities
Reserves $20M Deposits $100M Reserves $10M Deposits $90M
Loans $80M Bank
Capital
$10M Loans $80M Bank
Capital
$10M
Securities $10M Securities $10M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-8
Liquidity Management:
Shortfall in Reserves
• Reserves are a legal requirement and the
shortfall must be eliminated
• Excess reserves are insurance against the
costs associated with deposit outflows
Assets Liabilities Assets Liabilities
Reserves $10M Deposits $100M Reserves $0 Deposits $90M
Loans $90M Bank
Capital
$10M Loans $90M Bank
Capital
$10M
Securities $10M Securities $10M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-9
Liquidity Management: Borrowing
• Cost incurred is the interest rate paid on the
borrowed funds
Assets Liabilities
Reserves $9M Deposits $90M
Loans $90M Borrowing $9M
Securities $10M Bank Capital $10M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-10
Liquidity Management:
Securities Sale
• The cost of selling securities is the brokerage
and other transaction costs
Assets Liabilities
Reserves $9M Deposits $90M
Loans $90M Bank Capital $10M
Securities $1M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-11
Liquidity Management:
Federal Reserve
• Borrowing from the Fed also incurs interest
payments based on the discount rate
Assets Liabilities
Reserves $9M Deposits $90M
Loans $90M Borrow from Fed $9M
Securities $10M Bank Capital $10M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-12
Liquidity Management: Reduce Loans
• Reduction of loans is the most costly way of
acquiring reserves
• Calling in loans antagonizes customers
• Other banks may only agree to purchase loans at a
substantial discount
Assets Liabilities
Reserves $9M Deposits $90M
Loans $81M Bank Capital $10M
Securities $10M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-13
Asset Management: Three Goals
• Seek the highest possible returns on
loans and securities
• Reduce risk
• Have adequate liquidity
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-14
Asset Management: Four Tools
• Find borrowers who will pay high
interest rates and have low possibility
of defaulting
• Purchase securities with high returns
and low risk
• Lower risk by diversifying
• Balance need for liquidity against
increased returns from less liquid assets
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-15
Liability Management
• Recent phenomenon due to rise of
money center banks
• Expansion of overnight loan markets and
new financial instruments (such as
negotiable CDs)
• Checkable deposits have decreased in
importance as source of bank funds
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-16
Capital Adequacy Management
• Bank capital helps prevent bank failure
• The amount of capital affects return for
the owners (equity holders) of the bank
• Regulatory requirement
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-17
Capital Adequacy Management:
Preventing Bank Failure When
Assets Decline
High Bank Capital Low Bank Capital
Assets Liabilities Assets Liabilities
Reserves $10M Deposits $90M Reserves $10M Deposits $96M
Loans $90M Bank Capital $10M Loans $90M Bank Capital $4M
High Bank Capital Low Bank Capital
Assets Liabilities Assets Liabilities
Reserves $10M Deposits $90M Reserves $10M Deposits $96M
Loans $85M Bank Capital $5M Loans $85M Bank Capital -$1M
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-18
Capital Adequacy Management:
Returns to Equity Holders
Return on Assets: net profit after taxes per dollar of assets
ROA =
net profit after taxes
assets
Return on Equity: net profit after taxes per dollar of equity capital
ROE =
net profit after taxes
equity capital
Relationship between ROA and ROE is expressed by the
Equity Multiplier: the amount of assets per dollar of equity capital
EM =
Assets
Equity Capital
net profit after taxes
equity capital
=
νετπροφιταφτερταξεσ
ασσετσ
×
ασσετσ
εθυιτψχαπιταλ
ΡΟΕ = ΡΟΑ × ΕΜ
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-19
Capital Adequacy
Management: Safety
• Benefits the owners of a bank by making
their investment safe
• Costly to owners of a bank because the
higher the bank capital, the lower the
return on equity
• Choice depends on the state of the
economy and levels of confidence
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-20
Credit Risk: Overcoming Adverse
Selection and Moral Hazard
• Screening and information collection
• Specialization in lending
• Monitoring and enforcement of
restrictive covenants
• Long-term customer relationships
• Loan commitments
• Collateral and compensating balances
• Credit rationing
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-21
Interest-Rate Risk
• If a bank has more rate-sensitive liabilities than assets, a rise in
interest rates will reduce bank profits and a decline in interest
rates will raise bank profits
First National Bank
Assets Liabilities
Rate-sensitive assets $20M Rate-sensitive liabilities $50M
Variable-rate and short-term loans Variable-rate CDs
Short-term securities Money market deposit accounts
Fixed-rate assets $80M Fixed-rate liabilities $50M
Reserves Checkable deposits
Long-term loans Savings deposits
Long-term securities Long-term CDs
Equity capital
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-22
Interest Rate Risk: Gap Analysis
Basic Gap Analysis:
(rate-sensitive assets − ρατε σενσιτιϖε λιαβιλιτιεσ)
× ∆ ιντερεστρατεσ= ∆ ιν βανκ προφιτσ
ΜατυριτψΒυχκετΑππροαχη
µ εασυρεστηε γαπ φορσεϖεραλµ ατυριτψσυβιντερϖαλσ
Στανδαρδιζεδ Γαπ Αναλψσισ
αχχουντσφορδιφφερινγ δεγρεεσοφρατε σενσιτιϖιτψ
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-23
Interest Rate Risk: Duration Analysis
Duration Analysis:
%∆ µ αρκετϖαλυε οφσεχυριτψ≈
−περχενταγε ποιντ∆ ιντερεστρατε × δυρατιον ιν ψεαρσ
Υσεστηε ωειγητεδ αϖεραγε δυρατιον οφ
αφινανχιαλινστιτυτιον∋σασσετσανδ οφιτσλιαβιλιτιεσ
το σεε ηοω νετωορτη ρεσπονδστο αχηανγε ιν
ιντερεστρατεσ
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-24
Off-Balance-Sheet Activities
• Loan sales (secondary loan
participation)
• Generation of fee income
• Trading activities and risk management
techniques
 Futures, options, interest-rate swaps,
foreign exchange
 Speculation
Copyright © 2007 Pearson Addison-Wesley.
All rights reserved. 9-25
Off-Balance-Sheet Activities (cont’d)
• Trading activities and risk management
techniques (cont’d)
 Principal-agent problem
 Internal Controls
• Separation of trading activities and bookkeeping
• Limits on exposure
• Value-at-risk
• Stress testing

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Mishkin ch09 banking and the management of financial institutions

  • 1. Chapter 9 Banking and the Management of Financial Institutions
  • 2. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-2
  • 3. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-3 Basic Banking—Cash Deposit • Opening of a checking account leads to an increase in the bank’s reserves equal to the increase in checkable deposits First National Bank First National Bank Assets Liabilities Assets Liabilities Vault Cash +$100 Checkable deposits +$100 Reserves +$100 Checkable deposits +$100
  • 4. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-4 Basic Banking—Check Deposit When a bank receives additional deposits, it gains an equal amount of reserves; when it loses deposits, it loses an equal amount of reserves First National Bank Second National Bank Assets Liabilities Assets Liabilities Reserves +$100 Checkable deposits +$100 Reserves -$100 Checkable deposits -$100 First National Bank Assets Liabilities Cash items in process of collection +$100 Checkable deposits +$100
  • 5. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-5 Basic Banking—Making a Profit • Asset transformation-selling liabilities with one set of characteristics and using the proceeds to buy assets with a different set of characteristics • The bank borrows short and lends long First National Bank Second National Bank Assets Liabilities Assets Liabilities Required reserves +$100 Checkable deposits +$100 Required reserves +$100 Checkable deposits +$100 Excess reserves +$90 Loans +$90
  • 6. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-6 Bank Management • Liquidity Management • Asset Management • Liability Management • Capital Adequacy Management • Credit Risk • Interest-rate Risk
  • 7. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-7 Liquidity Management: Ample Excess Reserves • If a bank has ample excess reserves, a deposit outflow does not necessitate changes in other parts of its balance sheet Assets Liabilities Assets Liabilities Reserves $20M Deposits $100M Reserves $10M Deposits $90M Loans $80M Bank Capital $10M Loans $80M Bank Capital $10M Securities $10M Securities $10M
  • 8. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-8 Liquidity Management: Shortfall in Reserves • Reserves are a legal requirement and the shortfall must be eliminated • Excess reserves are insurance against the costs associated with deposit outflows Assets Liabilities Assets Liabilities Reserves $10M Deposits $100M Reserves $0 Deposits $90M Loans $90M Bank Capital $10M Loans $90M Bank Capital $10M Securities $10M Securities $10M
  • 9. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-9 Liquidity Management: Borrowing • Cost incurred is the interest rate paid on the borrowed funds Assets Liabilities Reserves $9M Deposits $90M Loans $90M Borrowing $9M Securities $10M Bank Capital $10M
  • 10. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-10 Liquidity Management: Securities Sale • The cost of selling securities is the brokerage and other transaction costs Assets Liabilities Reserves $9M Deposits $90M Loans $90M Bank Capital $10M Securities $1M
  • 11. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-11 Liquidity Management: Federal Reserve • Borrowing from the Fed also incurs interest payments based on the discount rate Assets Liabilities Reserves $9M Deposits $90M Loans $90M Borrow from Fed $9M Securities $10M Bank Capital $10M
  • 12. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-12 Liquidity Management: Reduce Loans • Reduction of loans is the most costly way of acquiring reserves • Calling in loans antagonizes customers • Other banks may only agree to purchase loans at a substantial discount Assets Liabilities Reserves $9M Deposits $90M Loans $81M Bank Capital $10M Securities $10M
  • 13. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-13 Asset Management: Three Goals • Seek the highest possible returns on loans and securities • Reduce risk • Have adequate liquidity
  • 14. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-14 Asset Management: Four Tools • Find borrowers who will pay high interest rates and have low possibility of defaulting • Purchase securities with high returns and low risk • Lower risk by diversifying • Balance need for liquidity against increased returns from less liquid assets
  • 15. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-15 Liability Management • Recent phenomenon due to rise of money center banks • Expansion of overnight loan markets and new financial instruments (such as negotiable CDs) • Checkable deposits have decreased in importance as source of bank funds
  • 16. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-16 Capital Adequacy Management • Bank capital helps prevent bank failure • The amount of capital affects return for the owners (equity holders) of the bank • Regulatory requirement
  • 17. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-17 Capital Adequacy Management: Preventing Bank Failure When Assets Decline High Bank Capital Low Bank Capital Assets Liabilities Assets Liabilities Reserves $10M Deposits $90M Reserves $10M Deposits $96M Loans $90M Bank Capital $10M Loans $90M Bank Capital $4M High Bank Capital Low Bank Capital Assets Liabilities Assets Liabilities Reserves $10M Deposits $90M Reserves $10M Deposits $96M Loans $85M Bank Capital $5M Loans $85M Bank Capital -$1M
  • 18. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-18 Capital Adequacy Management: Returns to Equity Holders Return on Assets: net profit after taxes per dollar of assets ROA = net profit after taxes assets Return on Equity: net profit after taxes per dollar of equity capital ROE = net profit after taxes equity capital Relationship between ROA and ROE is expressed by the Equity Multiplier: the amount of assets per dollar of equity capital EM = Assets Equity Capital net profit after taxes equity capital = νετπροφιταφτερταξεσ ασσετσ × ασσετσ εθυιτψχαπιταλ ΡΟΕ = ΡΟΑ × ΕΜ
  • 19. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-19 Capital Adequacy Management: Safety • Benefits the owners of a bank by making their investment safe • Costly to owners of a bank because the higher the bank capital, the lower the return on equity • Choice depends on the state of the economy and levels of confidence
  • 20. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-20 Credit Risk: Overcoming Adverse Selection and Moral Hazard • Screening and information collection • Specialization in lending • Monitoring and enforcement of restrictive covenants • Long-term customer relationships • Loan commitments • Collateral and compensating balances • Credit rationing
  • 21. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-21 Interest-Rate Risk • If a bank has more rate-sensitive liabilities than assets, a rise in interest rates will reduce bank profits and a decline in interest rates will raise bank profits First National Bank Assets Liabilities Rate-sensitive assets $20M Rate-sensitive liabilities $50M Variable-rate and short-term loans Variable-rate CDs Short-term securities Money market deposit accounts Fixed-rate assets $80M Fixed-rate liabilities $50M Reserves Checkable deposits Long-term loans Savings deposits Long-term securities Long-term CDs Equity capital
  • 22. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-22 Interest Rate Risk: Gap Analysis Basic Gap Analysis: (rate-sensitive assets − ρατε σενσιτιϖε λιαβιλιτιεσ) × ∆ ιντερεστρατεσ= ∆ ιν βανκ προφιτσ ΜατυριτψΒυχκετΑππροαχη µ εασυρεστηε γαπ φορσεϖεραλµ ατυριτψσυβιντερϖαλσ Στανδαρδιζεδ Γαπ Αναλψσισ αχχουντσφορδιφφερινγ δεγρεεσοφρατε σενσιτιϖιτψ
  • 23. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-23 Interest Rate Risk: Duration Analysis Duration Analysis: %∆ µ αρκετϖαλυε οφσεχυριτψ≈ −περχενταγε ποιντ∆ ιντερεστρατε × δυρατιον ιν ψεαρσ Υσεστηε ωειγητεδ αϖεραγε δυρατιον οφ αφινανχιαλινστιτυτιον∋σασσετσανδ οφιτσλιαβιλιτιεσ το σεε ηοω νετωορτη ρεσπονδστο αχηανγε ιν ιντερεστρατεσ
  • 24. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-24 Off-Balance-Sheet Activities • Loan sales (secondary loan participation) • Generation of fee income • Trading activities and risk management techniques  Futures, options, interest-rate swaps, foreign exchange  Speculation
  • 25. Copyright © 2007 Pearson Addison-Wesley. All rights reserved. 9-25 Off-Balance-Sheet Activities (cont’d) • Trading activities and risk management techniques (cont’d)  Principal-agent problem  Internal Controls • Separation of trading activities and bookkeeping • Limits on exposure • Value-at-risk • Stress testing