BANK STRATEGIES TOWARD FIRMS IN DECLINE

Small firms are usually in constant need of funds. In addition, when they are in decline, it puts them in a weak and dependent relationship with a commercial bank. The strategy followed by the bank toward these firms is a powerful influence on their success in turnaround and their very existence. In order to identify generic strategies followed by banks, this exploratory study analyzed data on bank responses to 192 client firms. These firms have been classified as problem loans, i.e., there is an actual default or the bank perceives a potential default on their loans. As this problem in the firm arises largely out of weakness in its primary sources of payment, which is operations, problem loans are firms in the early stages of decline. Using factor analysis, four distinct strategies toward these firms were identified: (1) managerial, involving efforts to influence strategy and operations of the firm through suggestions and recommendations; (2) financial, involving efforts to safeguard the security interests of the bank by seeking additional collateral and guarantees; (3) legal, involving recovery of funds through courts; and (4) restructuring, including efforts to improve capitalization. The firms were clustered into six groups using factor scores. Thumbnail profiles of each cluster showed the groups to be distinct. Finally, three sets of contextural variables representing firm/loan characteristics, event triggers, and the bank/client relationship were used to discriminate among the clusters of firms. The variables found to be significant in discriminating among the groups and thus impacting the strategies followed toward them included: firm size, the secured status of the loan, the bank's perception of whether the decline was due to internal or external reasons, severity of the problems facing the firm, and cooperation of the client. Significantly, the extent of loss incurred by the firm and years as a client did not make a difference to the strategy used. Where reasons for decline were largely external to the firm, financial and merger stratgies were preferred. When the causes were internal, managerial and legal strategies were important. Firm size was significant; banks were less inclined to adopt managerial and financial strategies toward small as against medium-sized firms. These findings point to important lessons for managers in their dealings with banks. Banks, generally, prefer to work with clients toward a turnaround rather than resorting to legal means of recovery. To take advantage of this attitude, firms need to demonstrate cooperation to secure favorable terms, as long as the bank's funds are fully secured. Moreover, because bank strategies are dependent on their perceptions of the causes of the problems, managers need to recognize the importance of providing appropriate information to create the right perception.