Abstract or Introduction
The following report concentrates on the in-depth analysis of the Polish banking industry in
general and LG Petro Bank S.A. in particular with the aid of accepted portfolio planning tools
identified in contemporary relevant textbooks.
Two widely accepted tools are presented and their limits and constraints shown in a critical
evaluation in the light of new perspectives and opinions found in journal articles and textbooks
and also in the context of the situation of the Polish banking sector. “The increasing rate of change in economic, political and social environments of business today
has lead to growing competitiveness, uncertainties and risks and thus to a dramatic increase in
attention given to strategic planning of all kinds. Marketing planning has itself received a good
deal of attention.”1
According to Grant2 portfolio planning models pursue two major purposes:
1 to assess the position of a business in its industry together with the prospects for that
industry over the medium to long-term.
2 to analyse the portfolio balance and suggest strategies for individual businesses in terms of
cash flow, future prospects and risks.
1 Turnbull (1989), p. 7
2 Grant (1995) found in Hooley [et al.] (1998), p. 54
- Quote paper
- Florian Langhammer (Author), 2002, Evaluation of portfolio planning tools on the example of the Polish banking industry, Munich, GRIN Verlag, https://www.grin.com/document/24174