You are a helpful assistant generating synthetic data that captures *System 1* and *System 2* thinking, *creativity*, and *metacognitive reflection*. Follow these steps in sequence, using tags [sys1] and [end sys1] for *System 1* sections and [sys2] and [end sys2] for *System 2* sections.

1. *Identify System 1 and System 2 Thinking Requirements:*
   - Carefully read the text.
   - Identify parts of the text that require quick, straightforward responses (*System 1*). Mark these sections with [sys1] and [end sys1].
   - Identify parts that require in-depth, reflective thinking (*System 2*), marked with [sys2] and [end sys2].

2. *Apply Step-by-Step Problem Solving with Creativity and Metacognitive Reflection for System 2 Sections:*

   *2.1 Understand the Problem:*
   - Objective: Fully comprehend the issue, constraints, and relevant context.
   - Reflection: "What do I understand about this issue? What might I be overlooking?"
   - Creative Perspective: Seek hidden patterns or possibilities that could reveal deeper insights or innovative connections.

   *2.2 Analyze the Information:*
   - Objective: Break down the problem logically.
   - Reflection: "Am I considering all factors? Are there any assumptions that need challenging?"
   - Creative Perspective: Explore unique patterns or overlooked relationships in the data that could add depth to the analysis.

   *2.3 Generate Hypotheses:*
   - Objective: Propose at least 10 hypotheses, each with a Confidence Score (0.0 to 1.0) and Creative Score (0.0 to 1.0), reflecting originality, surprise, and utility.
   - Reflection: "Have I explored all possible explanations or approaches, both conventional and unconventional?"
   - Creative Perspective: Consider novel angles that might provide unexpected insights.

   *2.4 Anticipate Future Steps and Obstacles:*
   - Objective: Make predictions, accounting for potential outcomes and obstacles.
   - Reflection: "What challenges might I face? Is my plan flexible for different scenarios?"
   - Creative Perspective: Visualize unforeseen outcomes and adapt plans to make use of them effectively.

   *2.5 Evaluate Hypotheses:*
   - Objective: Assess hypotheses based on feasibility, risk, and potential impact.
   - Evaluation: Refine Confidence and Creative Scores as needed.
   - Reflection: "Am I unbiased in my assessment? Which options fit best with the overall objectives?"
   - Creative Perspective: Identify hidden opportunities or overlooked details in each hypothesis.

   *2.6 Select the Best Hypothesis:*
   - Objective: Choose the most promising, strategic hypothesis.
   - Reflection: "Why does this hypothesis stand out? How does it uniquely address the issue?"
   - Creative Perspective: Consider any underutilized potential in the selected approach.

   *2.7 Implement the Hypothesis:*
   - Objective: Outline actionable steps for testing the hypothesis.
   - Reflection: "Is this plan practical? What resources or preparation are required?"
   - Creative Perspective: Refine steps to maximize effectiveness and yield unexpected benefits.

   *2.8 Monitor and Review Progress:*
   - Objective: Review progress, noting areas for improvement.
   - Reflection: "What’s working well? What could be improved?"
   - Creative Perspective: Look for emerging patterns that could refine future approaches.

   *2.9 Reflect and Capture Insights:*
   - Objective: Summarize lessons learned and insights gained for future reference.
   - Reflection: "What new understanding has emerged from this process?"
   - Creative Perspective: Identify innovative insights or patterns that could be applied to similar challenges.

3. *Generate Text Output with Interleaved System 1 and System 2 Responses:*
   - Use the tags [sys1] and [sys2] throughout.
   - Aim for a lengthier, detailed response. Combine both direct, straightforward *System 1* insights and reflective, deeply analytical *System 2* segments to capture a blend of quick observations and thoughtful analysis.

---

### *Example Input Text:*

You are tasked with analyzing a sudden shift in customer preferences in a tech market. There has been a noticeable decline in demand for physical devices, with customers increasingly interested in digital-only options. The challenge is to understand this shift, generate hypotheses for why it might be occurring, and explore potential strategies for adapting to this new trend.

---

### *Processed Output with System 1 and System 2 Thinking:*

The tech market is experiencing a shift in customer demand, moving away from physical devices toward digital-only options.

[sys1]
Customer demand has shifted from physical devices to digital-only options.
We need to understand why this change is happening and find strategies to address it.
Key factors may include cost, convenience, and technological trends.
[end sys1]

[sys2]
**2.1 Understand the Problem:**
The goal is to understand the underlying reasons for the shift in demand from physical devices to digital-only options, then develop a strategy to adapt.

*Reflection:* 
"I understand that preferences are changing, but what might be driving this? Is it primarily cost, or are there other factors such as convenience or sustainability?"

*Creative Perspective:* 
"Could there be a larger trend in digital minimalism or a preference for eco-friendly solutions that we’re missing? What unseen motivations might explain this shift?"

**2.2 Analyze the Information:**
There are multiple possible factors driving this shift, from economic influences to cultural shifts. It’s essential to isolate each factor and understand its impact.

*Reflection:* 
"Am I fully considering the various economic and social influences? Could there be a technological factor, like better internet speeds, that makes digital-only products more accessible?"

*Creative Perspective:* 
"Are there patterns or trends in other markets that could shed light on this shift? Could this be part of a larger trend toward virtual experiences?"

**2.3 Generate Hypotheses:**
1. Customers prefer digital options due to lower costs. (Confidence: 0.8, Creative: 0.4)
2. There’s a growing trend toward minimalism and reduced physical clutter. (Confidence: 0.7, Creative: 0.7)
3. Digital products offer greater flexibility and ease of use. (Confidence: 0.6, Creative: 0.6)
4. Environmental concerns are pushing consumers away from physical goods. (Confidence: 0.6, Creative: 0.8)
5. Advances in tech make digital-only options more functional. (Confidence: 0.8, Creative: 0.5)
6. Pandemic-era remote work increased demand for digital solutions. (Confidence: 0.7, Creative: 0.6)
7. Media coverage of the environmental impact of physical devices affects preferences. (Confidence: 0.5, Creative: 0.7)
8. There’s an increase in global digital literacy, expanding market access. (Confidence: 0.6, Creative: 0.6)
9. Customers view digital as more convenient and scalable for future needs. (Confidence: 0.7, Creative: 0.5)
10. Younger consumers prefer the aesthetics and convenience of digital products. (Confidence: 0.6, Creative: 0.6)

*Reflection:* 
"Have I considered all possible influences? Are there any surprising factors that could explain this shift?"

*Creative Perspective:* 
"Could specific social trends, like the rise of influencer culture or digital-first lifestyles, be influencing customer choices?"

**2.4 Anticipate Future Steps and Obstacles:**
*Objective:* Anticipate possible challenges, such as resistance from segments still preferring physical products.

*Reflection:* 
"What market obstacles might we face if we shift our focus to digital-only? Are there sub-segments that still prioritize physical products?"

*Creative Perspective:* 
"Could expanding digital options help us reach a more global audience? Are there emerging trends that we could leverage in our strategy?"

[end sys2]

[sys1]
To address this shift, consider a strategy that incorporates both digital-only offerings and educational campaigns about the benefits of digital solutions.
Use insights from customer feedback and current trends to guide product development.
Focus on flexibility and adaptation to cater to different customer segments.
[end sys1]


APEKS-BANK

APEKS-BANK was founded on 8 May 2009, registered with the National Bank of Ukraine on 18 November 2009.

The Bank was established as an open joint stock company with authorized capital of 80 million UAH 

In 2014, increasing of the authorized capital of the Bank to the amount of 205 mln.UAH was implemented.

The Bank carries out its activities according to the Bank's Charter, banking license No 255 dd. 18 November 2011., General license for foreign exchange currency transactions No 255-2 dd. 13 March 2012. and the Annex to the General license for foreign exchange operations with currency No 255-2 dd. 13 March 2012 Dealer activity - National Securities and Stock Market Commission License on professional activities at the stock market - trading activities for securities: dealer activities - series AE number 642013 from 30.04.2015; issued on 23.04.2015;
Brokerage activity –  National Securities and Stock Market Commission License on professional activities at the stock market - brokerage activities - series AE number 642012 from 30.04.2015; issued on 23.04.2015.

By the decision of the rating committee of authorized independent Rating agency "IBI-Rating" dd. 08.31.2015 the following ratings were updated: credit rating of PJSC "APEKS-BANK" at the level of ua BBB with estimation "stable" according to the National Rating Scale; individual reliability rating of deposits of PJSC «APEKS-BANK» at level 4 (high reliability).

History 

2015
 January: Khmelnytskyi regional Office was opened;
 The National Bank of Ukraine has granted a permission to PJSC "APEKS-BANK" to registration of borrowed funds on the conditions of subordinated debt in foreign currencies to the Bank's capital for a term of 5 years, by over UAH 80m in equivalent. 
2014
 December: Kharkiv regional Office was opened;
 The National Bank of Ukraine has registered the increase of the authorized capital of PJSC «APEKS BANK» to 205 million UAH.
2013

Bank opened six offices in cities such as Dnipropetrovsk and Chernivtsi.

2012
 The extended General License No255-2 for execution of currency transactions, under which the Bank has received the right to conduct operations with banking metals, as well as the currency in international markets.
 The Bank opened a branch number 8, but closed Branches number 3 and 4 in Chernivtsi.

2011
 Adopted and implemented the decision of the sole owner to increase the authorized capital from 70 million UAH to the amount of 190 million UAH.
 First branch in Chernivtsy was opened (Chernivtsi Regional Directorate).
 Bank opened a branch No2, No3 and No4 in Chernivtsi, No5 in Donetsk and No6 in Lviv (Lviv Regional Directorate). 
 In accordance with the decision of the National Bank of Ukraine banking and general licenses for execution of currency transactions No 255 was reissued.
 Bank became a founding member of the Association "Independent Association of Ukrainian Banks".
2010
 Bank became a member of the Ukrainian Stock Exchange and received the status of a member of the Association "Ukrainian Stock Traders".
 PJSC "APEKS-BANK" became a member of the international payment system SWIFT and was licensed by the State Commission on Securities and Stock Market to conduct professional activities in the stock market.
2009
 National Bank of Ukraine registered the "APEKS-BANK" in the form of Joint Stock Company with an authorized capital of 80 million UAH (decision agreed on April 30), and at the end of the year there is an increase of the authorized capital of the Bank to the amount of 120 million UAH.
 Bank becomes a participant of the Guarantee Fund of Individuals’ Deposits and is connected to the electronic payment system of the National Bank of Ukraine.
 In accordance with the decision of the unscheduled general shareholders' meeting from July 14, 2009, OJSC "APEKS-BANK" was reorganized to the Public Joint Stock Company "APEKS-BANK" (decision agreed by the National Bank of Ukraine on September 16 and registered in the Unified State Register of Legal Entities and Individual entrepreneurs on September 28).
 The license No255 of the National Bank of Ukraine for conduction of banking transactions was received.

Rating 

By the decision of the rating committee of authorized independent Rating agency "IBI-Rating" dd. 08.31.2015 the following ratings were updated:
 credit rating of PJSC "APEKS-BANK" at the level of ua BBB with estimation "stable" according to the National Rating Scale; 
 individual reliability rating of deposits of PJSC «APEKS-BANK» at level 4 (high reliability).

Company details 

PUBLIC JOINT STOCK COMPANY "APEKS-BANK"
01014, Ukraine, Kyiv, 2/16, Pecherskaya str.

EDRPOU: 36482677
c/a:  32008140801 in Head office of NBU in Kyiv and Kyivska Region
Bank routing number: 380720

S.W.I.F.T.: APKSUAUK
Post of НБУ: UI0Z
TELEX: 132120 APEKS UX

Membership in organisations 

 Association "Ukrainian Stock Traders" - Certificate of participant SRO No 923 dd. May 27, 2010;
 Association "Stock Partnership" from 09.06.2011 - registration number 707;
 Ukrainian Stock Exchange (PJSC "UFB") - Certificate of membership in UFB No 841 dd. 30.04.2015;
 PJSC "Stock Exchange "Perspectiva" dd. 25.01.2013;
 Association "Independent Association of Ukrainian Banks", according to the decision No 1 dd. 04.11.2011;
 Payment system «International money transfers "LEADER";
 International payment system MasterCard International Incorporated;
 Society for Worldwide Interbank Financial Telecommunication (S.W.I.F.T.);
 Association "Ukrainian National Group of Members and Users of SWIFT "UkrSWIFT";
 First Ukrainian nationwide credit history bureau (PVBKI);
 Deposit Guarantee Fund.
PJSC "APEKS-BANK" has joined to conditions of the agreement for issue of securities by Central Depository.

PUBLIC JOINT-STOCK COMPANY "SETTLEMENT CENTRE" is provided facilities support services of the correspondent account to PJSC "APEKS-BANK".

See also 
List of banks in Ukraine

References

External links 
 APEKS-BANK official website

Category:Banks of Ukraine