농협신용사업의 전략: 평가와 과제
The Past and Future of the Financial Business of Agricultural Cooperatives from the Strategic Perspective
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Performance of a financial institution depends on adequacy of the business strategy for the financial policies and market environment. In early 1960’s, a new system for the financial business of Korean Agricultural Cooperatives was established and operated efficiently throughout 1970’s with the unique and successful strategy. From the 1980’s to the 1990’s, the system coped effectively with the gradual deregulation policy and competitive market. Establishment of the nation-wide on-line network between NACF and regional cooperatives provided powerful competitive advantage to the system. After the foreign currency crisis in Korea, financial policy induced new structure of financial industry emphasizing business diversification of financial institutions. Financial business of Agricultural Cooperatives has not been successful in adapting to this policy change. In this new financial environment, the financial system of Agricultural Cooperatives should follow a strategy different from those of the past. Firstly, with a vision of creating a cooperative financial group with regional cooperatives, NACF-Bank should intensify business diversification to become a global financial conglomerate. Secondly, regional cooperatives should provide diversified financial products for regional households and firms by horizontal cooperation with NACF-Bank. Thirdly, regional cooperatives should change strategic positioning so as to include non-farmer members and be transformed into regional cooperative banks. To accomplish this strategic tasks efficiently, the current plan of the government for restructuring NACF should be modified. Firstly, financial business needs to be separated from non-financial business in NACF in order to reduce moral hazard. Secondly, MC Special Account should not be separated from NACF-Bank which makes up for the limitations of MC. Thirdly, regional cooperatives should have direct control over NACF- Bank to enhance owners’ discipline.
Abstract
Performance of a financial institution depends on adequacy of the business strategy for the financial policies and market environment. In early 1960’s, a new system for the financial business of Korean Agricultural Cooperatives was established and operated efficiently throughout 1970’s with the unique and successful strategy. From the 1980’s to the 1990’s, the system coped effectively with the gradual deregulation policy and competitive market. Establishment of the nation-wide on-line network between NACF and regional cooperatives provided powerful competitive advantage to the system. After the foreign currency crisis in Korea, financial policy induced new structure of financial industry emphasizing business diversification of financial institutions. Financial business of Agricultural Cooperatives has not been successful in adapting to this policy change. In this new financial environment, the financial system of Agricultural Cooperatives should follow a strategy different from those of the past. Firstly, with a vision of creating a cooperative financial group with regional cooperatives, NACF-Bank should intensify business diversification to become a global financial conglomerate. Secondly, regional cooperatives should provide diversified financial products for regional households and firms by horizontal cooperation with NACF-Bank. Thirdly, regional cooperatives should change strategic positioning so as to include non-farmer members and be transformed into regional cooperative banks. To accomplish this strategic tasks efficiently, the current plan of the government for restructuring NACF should be modified. Firstly, financial business needs to be separated from non-financial business in NACF in order to reduce moral hazard. Secondly, MC Special Account should not be separated from NACF-Bank which makes up for the limitations of MC. Thirdly, regional cooperatives should have direct control over NACF- Bank to enhance owners’ discipline.
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