E3S Web Conf.
Volume 208, 2020First Conference on Sustainable Development: Industrial Future of Territories (IFT 2020)
|Number of page(s)||9|
|Published online||24 November 2020|
Banking operations development in the context of stable interbank competition
1 L.N. Eurasian National University Gumilyov, 010008, st. Satpayev, 2 Astana, Kazakhstan
2 Ural State University of Economics, 8 Marta/Narodnoy Voli St. 62/45, 620144 Ekaterinburg, Russia
* Corresponding author: firstname.lastname@example.org
A stable banking sector is important for any economy due to its colossal impact on both economic processes in the country and the life of society as a whole. Among the significant trends in the development of the banking sector for 2020, experts highlighted a significant reduction in the number of banks, an increase in the concentration of assets in the sector, the acquisition of IT companies by large banks and a reduction in the time spent on developing and launching new products, the development of biometrics and gamification of loyalty programs, strengthening of positions the largest credit institutions and an increase in the share of banks with government support. Let us emphasize that modern banks are entering the field of competition with large technological and financial-technological corporations. They are forced to increase the availability, mobility, convenience and speed of service provision, to optimize costs by transforming the branch network, developing remote channels and analytics in terms of consumer preferences, which allows them to offer customers the most customized set of services. The subject of the research is the economic relations arising in the process of organizing banking operations in the context of interbank competition.
© The Authors, published by EDP Sciences, 2020
This is an Open Access article distributed under the terms of the Creative Commons Attribution License 4.0, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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