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Table Of Contents

Introduction
1.1 OBJECTIVE
1.2 SCIENCE AND ENGINEERING
1.3 SCIENCE, ART AND ENGINEERING
1.4 A BRIEF LOOK BACK, AND THE CULTURE OF RETAIL BANKING
1.5 THE VIEW FROM THE BRIDGE
1.6 WE HAVE TO START FROM WHERE WE ARE
1.7 ARE BANKS ‘UNPOPULAR’?
1.8 THE PATH TO POPULAR POPULARITY
1.9 AND GET THIS TOO
1.10 CHANGE IS IN THE AIR – CONFIDENCE, SIMPLICITY, SPEED
The Basic Model
2.1 PROFIT AND RETURN ON EQUITY
2.2 CAPITAL REQUIREMENTS
2.3 INTEREST SPREAD AND INTEREST MARGIN
2.4 NON-INTEREST INCOME (FEES AND COMMISSIONS)
2.5 COSTS AND THE COST/INCOME RATIO
2.6 LOAN LOSSES
2.7 TAXATION
2.8 OUR LOAN OF £1000
2.9 PERFORMANCE MEASUREMENTS
2.10 THE DIFFERENT BUSINESSES WITHIN BANKING
2.11 ASSETS, LIABILITIES, TREASURY, CAPITAL MARKETS
2.12 CAVEAT – DEFINITIONS
2.13 TO REALLY UNDERSTAND IT WITHOUT IT HURTING
2.14 SOME FURTHER POINTS
Accounts, Services and Channels
3.1 ACCOUNTS
3.1.1 Current accounts
3.1.2 Savings accounts
3.1.3 Loan accounts
3.2 PAYMENTS
3.3 SERVICES – FEE-BASED AND COMMISSIONS
3.4 DELIVERY CHANNELS
3.4.1 Branches
3.4.2 ATMs
3.4.3 Digital
3.4.4 Postal banking
3.5 BANK COOPERATIVE CHANNELS
3.6 AND SOME OTHER POINTS
3.6.1 Account variations
3.6.2 Bank cost allocation methodologies
3.6.3 And on product performances
Real Banks and Challenges
4.1 SOME LISTS OF BANKS – INTERNATIONAL BANKS
4.3 UK BANKS
4.3.1 HSBC
4.3.2 Royal Bank of Scotland
4.3.3 HBOS
4.3.4 Barclays Bank
4.3.5 Lloyds TSB
4.3.6 Abbey National
4.3.7 Standard Chartered
4.3.8 Alliance & Leicester
4.3.9 Northern Rock
4.3.10 Bradford & Bingley
4.3.11 Yorkshire Bank
4.3.12 The Co-operative Bank
4.3.13 Clydesdale Bank
4.3.14 Egg
4.3.15 Northern Bank
4.4 A LITTLE MORE DETAIL ON SOME UK BANKS
4.5 BUILDING SOCIETIES
4.6 THE CHALLENGES FOR BANKS
4.7 COSTS AND THE COST/INCOME RATIO
4.8 RISKS
4.8.1 Credit risk
4.8.2 Treasury risks
4.8.3 Operational risk
4.8.4 Other risks
4.8.5 The risk about risks
4.9 DIFFERENTIATORS
4.10 ACQUAINTANCESHIPS
4.11 TRENDS
4.12 COMPETITION
4.12.1 The Y2K experience
4.12.2 Competitive business models
4.12.3 Offset accounts
4.12.4 Super retailers
4.13 PRICING
4.14 ROUNDUP
4.14.1 The realisations
4.15 KEY OBSERVATIONS
Systems and Information Technology (IT)
5.1 LEGACY SYSTEMS
5.2 BANKS ARE DEPENDENT ON DATA AND INFORMATION PROCESSING
5.3 INFORMATION TECHNOLOGY WILL BECOME A MAJOR DIFFERENTIATOR
5.4 IT AND THE RETAIL BANKING INDUSTRY
5.4.1 There are additional pressures now
5.5 THE IT INDUSTRY IS NOT WITHOUT BLAME
5.6 RESOLVING THE LEGACY SYSTEMS PROBLEM
5.7 A NEW APPROACH FROM THE IT INDUSTRY AND FROM BANKS
5.8 APPLICATIONS SOLUTION/SOFTWARE LICENSING
The Real World
6.1 BASIC FINDINGS ON BUSINESS STRATEGY
6.2 INVESTMENT INTENSITY – A BIG DIFFERENCE
6.2.1 Balance sheet differences
6.3 THE PEOPLE, PROCESSES AND TECHNOLOGY OF CAPITAL INVESTMENT
6.4 PRODUCT/SERVICE FITNESS-FOR-PURPOSE
6.5 BRAND, SERVICE, FITNESS-FOR-PURPOSE, PRICE
6.6 PRODUCTS AND PRICE
6.7 REINVENTION AND INVENTION
6.7.1 Simplification
6.7.2 Straight through processing
6.7.3 Customer centricity
6.7.4 Electronic manufacturing
6.7.5 Risk management
6.7.6 Capitalising on technology
6.7.7 Delivery strategy
6.7.8 Total cost of ownership
6.7.9 Regulation and compliance
6.7.10 Speed and responsiveness
6.8 HOW BIG IS THE OPPORTUNITY?
The Propositions
7.1 CUSTOMERS
7.1.1 Does the customer want a mortgage?
7.1.2 Does the customer want a savings account?
7.1.3 Does the customer want a current account?
7.1.4 Does the customer want an insurance policy?
7.3 THE VERY DIFFERENT STARTING POINTS OF BANKS
7.3.1 For established banks
7.3.2 For new banks and small banks
7.3.3 So, nothing is new then?
7.3.4 How ambitious do we have to be?
7.3.5 It’s not enough for an established bank
7.3.6 ...But it is enough for a new or small bank
7.4 THE STRATEGIES
7.5 FOR ESTABLISHED BANKS
7.6 FOR NEW BANKS
7.7 SWOT SUMMARY
7.7.1 If the costs are ‘right’, the rest can follow
7.8 THE STARTING POINT
Preparing for the Future
8.1 EVOLUTION, TACTICS, LIMITS – THE OBVIOUS STUFF
8.2 THE CRITICAL STUFF
8.3 CUSTOMERS
8.4 MARKETING AND BRAND POWER
8.5 COSTS
8.6 STAFF
8.7 DECIDING ON THE CHANGE ITSELF
8.7.1 Differently
8.7.2 New and small banks
8.7.3 Established banks
8.8 ESTABLISHING THE BASIC INPUTS
8.9 DISCOVERY PROCESS
8.10 ESTABLISHING THE BUSINESS MODEL
8.10.1 New model
8.10.2 Enhancement model
8.10.3 Change model
8.11 ESTABLISHING THE BUSINESS PLAN
8.12 BIG BANKS IN PARTICULAR
8.13 IS THERE REALLY A CHOICE?
8.14 MUCH OF THE WRITING IS ON THE WALL
Predictions for Retail Banking
9.1 A FRAMEWORK FOR THE ‘SIMPLE’ PREDICTIONS
9.2 SIMPLE ‘WE KNOW THAT ALREADY’ PREDICTIONS
9.2.1 Competition
9.2.2 Customers
9.2.3 Government and regulation
9.2.4 Investors, and mergers and acquisitions
9.2.5 Leadership
9.2.6 The balance of art, science and engineering
9.2.7 Products, services, solutions
9.2.8 Staff, costs, customers, marketing
9.2.10 IT application software architectures
9.2.11 Treasury and securitisation
9.2.12 Payments solutions
9.2.13 Disruptors
9.3 MEETING CUSTOMER NEEDS AT THE LOWEST COST
9.4 RESEARCH AND DEVELOPMENT
9.5 WINNERS AND LOSERS
9.6 A LOOK OVER THE HORIZON – SOME BRAVER PREDICTIONS
9.6.1 Customers – their trust, confidence and respect
9.6.2 Regulation
9.6.3 Customers
9.6.4 Staff
9.6.5 IT engineering
9.6.6 Financial engineering
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The Art of Better Retail Banking

The Art of Better Retail Banking

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Published by Andrea Dea
The Art of Better Retail Banking
The Art of Better Retail Banking

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Published by: Andrea Dea on May 15, 2013
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08/29/2014

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