Relation between marketing expenses and bank’s financial position: Ukrainian reality
Purpose The purpose of this paper is to determine relation between marketing expenses and bank’s financial position. Factor and cluster analyses were applied to unify different financial variables into financial clusters. Each cluster has specific long-term and short-term financial position and is a...
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Veröffentlicht in: | Benchmarking : an international journal 2017-01, Vol.24 (4), p.903-933 |
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description | Purpose
The purpose of this paper is to determine relation between marketing expenses and bank’s financial position. Factor and cluster analyses were applied to unify different financial variables into financial clusters. Each cluster has specific long-term and short-term financial position and is allocated to appropriate rating position of new rating system. Using rating positions, it is possible to determine whether overall bank position is fragile or stable, and which financial position is vulnerable. Comparing marketing expenses with financial positions, it is possible to evaluate how effectively banks manage their financial resources, and what impact marketing activity has on the financial position.
Design/methodology/approach
Financial statements of Ukrainian banks for last five years are analyzed. Database of financial documents are reviewed. Coefficient, principal components, and hierarchical cluster analyzes are applied to elaborate new rating system. “Bartlett’s Test of Sphericity” and “Kaiser-Meyer-Olkin Measure of Sampling Adequacy Test” validate input data. Box-and-whisker plots are used to describe graphically interaction between marketing expenses and bank financial positions.
Findings
The new rating system describes short-term and long-term bank financial positions. In their marketing activity, Ukrainian banks mostly have uneven distribution of marketing expenses in context of financial positions. Such pattern disrupts long-term stability of Ukrainian banking system. Each financial variable has different impact on marketing activity; however, the correlation level is insignificant. In general, Ukrainian banks do not consider financial positions in marketing planning.
Practical implications
New rating system can be used by the National Bank of Ukraine, the main supervisory bank of Ukraine, to determine fragile banks and to predict their bankruptcy. Banks may use findings to analyze their financial positions and to find optimal marketing expenses.
Originality/value
This paper contributes into the scientific literature in novelty of marketing-finance interaction in the Ukrainian banking system. New rating system of Ukrainian banks considers different aspects of bank financial stability: liquidity level, credit risks, deposit portfolio, and bank’s ability to attract additional financial resources on financial markets. Cluster analysis helps to allocate similar financial factors to different clusters and to evaluate financial risks in conjunctio |
doi_str_mv | 10.1108/BIJ-02-2016-0026 |
format | Article |
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The purpose of this paper is to determine relation between marketing expenses and bank’s financial position. Factor and cluster analyses were applied to unify different financial variables into financial clusters. Each cluster has specific long-term and short-term financial position and is allocated to appropriate rating position of new rating system. Using rating positions, it is possible to determine whether overall bank position is fragile or stable, and which financial position is vulnerable. Comparing marketing expenses with financial positions, it is possible to evaluate how effectively banks manage their financial resources, and what impact marketing activity has on the financial position.
Design/methodology/approach
Financial statements of Ukrainian banks for last five years are analyzed. Database of financial documents are reviewed. Coefficient, principal components, and hierarchical cluster analyzes are applied to elaborate new rating system. “Bartlett’s Test of Sphericity” and “Kaiser-Meyer-Olkin Measure of Sampling Adequacy Test” validate input data. Box-and-whisker plots are used to describe graphically interaction between marketing expenses and bank financial positions.
Findings
The new rating system describes short-term and long-term bank financial positions. In their marketing activity, Ukrainian banks mostly have uneven distribution of marketing expenses in context of financial positions. Such pattern disrupts long-term stability of Ukrainian banking system. Each financial variable has different impact on marketing activity; however, the correlation level is insignificant. In general, Ukrainian banks do not consider financial positions in marketing planning.
Practical implications
New rating system can be used by the National Bank of Ukraine, the main supervisory bank of Ukraine, to determine fragile banks and to predict their bankruptcy. Banks may use findings to analyze their financial positions and to find optimal marketing expenses.
Originality/value
This paper contributes into the scientific literature in novelty of marketing-finance interaction in the Ukrainian banking system. New rating system of Ukrainian banks considers different aspects of bank financial stability: liquidity level, credit risks, deposit portfolio, and bank’s ability to attract additional financial resources on financial markets. Cluster analysis helps to allocate similar financial factors to different clusters and to evaluate financial risks in conjunction. As legal regulations concerning banking market, are also considered, the rating system can be adjusted to different countries. In addition, marketing expenses are analyzed in context of banks’ financial positions.</description><identifier>ISSN: 1463-5771</identifier><identifier>EISSN: 1758-4094</identifier><identifier>DOI: 10.1108/BIJ-02-2016-0026</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Adequacy ; Advertising ; Advertising expenditures ; Bank ratings ; Banking ; Banking industry ; Bankruptcy ; Banks ; Cluster analysis ; Cost control ; Costs ; Investments ; Market shares ; Market strategy ; Marketing ; Profits ; Savings banks ; Short term ; Stability ; Strategic management</subject><ispartof>Benchmarking : an international journal, 2017-01, Vol.24 (4), p.903-933</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2017</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c342t-61a9af3c2a49387b6e0bad1e95fe3e850b25a676b29d4501e419a2e6099c25e83</citedby><cites>FETCH-LOGICAL-c342t-61a9af3c2a49387b6e0bad1e95fe3e850b25a676b29d4501e419a2e6099c25e83</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/BIJ-02-2016-0026/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,966,11633,21693,27922,27923,52687,53242</link.rule.ids></links><search><creatorcontrib>Valentyn, Khmarskyi</creatorcontrib><creatorcontrib>Pavlov, Roman</creatorcontrib><title>Relation between marketing expenses and bank’s financial position: Ukrainian reality</title><title>Benchmarking : an international journal</title><description>Purpose
The purpose of this paper is to determine relation between marketing expenses and bank’s financial position. Factor and cluster analyses were applied to unify different financial variables into financial clusters. Each cluster has specific long-term and short-term financial position and is allocated to appropriate rating position of new rating system. Using rating positions, it is possible to determine whether overall bank position is fragile or stable, and which financial position is vulnerable. Comparing marketing expenses with financial positions, it is possible to evaluate how effectively banks manage their financial resources, and what impact marketing activity has on the financial position.
Design/methodology/approach
Financial statements of Ukrainian banks for last five years are analyzed. Database of financial documents are reviewed. Coefficient, principal components, and hierarchical cluster analyzes are applied to elaborate new rating system. “Bartlett’s Test of Sphericity” and “Kaiser-Meyer-Olkin Measure of Sampling Adequacy Test” validate input data. Box-and-whisker plots are used to describe graphically interaction between marketing expenses and bank financial positions.
Findings
The new rating system describes short-term and long-term bank financial positions. In their marketing activity, Ukrainian banks mostly have uneven distribution of marketing expenses in context of financial positions. Such pattern disrupts long-term stability of Ukrainian banking system. Each financial variable has different impact on marketing activity; however, the correlation level is insignificant. In general, Ukrainian banks do not consider financial positions in marketing planning.
Practical implications
New rating system can be used by the National Bank of Ukraine, the main supervisory bank of Ukraine, to determine fragile banks and to predict their bankruptcy. Banks may use findings to analyze their financial positions and to find optimal marketing expenses.
Originality/value
This paper contributes into the scientific literature in novelty of marketing-finance interaction in the Ukrainian banking system. New rating system of Ukrainian banks considers different aspects of bank financial stability: liquidity level, credit risks, deposit portfolio, and bank’s ability to attract additional financial resources on financial markets. Cluster analysis helps to allocate similar financial factors to different clusters and to evaluate financial risks in conjunction. As legal regulations concerning banking market, are also considered, the rating system can be adjusted to different countries. In addition, marketing expenses are analyzed in context of banks’ financial positions.</description><subject>Adequacy</subject><subject>Advertising</subject><subject>Advertising expenditures</subject><subject>Bank ratings</subject><subject>Banking</subject><subject>Banking industry</subject><subject>Bankruptcy</subject><subject>Banks</subject><subject>Cluster analysis</subject><subject>Cost control</subject><subject>Costs</subject><subject>Investments</subject><subject>Market shares</subject><subject>Market strategy</subject><subject>Marketing</subject><subject>Profits</subject><subject>Savings banks</subject><subject>Short term</subject><subject>Stability</subject><subject>Strategic management</subject><issn>1463-5771</issn><issn>1758-4094</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2017</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNptkD1PwzAQhi0EEqWwM1piDj07iROzQcVHUSUkRFmtS3JBblOn2EHQjb_B3-OXkKgsSEx3w_u8p3sYOxVwLgTkk6vZfQQykiBUBCDVHhuJLM2jBHSy3--JiqM0y8QhOwphCQBK5HLEnh-pwc62jhfUvRM5vka_os66F04fG3KBAkdX8QLd6vvzK_DaOnSlxYZv2mAH9IIvVh6ts-i4J2xstz1mBzU2gU5-55gtbq6fpnfR_OF2Nr2cR2WcyC5SAjXWcSkx0XGeFYqgwEqQTmuKKU-hkCmqTBVSV0kKghKhUZICrUuZUh6P2dmud-Pb1zcKnVm2b971J43Icx0LkWrZp2CXKn0bgqfabLzt_9waAWawZ3p7BqQZ7JnBXo9MdgityWNT_Uf88R3_AF-scXo</recordid><startdate>20170101</startdate><enddate>20170101</enddate><creator>Valentyn, Khmarskyi</creator><creator>Pavlov, Roman</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7TA</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7XB</scope><scope>8AO</scope><scope>8FD</scope><scope>8FI</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>JG9</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>20170101</creationdate><title>Relation between marketing expenses and bank’s financial position: Ukrainian reality</title><author>Valentyn, Khmarskyi ; Pavlov, Roman</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c342t-61a9af3c2a49387b6e0bad1e95fe3e850b25a676b29d4501e419a2e6099c25e83</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2017</creationdate><topic>Adequacy</topic><topic>Advertising</topic><topic>Advertising expenditures</topic><topic>Bank ratings</topic><topic>Banking</topic><topic>Banking industry</topic><topic>Bankruptcy</topic><topic>Banks</topic><topic>Cluster analysis</topic><topic>Cost control</topic><topic>Costs</topic><topic>Investments</topic><topic>Market shares</topic><topic>Market strategy</topic><topic>Marketing</topic><topic>Profits</topic><topic>Savings banks</topic><topic>Short term</topic><topic>Stability</topic><topic>Strategic management</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Valentyn, Khmarskyi</creatorcontrib><creatorcontrib>Pavlov, Roman</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>Materials Business File</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Technology Research Database</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Materials Research Database</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Benchmarking : an international journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Valentyn, Khmarskyi</au><au>Pavlov, Roman</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Relation between marketing expenses and bank’s financial position: Ukrainian reality</atitle><jtitle>Benchmarking : an international journal</jtitle><date>2017-01-01</date><risdate>2017</risdate><volume>24</volume><issue>4</issue><spage>903</spage><epage>933</epage><pages>903-933</pages><issn>1463-5771</issn><eissn>1758-4094</eissn><abstract>Purpose
The purpose of this paper is to determine relation between marketing expenses and bank’s financial position. Factor and cluster analyses were applied to unify different financial variables into financial clusters. Each cluster has specific long-term and short-term financial position and is allocated to appropriate rating position of new rating system. Using rating positions, it is possible to determine whether overall bank position is fragile or stable, and which financial position is vulnerable. Comparing marketing expenses with financial positions, it is possible to evaluate how effectively banks manage their financial resources, and what impact marketing activity has on the financial position.
Design/methodology/approach
Financial statements of Ukrainian banks for last five years are analyzed. Database of financial documents are reviewed. Coefficient, principal components, and hierarchical cluster analyzes are applied to elaborate new rating system. “Bartlett’s Test of Sphericity” and “Kaiser-Meyer-Olkin Measure of Sampling Adequacy Test” validate input data. Box-and-whisker plots are used to describe graphically interaction between marketing expenses and bank financial positions.
Findings
The new rating system describes short-term and long-term bank financial positions. In their marketing activity, Ukrainian banks mostly have uneven distribution of marketing expenses in context of financial positions. Such pattern disrupts long-term stability of Ukrainian banking system. Each financial variable has different impact on marketing activity; however, the correlation level is insignificant. In general, Ukrainian banks do not consider financial positions in marketing planning.
Practical implications
New rating system can be used by the National Bank of Ukraine, the main supervisory bank of Ukraine, to determine fragile banks and to predict their bankruptcy. Banks may use findings to analyze their financial positions and to find optimal marketing expenses.
Originality/value
This paper contributes into the scientific literature in novelty of marketing-finance interaction in the Ukrainian banking system. New rating system of Ukrainian banks considers different aspects of bank financial stability: liquidity level, credit risks, deposit portfolio, and bank’s ability to attract additional financial resources on financial markets. Cluster analysis helps to allocate similar financial factors to different clusters and to evaluate financial risks in conjunction. As legal regulations concerning banking market, are also considered, the rating system can be adjusted to different countries. In addition, marketing expenses are analyzed in context of banks’ financial positions.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/BIJ-02-2016-0026</doi><tpages>31</tpages></addata></record> |
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source | Emerald Journals; Standard: Emerald eJournal Premier Collection |
subjects | Adequacy Advertising Advertising expenditures Bank ratings Banking Banking industry Bankruptcy Banks Cluster analysis Cost control Costs Investments Market shares Market strategy Marketing Profits Savings banks Short term Stability Strategic management |
title | Relation between marketing expenses and bank’s financial position: Ukrainian reality |
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