OREANDA-NEWS. December 28, 2007. Bank Electronika’s strategy for 2008-2010 provides for organizational-functional separation of three lines of the Bank’s business: services to individuals, work with small and medium-sized business, and operations for corporate clients. Each category of clients will be served in offices of the Bank that have been specially designed for that particular group. Each category will be offered a special line of products. This is the primary reason for the Bank’s rebranding. Since all business lines occur within the framework of one legal entity, it was decided to unite them under one umbrella brand with a single logo; however, each business line will have its own sub-logo, style, and distinctive characteristics of work with clients.

In working with corporate clients, the Bank set its priority as one of creating comfortable conditions for the development of small and medium-sized businesses in Russia and, its desired result – positioning the Bank in the eyes of its clients as their primary banking institution, servicing as much as 70 percent of the revenues of client-enterprises. Bank Electronika has established an important goal – to become one of the five leading banks in the small and medium-sized business sector within four years. Electronika has positioned itself as a financial helpmate, offering optimal, individualized solutions for small and medium-sized enterprises.

The corporate strategy, Electronika B2B, envisions opening six regional corporate centers and 50 service points throughout the country by 2010 for small and medium-sized businesses and large corporate clients. The goal of the corporate strategy is to secure a leading position for the Bank in the regions where it is present and to become a primary financial institution, offering specialized services for small and medium-sized businesses with turnover of 30 million to 300 million rubles.

Realization of the corporate strategy will enable Bank Electronika to capture 3.4 percent of the market by 2010 in the regions it has chosen and to attract up to 14,000 clients.  Bank Electronika will invest 520 million rubles in aggregate through 2010 in the corporate strategy. Cumulative profit before taxes is forecasted at 2.4 billion rubles.

In its retail line, Bank Electronika positions itself as a regional network of banks, satisfying a complex of demands from clients with average earnings. The Bank sets itself as a financial institution accessible to the average person; as such, it is the first modern Russian lending establishment for this particular target population. The Bank aspires to a relationship in which its client might say, “The Bank always comes to my aid and helps my family be happy!” The mission of the Bank is built on the principle of giving the client the opportunity to feel self-reliant.

Bank Electronika’s retail strategy provides for creating the best banking network in Russia for clients with average and lower levels of income. By 2010 the Bank plans to open 150 personal services offices in cities whose populations exceed 200,000. The share of the market of Bank Electronika by 2010 is expected to be 3.2 percent – 630,000 individuals in its chosen segment. The Bank will invest 1.3 billion rubles in total through 2010 to realize its retail strategy; cumulative profit before taxes – 7.5 billion rubles.

The rendition of Bank Electronika’s new brand and its sub-brands is linked by a single style and reflects dynamism, egalitarianism, transparency in the activities of the Bank, emotional openness, keenness to work in partnership. Differentiated graphic and color choices in the sub-brands are intended to stress one of the competitive advantages of the Bank – specialization in distinct business lines. The simplicity of the graphics ensures that the Bank’s signs are easily recognizable, readable, and memorable.

The main goal in the rebranding of the Bank is to shape a value for concrete target groups. The new brand will become an important element in successful development. It represents a general idea, a philosophy, a business model of the company, and a reflection of the expectations of clients.