Contents introduction
Figure 6. Structure of loans to households
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Figure 6. Structure of loans to households in 201818 The structure of loans in absolute terms, table 10
In structure of credit debt on repayment periods in 2005 there were following changes: the share of the short-term credits (about one year) was reduced from 79% of all debt by the beginning of year to 76% of debt for the end of the year. The share of the long-term credits has increased from 21% for the beginning of year to 24% for the end of the year, in absolute expression the sum of the long-term credits has increased by 1.24 times. From table 2.5 it is visible that in 2018 the sum of the repaid debt and respectively, the repayment sum on average in a day increased approximately by 7.5 times. The annual average rest of loan debt increased by only 2.5 times, and the turnover decreased from 231(140) to 80 days. This is because the data structure of the loan portfolio are Presented in absolute terms on the balances at the beginning and end of the year, and this figure does not take into account how the turnover. Loans to individuals were characterized by the highest turnover (7.9 months) compared to loans to other categories of borrowers. This value is higher than the turnover of the other types of loans is approximately two times, consider the turnover of loans in the portfolio of the population in 2018 Table 11 Credit Turnover for 2018
Thus, the general conclusion from the analysis of the loan portfolio ofKdbwill be the fact that the basis of a portfolio of the credits is made by all types of loans Practically in equal shares (on the basis of Table 12). Special attention in the course of crediting in Kdb is paid to timeliness of payment by the borrower of installments in repayment of a loan and percent on it. As on an loan there is a risk of default of a debt because of the of circumstances, the bank seeks to give the credits to the most clients. However he should not miss opportunities to develop the loan operations and due to granting the credit connected with the increased risk as they bring high income. Considering an inversely Proportional between risk levels and Profitability of loan operations, the bank has to form the credit policy so that balance between care and riskiness. The excessive care prives bank of many Profitable opportunities, and excessive riskiness creates threat of loss not only income from percent, but also the lent means. Among the reasons of default of the loans depending on the bank it should be noted: unreasonably liberal attitude towards the borrower by consideration of the application for the credit; poor carried out assessment of solvency of the borrower; bad structuring loan; mistakes in assessment of security of a loan; incomplete reflection in the credit agreement of the conditions Promoting interests of bank; The control of the borrower during repayment of the credit The best measure is development together with the borrower of the plan of measures for restoration of stability of the enterprise and elimination of shortcomings of its work. Each bank develops are the credit policy which develops under a of the cur rent and perspective tasks of bank and also an economic environment. In the course of carrying out credit operations the JSB KDB BANK branch of JSC adheres to the developed policy and therefore analyzes structure and structure of the issued loans or a credit.It is stability, reputation and financial success substantially depend on structure and quality of the loan portfolio of bank. Therefore the bank needs to analyze carefully of loans, to carry out independent examinations large credit Projects and actions, to reveal deviation cases from the direction of credit policy. The bank workers who are engaged in operations are obliged to direct the efforts to identification as a part of the loan of large and especially large credits and also Problem loans requiring special attention. 
Figure 7 Marketing Strategies of KDB bank20 Control of large, especially large and Problem loans can consist in the repeated analysis of balance sheets of reports, visit of a loan recipient, check of a documents quality of Providing, etc. At control check the question of compliance of this loan to the purposes and installations of credit policy of bank is considered again, the credit and a financial condition of the borrower are estimated. Thus, work in this direction allows to reveal in due time Problem loans that Promotes decrease in credit risk. Besides we will consider the Prospects of development of consumer credit market. Forecasts about development of the sector of consumer loans in 2019 are divided into two parts: forecasts concerning the first half of the year and those that concern the period from July to December. In the first half of the year which, already began analysts unanimously Predict recession of volumes of crediting of the population. Experts see three main reasons of the developed situation: first, deterioration in solvency of the population of the country, secondly, adverse macroeconomic factors, thirdly, "Protecting measures" of banks. Falling of solvency of the population is caused by sharp reduction of jobs, suspension of growth of salaries, decrease in rates of Production and consumption. Labor market in our country very painfully finished 2018, but the peak of unemployment still ahead: the main blow is necessary for March-April, 2019. In such conditions people just will not want to drive themselves in debt bondage with any credits. Generally in 2019 banks will continue Programs of short-term crediting and at the first signs of stabilization will try to expand a pool of potential borrowers by decrease in rates and cancellation of the restrictions which are artificially created today in the form of the overestimated requirements to clients. The main players of this segment of bank activity will seek to keep a leading position in the crediting market, and, certainly, will try to use crisis in the purposes. 2.2. KDB bank's description of economics and analysis of the foreign economy Work on attraction in bank of new clients is defined by the client policy of bank and opportunities (information, regular, financial resources) department of marketing bank. Deduction of the old client is much cheaper (on labor costs and cost), than search and involvement of the new client, especially necessary to this bank. But if constantly not to fill up the customer base, not to perfect the skill both on attraction, and on deduction of the client, it is possible to lose much as the work, in image of bank, the Profit of bank. There are four major tasks of client business – to receive (to attract) the client, to hold it, to develop (to grow up) and, at last, to get rid of the unnecessary (unfair) client. Not accidentally attraction is on the first place in all system of work with the client. As Peter Druker claims, involvement of new clients is necessary that new requirements and features of new clients to recover activity of bank, its structures and employees, to force to answer adequately those calls which are always connected with new clients. Undoubtedly, bank both the volume of the raised funds and the benefit connected with sale to new clients of services and Products of bank interests. Customer acquisition – an expensive action. In relation to other types of client business (for example, deduction of clients) the cost intensity of attraction is 2-3 times higher. The technology of attraction means serious work on training of specialists, the organization of search of such organizations, on negotiating, adaptation of beginners and some other actions at high risk of non receipt of the positive decision from the potential client. Recently became fashionable to call activity of the organizations for Promotion of goods, services or the ideas on the market and to formation of public opinion about them beautiful expression "the integrated marketing communications". Actually the idea of an integrated approach to marketing activity (namely so differently call the integrated marketing communications) is not new at all. Philipp Kotler in the fundamental work "Marketing Bases" which came out last century so speaks about marketing communications: "Modern marketing demands much bigger, than just to create good goods, to quote on it the attractive Price and to Provide its availability to target consumers. Firms have to carry out still communications with the customers. At the same time in the content of communications there should not be nothing accidental". The banking services advanced for the population satisfy not only economic, but also social requirements that influences as approPriate communicative policy which has to be constantly included in social communications, cover mass audiences through events which are covered as much as possible by media. At advance of the banking services calculated on the population subject communication against the background of generally symbolical communication directed to creation of distinctive image not only to bank, but image to concrete banking services is used. The communicative policy of bank which target segment is the population has to be constantly directed to creation of image for the general public which does not have a clear idea of concrete economic indicators of the activity of bank using therefore rather emotional motives, than rational. Thus, the specifics of the population as target segment of financial and bank structures, Predetermine parallel development of communication of services and communication of image. Table 12 The objectives and the impact of the appointment of members of the communicative model21
The effect of communication depends not so much at most impacts on a communicative target, and on that how communicative message takes the available motives of an object of communication, that is the incentive force of motives is higher, the resonance and effect are higher. The designated elements of communicative model have various purposes and appointments on impact on objects of communications (Table 7). Let's dwell upon consideration of the most significant, such business communications sated by the nature and most actively used in KDB BANK as advertising and so forth. Comparing existence in time of commercial and noncommercial advertising, it is possible to note that commercial is based on marketing strategy of bank and joins in action when it is necessary to influence consumers of banking services. Dynamics of development of the noncommercial advertising covering all society has difficult character. In the countries with long ago the developed market economy of PR - as the element of business communications, was created in the evolutionary way. In Uzbekistan it gains the specific features connected with the spasmodic nature of development of business. The main direction is creation of the positive image calculated on mass audience, that the business given an element - communications can be used when between business ,there is partnership. In modern information space rumors and negative information became means in competition that can cause a crisis situation in bank. In this branch of KDB BANK actions for advance of corporate and retail services, and substantially on means of direct advertising and public relations through mass media are constantly carried out. Advertising and PR-messages are formed depending on already developed and tested marketing technology of separate Products of bank, and then extend in all mass media. In april -May, 2019 in KDB BANK the author of the thesis moved . Research objective - to reveal effective ports of involvement of natural persons, to confirm or disprove existence of dependence of efficiency of these or those business communications on type of the advanced service and characteristics of the distribution channel. The flexible and specially optimized schemes of payments will allow to return the credit the most convenient mode and in convenient terms. As a rule, the basis of the scheme of repayment of the loan is made by monthly payments within several months or years. The offer of KDB BANK under the terms of crediting is one of the best in the Uzbekistan market: • the minimum amount of initial contribution (in a number of regions the loans are granted without initial contribution); • different types of income, including the income of close relatives are considered; • rate from 9.7% in US dollars and euro or from 11.7% per annum in rubles; • crediting term — up to 50 years; Table 13 The flow of customers on the Product "Car Loan"22
Everyone can use mortgage Programs of KDB BANK regardless of nationality and the place of constant registration in any region of Presence of bank. During they were the questionnaire (see the Application) including the main question of that from where the respondent has learned about service of bank is made and has respectively decided to use it. The respondent is offered to note at choice this or that channel of distribution of information (TV, radio, the Press, leaflets, etc.). Table 14 The flow of customers on the Product "Mortgages"23
Thus, we have the cost-effectiveness of attracting customers for each area "Car loans" and the "Mortgage Loans" that is, the more customer requests for a particular channel and the smaller the budget expended on this attraction, the more effective will be deemed to attract channel Figure 12. the flow of customers on the Product "Car Loan"25 
Figure 7. A flow Thus, it is possible to formulate a conclusion that the efficiency of certain distribution channels advertising and PR-messages, will be various depending on a type of the advanced Product ("Car loan", "Mortgage lending") that confirms quantitative exPression of flows of addresses and cost of access to the client. 2.3. Strategic development plan financial years 2018-2022 Activity of KDB Uzbekistan Bank Joint-stock Company (further in the text – Bank) from the moment of its education and in the next years it was carried out in compliance with the strategic objectives and tasks approved Head Office of Bank (Seoul, Korea). It is possible to give achievement as an example following key indicators: - successful merge of uzKDB and RBS banks and further integration of two systems; - positive dynamics of key indicators of financial activity and stability; - strengthening of a position of Bank among 10 largest banks of Uzbekistan on to total assets. The large-scale economic reforms occurring in the Republic of Uzbekistan demand more critical approach to assessment of the results which are earlier achieved Bank and to revision of its further development strategy Proceeding from the available potential and the developed market conditions in bank the sector. Long-term strategy is formed on the basis of the mission of Bank - to become the reliable partner for the companies with high moral and ethical standards. The bank is fully aware of the duties before shareholders also considers that having become economically successful and effectively using the competitive advantage, will be able to Provide reliability and Prosperity for the clients and employees. The happening economic changes form before Bank new serious calls and tasks. It, in turn, demands from staff of the organization of full understanding of its fundamental values. When performing the mission, the Bank will continue to adhere to the following core values and the Principles activity. Honesty: Effective counteraction to causing any damage to the interests of Bank by creation of the environment for open communication and free expression of the opinion, honest discussion of all difficulties and reefs, ability to accept and divide responsibility, both for Progress, and for failures. Focus on the Client: The bank appreciates and puts the clients in basis of the organization also develops services according to them requirements. At the same time, when rendering services, the Bank sets as the purpose continuous improvement of quality and finding solutions allowing to surpass customer expectations. Steady Productivity: In the relations with clients and the solution of objectives, the Bank is aimed at achievement of long-term success. At the same time, common interests are put above personal or someone's narrow interests. The bank encourages such entrepreneurial spirit, in which the risk and Profitability are counterbalanced and supports long-term way of development, investing in the best Projects. Discipline: One of the fundamental Principles of activity Bank - creation of necessary conditions for attraction and deduction the best talents dividing the core values of the organization. Bank finds possible achievement of efficiency of the activity in greatest possible rational use of the human resources. Besides the above-mentioned, the Bank carries out the activity in strict accordance with requirements of the legislation of the Republic Uzbekistan, regulations of the Central bank of the Republic Uzbekistan (further in the text, the Central bank) and also the existing licenses and the Charter. For the 20 years' activity in the Republic of Uzbekistan, the joint-stock company "KDB Bank " (before DEU Bank, PRKDB Bank is later) Proved Uzbekistan in quality of reliable and stable financial institution. Having started from scratch in 1997 to year, the Bank managed to gain trust of the market and other interested parties, to be fixed in the niche and to Prepare the base for further development. In the current of the long period of time, Bank were shown by stable growth the activity also managed to enter in a row the leading banks of the republic on to the volume of total assets and also on some other financial to indicators. Today the Bank represents universal financial the institute offering to the clients the widest range financial services and reputation of the responsible and stable organization. The 2017th year became for Uzbekistan year of reforms and structural transformations in economy, public administration and foreign policy countries. So, the country leaders took historical measures, the economies directed to liberalization, in particular, devaluation official rate of national currency in September, 2017. Also other measures directed to improvement are undertaken investment climate, in particular, the expected decrease in tax burden, reduction of quantity of taxes and optimization of a tax system. Proceeding from the Proceeding economic reforms, leaders the international rating agencies Predict that further the banking sector of the Republic of Uzbekistan will show steady growth rates thanks to a favorable operational environment, which it is Provided with the stable Prices of the main articles of export of the country. Also, improvement of quality of assets, rather high rates is expected capitalizations and improvement of overall effectiveness thanks to growing to economy. Competitive advantages and shortcomings From the moment of the creation, in particular in view of occurring and the expected changes, the Bank tries to estimate results of the objectively long-term activity and the reached competitive advantages, including: - The international reputation (including the Brand) connected with huge trust resource to Bank from clients, regulators and others interested parties. In 2017 the international rating agency S&P assigned to Bank credit score of "B", one of the highest ratings in to the Republic of Uzbekistan. - The solid customer base including the largest local and international companies. As of 31.12.2017, the Bank took the 6th place in the rating of 10 largest banks of Uzbekistan on total assets. - Existence of the operating function of the personal manager of the client in to structure of Bank. Long-term existence of this function together with available experience of service favourably distinguishes Bank when rendering services to operating to clients, in particular large corporate customers and also at involvement of potential new clients. - An integrated approach to customer service. The bank offers the wide range of financial Products and services is also capable to Provide high-quality complex service to each client. - Modern technologies. Recently, the Bank gave special value to the available technologies also took especially active actions on automation of the main operational Processes and optimization information systems. - Staff of Bank. We offer the difficult various worker Wednesday in which call acceptance, an initiative is rewarded and Professional approach to the work. Trust and mutual understanding - ours core values concerning personnel , internal requirements. Due to sharply changing conditions in the banking sector, if necessary, the Bank will also involve external services of software developers Proceeding from existence, ratios of quality and cost and dates of performance. Also it is going to carry out constant upgrade information technologies which basis the Principles are standardization of the software and storage systems and data Processing, and also Principles of reliability assurance, stability and safety of all systems and applications. International Cooperation Expansion of the international cooperation is caused need of diversification of sources of growth of business, strengthening resource base and the organization of financing (including, regarding trade financings) clients of Bank at the expense of foreign credit lines. This measure is able to afford to strengthen reputation of Bank as active the participant of the international cooperation to assist in Providing supplementary services to clients and also to help with gaining access to new to the technologies and skills which are available in the international markets. Possible directions of cooperation increase in the long term there can be different international financial institutions, such as European Bank for Reconstruction and Development (EBRD), Export-import bank Koreas (Export–Import Bank of Korea) and others. Table15 Analysis of financial results of yakkasaroy branch of KDB's Bank 2018-202226
As the table will show, in the analysis of the financial results of the yakkasaroy branch of the KDB's Bank of for 2019-2022, the total interest income of the bank in 2019 will 109.1%, ie 1088326 thousand soums, , in 2020 it is up to 113.2% to 1231474 thousand soums compare to 2021. Passive operations Total interest rate will increased by 107.5% in 2020 compare to 2015, and by 114.9% in 2020 versus 2021, Total non-interest income in 2019 to 59,816,000 sums in 2019, 2017 - by 687,129 soums or 114,8 percent a year 2- Chapter Conclusion In this chapter we can see all example of kdb revinue and anylasining percentage how the bank system is working. Moreover in this bank has not enough marketing front or back office due to increase their frofit. To sum up nearly by 2021 our strateges help to their company for developing bank reyting 2020. With their exesellency markets and services but, on the other hand this trends take more time and invest. So that we decided to propos to other companies either to investor to increase their budjets. CHAPTER 3. WAYS OF INCREASE IN EFFICIENCY OF WORK OF BANK WITH CLIENTS 3.1. Improvement existing and introduction of new methods of advance of banking services Activity of modern commercial banks in all countries everything more is guided by universality. The universality is shown in everything - in continuous extension of the customer base, in diversification of a range of the Provided services, in introduction new and modifications of old services, in development of sales network and in other directions. And, the modern universalization is not blind and mechanical expansion of a field of activity of bank, and a competent and effective combination of a certain number of the interconnected and complementary spheres and the directions of its work. Each sphere, each area of work is considered as the major and Priority. It allows, to carry out as traditional bank operations, and to render to clients the most difficult, specialized services, keeping at the same time high level of quality of the last which is usually achievable only within specialized banks. Having addressed to bank, the client will be able to receive Practically any financial service or at the bank, or at his partner companies, and the combination and conditions of Providing these services are usually not fixed standardly, and are developed according to needs of the client. Thus, within a modern universalization the bank in a certain degree manages to realize advantages not only the universalization, but also specialization, combining individual approach to the client and broad diversification of activity. Respectively, the modern universal commercial bank can be defined as the large commercial bank having the considerable volume of financial, organizational, technological, human and other types of resources that allows it to carry out activity, both in the market of traditional banking services, and in other segments of the financial market where specialized services which rendering is not included into traditional banking business are implemented. The combination of considerable number of the directions of financial activity at one institute and service of various groups of clients demands from bank of use of certain marketing tools, as the most important of which segmentation of clients acts. Using this tool, in client structure of the banking market it is possible to allocate the following main segments: - corporate clients (enterprises and organizations of the sphere of Production and non-Productive sphere of various forms of ownership and shouting- -legal forms); - retail clients (individuals and individual (small) businessmen); - government clients (public and municipal authorities, budgetary organizations); - financial and credit intermediaries (insurance companies, share investment funds, commercial banks, pension funds, credit cooperatives and others). It is obvious that clients of each of the specified groups have both the similar, and specific needs for banking services, as defines a possibility of their division into uniform groups. The bank can be guided as by service of all specified segments, and to specialize only in one or in several of them. And it is obvious that for each group it is necessary to develop and advance the own set of services in the market and to apply special methods of their realization. Service of the population is a field of activity, rather attractive to banks, Practically in any country of the world. Most banks which activity is focused on universality actively are engaged in rendering services for natural persons. The appeal of the market of retail services to banks is defined by the following main factors: - a possibility of increase in income from activity of bank due to involvement of new clients and increase in volumes of the rendered services; - diversification of bank risks due to appearance of new group of clients, i.e., the main advantage of a universalization of activity; - increase in popularity of bank due to distribution in a general population of favorable information about this bank; - the market of corporate clients acts rather conservative, it does not assume constant change of partner bank, and in the retail market there is always a chance "to entice" the client at other bank as the rigid binding to a certain bank does not exist here; - increase in stability of activity of bank because it is not considerably dependent on some one large client, as at service of the large and largest enterprises. Now retail business should be considered not as auxiliary in relation to service of corporate clients and as absolutely independent type of activity. The considerable pent-up demand for retail banking services Provides high Profitability of operations, and all allows banks to develop due to development of the new markets and attraction of new clients. Service of individuals Promotes stability and Predictability of banking business, reduces its dependence on each certain client. However volumes of operations it is much less here, than at service of corporate clients. Therefore the competent combination of corporate and retail business is the key to success for any universal bank. Strengthening of a role and value of retail banking business causes the necessity of its accurate definition. In the references considered when carrying out a research, various interpretations of this concept which authors made a start or from character of clients, or from specifics of the rendered services were offered. The carried-out analysis allowed to define "retail banking business" as set of the services Provided by bank and the carried-out transactions for a wide range of individuals and small businessmen. Respectively, retail services of banks are the services Provided by them in a mass order and on standard conditions to retail clients - to natural persons and small businessmen. Analyzing a segment of service by banks of natural persons, it should be noted that this segment in itself is rather non-uniform in terms of the level of material security of clients. It Predetermines need of carrying out more detailed segmentation of the customer base by bank and developments of different Products and services for each segment. Here it is necessary to allocate the following segments: - the least wealthy clients who Practically do not use banking services; - average and well wealthy clients for whom usually retail banking services are also designed; - rich clients (vip-clients) for whom banking services of very high quality are offered the special level of service is applied; - the wealthiest clients, services to which are Provided on the Private banking Program. Characteristic of the main segments of the banking market is Presented in Table 16. Table 16. The structure and characteristics of client banking segments
The universal bank having considerable financial, personnel and organizational resources is capable to Provide the offer of the full range of financial services and a wide range of channels of service in a retail segment of the market. It meets in the maximum degree needs of natural persons which can be very various. Such bank is able to combine skillfully elements of diversification and standardization of services with a possibility of their flexible individualization and differentiation taking into account customer needs. For this purpose already today many banks carry out clear split of services into two groups. The first group includes simple and standard services which Providing does not demand direct contact of the client and employees of bank and can be carried out with use of remote channels of service. It is possible to carry to such services payment, information and some other. Other group, on the contrary, demands rather close contact of the client with representatives of bank, for example, mortgage lending, deposit service, etc. Providing such services requires expansion of physical Presence of bank in the places, the most convenient for the client, creation of a large number of the mini-offices rendering the most demanded services. At the same time, for maintenance of interest of clients in the services the bank has to care constantly for maintenance of image, for a constant reminder by means of various advertising means on advantages of the services to the population and combine it with the competent Price policy. It will Provide it steady market position and stable gain of the customer base. The modern banking market gives a set of examples of successful creation of retail business. Each bank looks for the ways and instruments of work in the market, however anyway development of a new market segment requires special attention and use by bank of special receptions and instruments of work. At the heart of the retail strategy of commercial bank there have to be basic elements of a complex of bank marketing - banking service, an order of pricing for it, a distribution system of services and the system of marketing communications. The features of service of retail clients revealed above and functioning of the market of retail banking services give to elements of a complex of bank marketing certain peculiar features, influence their contents. Characteristics of a complex of marketing for retail services of banks are Presented in Table 17. In conclusion, it should be noted that retail strategy in universal commercial bank has to act on the one hand, a compound and integral part of the general bank strategy. On the other hand, retail strategy has to represent rather independent document separate of the strategy of service of corporate clients. At first sight, the main services for retail and corporate clients are similar and comparable, but at the same time, between them there are certain differences which become especially obvious then when the bank begins to develop retail business actively. Table17 Banking Strategies28
So, retail banking business is focused rather on the national financial market, regularities and features of its development and also on mass character and commonality of customer service. Wholesale – is more global and focused on a banking Product and its modifications in compliance with individual customer needs. Besides, also differences in customer needs of – of natural persons and the enterprises, in scales of the services consumed by them are obvious. Different orientation of banking business Predetermines need of formulation of two different stratgy. 3.2. Suggestions for improvement of formation of a target client segment Proceeding from the expected changes of the financial sector, in bank the decision to reconsider approach to the market and to define new vision and the development strategy of Bank which will help bank to become the leader among private banks of UZBEKISTAN was made and will bring notable and considerable benefit to all interested parties. Basic provisions of new strategy The new strategy of bank on four basic principles: To be universal bank Using the achievements existing for a day in a number of segments of the market and grocery lines, the bank intends to strengthen the strong parties and in addition to develop those to which not enough attention was paid earlier, having turned, thus, Bank from the niche player into universal institute. The flexibility of such approach will allow Bank to develop further organically: continuing to strengthen the existing business on service of large corporate customers, we will actively offer the services to medium-sized companies. Our purpose - to create a in insufficiently developed sector financial for small and medium business ("SME"), at the same time expanding and strengthening work on Provision of services in actively growing retail segment. In all segments of the market the bank intends to offer clients the banking Products of a high focused of key customer needs. It is necessary for achievement of a goal close all business blocks, including corporate, investment and retail and also blocks of an of individuals - VIP clients and management of assets. Joint efforts of these business blocks will develop the complex productive row meeting financial needs of all our target clients. To have effective infrastructure For maintenance of plans for advance in all target markets, the bank will create effective network of sales and an infrastructure: let's extend network of sales, to be reconstructed business Processes and to be carried out serious investments into personnel and information technologies. The strategy of bank for 2016-2010 is aimed at increase in competitive in all spheres of activity. The embodiment in life of new strategy will Provide formation of hundred- client portfolios, a modernization of infrastructure and improvement of a financial condition of Bank that will have a positive impact on growth of our business. Let's look how relationship bank client in the future will change. A key to success of this communication – in understanding that the client different and that everyone it is necessary to learn to understand and work suitably. If now for most of clients the "perfect" service is a service of three not (not long, did not and did not deceive). That in the future perfect service the ban is a cool unforgettable experience which the client wants to repeat again and again. The perfect service of the future is similar to our idea of old Swiss bank which is down on not only me and all my requirements and desires, but also my family on 5-6 generations deep into. He understands me better than my psychologist and with me always nearby when I need it. How will it occur at us? Old marketing and service it is massed influenced all who were in a zone of reach of the marketing budget or office. And now at many banks so occurs very often. Modern marketing and service are based on segmentation and association of consumers in at-unit (from a word sign) rather big groups for "cheap" mass impact on them and service. Further marketing and service, having reached in segmentation a limit, will influence the unique consumer. One client will be considered as one market. At bank of such single markets will be much, and it will become simple to operate them. To it and desire to lower expenses tell increase in a share of the difficult plastic cards uniting in themselves the credit card, the card of loyalty, the transport card, etc. about aspiration of bank; development of national payment service Providers interactive media; the equipment accepting deposits with online transfer; the cars which are reading out barcodes and automatically carrying out payments on the coded payment documents; phone - wap-, Internet banking; introduction of CRM systems, etc. It is natural to make the personal Proposal and IT advancement not only bank, but the client will be required to fail distribution personally to each consumer. The client, trusting bank, has to own technical devices and consider communication through them alive and interesting. Bank should analyze the following things Why consumer make the purchase? What factors influence their Product? Changing factors in our society? I give some foreigns suggestion to improve KDB bank uzb they are : For xample The UK peer-to-peer (P2P) lending market has flourished in the last decade. Lending volumes among the major platforms are increasing rapidly, pushing the cumulative total above £7 billion for the first time, as the understanding of the investment model continues to grow. The concept is simple: P2P platforms offer borrowers a competitive source of funds, and by cutting out the banks, investors are offered potentially far more attractive and predictable returns than if they were to hold their money with a high street lender. Banking continues to be an expensive business with complex architectures and many layers of services and infrastructure to design, build and manage. Many big traditional firms rely on aging core architectures, which provides a relatively slow and clunky service to its customers, and in turn their borrowers. This legacy technology is slow to evolve and prohibitively expensive to replace. By contrast, P2P lenders only landed in the UK in 2005, with most platforms emerging since 2010 onwards, so they’ve been able to take advantage of the most up-to-date technology when building their infrastructure. This, coupled with their transparency and innovative business model, provides a significant competitive advantage. Recent technological evolution has changed the game entirely for the sector enabling lenders to do three key things to stay on top – move at speed, expand efficiently and stay focused. New technology architectures, as well as the ability to quickly run up minimal viable products, mean that emerging P2P companies can turn ideas into reality much faster than their larger counterparts (“fail fast” or as I like to call it, “test quickly”). Continuous deployment allows the most technologically advanced firms to deliver updates the moment that the code has been thoroughly tested on the local environment, completely automating every stage of the deployment pipeline. For example, at Landbay we use microservice architecture and the business is scaled horizontally, meaning that new services can be stood up very quickly with little reference to the existing architecture. This process is extensively streamlined, ensuring speed while not sacrificing the individualised treatment that each client deserves. P2P firms are aware that the sector is too dynamic to be bound by long delivery processes. This process of automation is only really possible in an agile environment. Using cloud infrastructure removes the need for hardware procurement, infrastructure engineers, or data centre premises allowing companies to scale up or down as required without legacy costs. As-a-Service capabilities in many areas of business technology, operations, and business processes, mean that the core team in an organization can outsource all non-core functions and remain focused on the specialised jobs they’re most equipped to do. This prioritisation of speed and efficiency, coupled with the ability to focus, means that P2P lenders can zero in on specific problems and provide what customers want and are increasingly expecting. At Landbay we can bring a new micro service up from scratch in 20 minutes, with the lag for code from committing to going live being about six to eight minutes whilst still maintaining the up time required. 
Person to Person payments (figure8) After some serious research about what features users want, how to scale effectively, and what kind of underlying architecture we needed, we built our platform on technology that was fully under our control. Landbay chose to work with cloud provider Amazon Web Services (AWS) because of its flexibility, scalability, and wide range of features. In particular, we made use of the Amazon “Activate” programme which is specifically targeted at start-ups, with low-cost easy-to-use resources available to help get started with AWS. The ability to combine cutting-edge technologies and the latest developments and operations with excellent software engineering and architectural design trends allows the platform to deliver at high speed, all the while cutting costs dramatically and future-proofing the architecture. For some servers, we’re saving 80% of the cost by using Amazon EC2 Spot instances, which is a massive benefit. The government introduced a new individual savings account (ISA) in 2016, the Innovative Finance ISA (IFISA) – an account that allows investors using P2P lending platforms to receive tax-free interest. IFISAs offer great value to investors, often yielding 3.5% interest per year (rather than the 0.5% one would earn in a regular cash ISA, albeit these are investments rather than savings). The market to crack was vast – in the tax year 20172018, adult ISA holdings totalled £483 billion. Technology has been perhaps the greatest disrupter of the financial services sector in the last decade; the term “fintech” is mentioned in almost every conference or conversation about the future of financial services. It remains to be seen how incumbent lenders will utilise technology to improve their services for customers, but in the meantime start-ups, and scale-ups, will continue to use it as their main competitive advantage. Much is made of the way consumers interact with tech, but some of the biggest innovations are being seen behind the scenes, and there’s still a long way to go. 2 ) Swift calls for industry collaboration to improve FX efficiency Swift has published a report calling on the industry to work together to increase automation and remove the inefficiencies that hinder the global FX market, reports Jane Connolly. Trading in 180 currencies and exchanging millions of confirmation messages every trading day, the FX market suffers from bottlenecks and manual processes that hamper the exchange of information and straight through processing. “While there is a high level of automation in FX markets already, the industry cannot be complacent and must work together to remove the remaining barriers to efficient exchange,” says Juliette Kennel, head of securities and FX markets at Swift. “Increased levels of automation through more use of and better use of standards will unlock higher operational, commercial and financial performance for all participants in the global FX market.” Swift is adapting standards used in FX, in conjunction with industry, to lower the cost of doing business, increase returns on investment and reduce the levels of risk involved, but there is more to do. “The industry must collaborate further to enhance standards by identifying the operational bottlenecks and barriers to great efficiency for all,” adds Kennel. In its report, The value of standards in the FX markets, Swift calls for greater harmonisation through standards to drive down unnecessary costs, delays and risk. The release includes new changes to enable automation of the FX matching process. 
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