Currently, the most advanced commercial banks that have undergone expansion and cost reduction have realized the need for a differentiation strategy - ensuring margin over the market average and / or loyalty by personalizing customer relationships. Although the burden of customer base growth and market share gain is still relevant, it is necessary to pay more attention to retaining profitable customers and increasing revenue growth from existing customer base. A business model defines how the bank creates and delivers value to customers and then converts payments received into profits. To take advantage of innovation, business people need to excel not only in product innovation, but also in designing the business model, design options, and the technological needs of customers. The main objective of the research is to identify business processes in a client-oriented bank that would ensure the achievement of goals by controlling the quantitative indicators. In this context, it is necessary to determine not only the methodology of optimizing the business processes within the bank, but also to successfully implement the results of business process reengineering. The most promising strategy for establishing long-term contacts with existing and potential customers is a strategy based on the Customer Relationship Management (CRM) concept. This concept implies a reorientation of the strategic directions of banking business development from the products and characteristics of the bank's internal device to the client's needs and expectations. We mention that the process of implementing CRM systems in banks is linked to a rather complicated integration process with many back-office and front office applications used for passive and active operations, card processing, call centre automation, etc. This requires changing many internal processes and bulky investments. In addition, the CRM system differs from standard solutions, as it is associated with service provision rather than with goods. In a client-oriented bank, the activities of all subdivisions are subordinated to one main objective - to increase sales through a fast, high-quality customer service. With such an organization of the commercial bank, the subdivisions that perform the basic functions are coordinated with each other, being links of a horizontal technological chain and fulfilling the tasks of serving the sales subdivisions. Today, in the face of a changing economic situation, the reengineering of business processes involves a radical and revolutionary restructuring of obsolete business processes and is one of the ways to increase banking efficiency.