Journal of

Marketing Development and Competitiveness

Scholar Gateway

Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

Greenforest Bank: Case Study

Author(s): Donald Grunewald

Citation: Donald Grunewald, (2013) "Greenforest Bank: Case Study," Journal of Leadership, Accountability and Ethics, Vol. 10, Iss.1, pp. 33 - 42

Article Type: Research paper

Publisher: North American Business Press

Abstract:

The current business environment is a difficult time for small one unit banks. Government regulators are

encouraging small banks to merge into large chains of banks. The government is also subsidizing and

providing regulatory support to large too-big-to-fail banks. The new President of the Greenforest Bank

must prepare a plan for the future. Can a small independent bank with only one office survive in a high

income borough in metropolitan New Jersey in the current environment? If so, a plan to increase

profitability despite the current recession must be adopted by the bank. The President must make

recommendations to her board after considering other options- merge the bank into a bank chain, seek

additional capital through selling new shares of common or convertible preferred stock or develop,

creative new ways of working with other small banks to use shared services to reduce costs.