bankmanagement银行管理学第五版课后习题答案

bankmanagement银行管理学第五版课后习题答案内容摘要：

iceable assetsrepriceable liabilities|/assets。 difference in assets and liabilities denominated in the same currency。 to highest liquidity risk: 3month Tbills, 5year Treasury bond, 5year municipal bond (if high quality and from a known issuer), 4year car loan with monthly payments (receive some principal monthly, may be saleable), 1year construction loan, 1year loan to individual, pledged 3month Tbill. As stated, the 3month Tbill that is pledged as collateral is illiquid unless the bank can change its collateral status. credit riska. loan to a er grocery store representing a little known borrower with uncertain financialsb. loan collateralized with inventory (work in process) because the collateral is less liquid and more difficult to value。 this assumes that the receivables are still viable and not too aged.c. normally the Barated municipal bond, unless the agency bond is an exotic mortgage backed security, because the agency bond carries an implied guarantee in that Freddie Mac is a quasipublic borrower.d. 1year car loan because the student loan is typically government guaranteed the balance sheet: high core deposits/assets。 high equity/assets。 low noncore, purchased liabilities/assets。 high investment securities/assets。 high agriculture loans/assets (the value refers to that for small banks)。 For the ine statement: net interest margin (high)。 burden/assets (high), efficiency ratio (high)。 (the value in paretheses refers to that for small banks). Chapter 3 Managing Noninterest Ine and Noninterest Expense1. Unmonitored expenses can bee excessively high. If a bank has nothad a plan to control expenses,then cost cutting is appropriate and will help the bank be more petitive. Often times cost cutting simply means letting people go. However, such expense cuts can adversely affect the bank’s ability to provide service and pete. Managers should approach cost cutting with operating efficiencies in mind, selecting expenses that will lower the average cost of providing services. In some cases, banks will have to invest in new technologies to improve productivity as an alternative to simple cost cutting.2. The primary sources of noninterest ine for a munity bank are generally deposit fees, trust fees, mortgage fees, fees and missions and fees from insurance produces, credit card fees and investment product fees. The primary sources of noninterest ine for large Global, Nationwide, and Super Regional Banks are deposit fees, investment banking fees, asset management fees, mortgage servicing fees, and trading profits.3. Noninterest expense consists of personnel expense, occupancy expense (including rent and depreciation), and other expense for supplies, deposit insurance, etc.4. The efficiency ratio is measured as noninterest expense divided by the sum of net interest ine and noninterest ine (total operating revenue). As such, it measures how much it costs in overhead to generate $1 of revenue. A lower figure indicates that a bank is more efficient because it takes less overhead to produce $1 of revenue. It may not be a meaningful measure because it provided no information regarding whether a specific expenditure is appropriate. Specifically, if an expenditure won’t produce revenue for several years, it may increase the efficiency ratio suggesting that it is not appropriate, when actual savings or revenue generated is delayed and the expenditure might be an attractive one.5. Remendations: i) identify which accounts are unprofitable and which products or services are most monly used by these individuals。 reprice these accounts to encourage individuals to bundle their products and services to avoid charges。 ii) increase minimum deposit balances for customers to avoid service charges, while maintaining access to the most basic banking services at reasonably low cost。 iii) offer accounts with minimum fees and balances as long as the customer agrees not to enter the bank or branch and thus conducts all business electronically.6. Expense reduction: strength is the immediate impact as costs decline。 weaknesses include the loss of employee and customer morale and making cuts that lower service quality. Revenue enhancement: strength is that revenues grow without cutting the range of products and services offered。 weakness is that it is difficult to implement in the near term and their may not be an immediate improvement in burden or the efficiency ratio. Contribution growth: strength is that this is the best longterm strategy as service quality improves and employee/customer morale is unchanged。 weakness is that it is a longterm strategy with no immediate payoff.Chapter 4 Managing Interest Rate Risk: GAP and Earnings Sensitivity1. Asset and liability management involves managing a bank39。 s entire balance sheet as a dynamic system of interrelated accounts and transactions. A bank’s asset amp。 liability management mittee (ALCO), or its risk management mittee, considers decisions related to the position of assets and liabilities, the pricing of loans and deposits, meeting liquidity needs, capital management, and controlling noninterest expense or generating noninterest ine. The term, asset and liability management, has e to refer generally, however, to managing interest rate risk.2. Banks typically focus on either net interest ine or the market value of stockholders39。 equity as a target measure of performance. GAP models are monly associated with net interest ine (margin) targeting.3. A rate sensitivity report classifies a bank’s assets and liabilities into time intervals according to the minimum number of days until each instrument can be repriced. It then reports GAP values on a periodic basis for each time interval, and on a cumulative basis through each time interval. The better reports incorporate a specific interest rate forecast and assign cash flows to time intervals based on when assets and liabilities are ex。