オンラインコーポレートバンキングの進化（戦略分析）

Introduction

Online delivery of corporate banking services has been a talking point for years. Ever since the emergence of the internet as a highly successful new distribution channel in the retail banking space, it has been widely expected to be only a matter of time before providers of corporate banking services followed suit.

Scope

Focuses on Europe and USA; Drills down into implications for vendors, corporate banks and clients.

Highlights

Many banks have realized that their relationships to corporate clients across several product lines are often not transparent, resulting in bad visibility of P&Ls with regards to positions and cashflows. However, recently, some of these banks have started taking active measures to get their corporate banking businesses back into shape; There is less ' pull' from corporates demanding better functionality from their banks, but there will be an increased ' push' by banks in an effort to retain their front-office delivery presence inside the walls of the corporate treasury.

Reasons to Purchase

Vendors can view the corporate banking technology landscape from a top-level perspective; Vendors can understand and appreciate what key issues, trends and dynamics this industry is faced with at present.

• Overview
• Catalyst
• Summary
• key messages
  • Corporate banking is evolving but the industry still needs to improve profitability
  • Moving from a product to more of a customer centric orientation is key to achieving growth
  • Banks are replacing legacy systems with componentized application development
  • Banks are ' pushing' more in an effort to retain their front-office delivery presence
• Banks are in an ideal position to help corporates take advantage of SEPA
• Table of Contents
• Table of figures
• Market Opportunity
  • Corporate banks are now offering more advanced functionality online
    • Online delivery is increasing the need for integrated views across products
  • Business drivers
    • Corporate banks are looking to increase bottom line profitability
    • Customer segmentation is key to achieving growth in corporate banking
    • The recent financial markets turbulence has created significant challenges in the corporate banking sector
  • Technology drivers
    • Ongoing advances in web-based technology have resulted in strong uptake of online delivery models
    • Banks are increasingly replacing legacy systems with componentized application development
  • Going forward, growth will depend on customer segmentation and tailored propositions
    • Small-cap corporates ( <$10m turnover)
    • Mid-cap corporates ($10m - 250m turnover)
    • Large-cap corporates ( >$250m turnover)
  • Banks are racing to offer open and flexible connectivity options to corporates
  • Back office integration is key priority and convergence of front office interfaces is second
    • Relationship management touch points must be supported by better integration of back-office silos
    • Cross-product rationalization of direct connectivity interfaces is starting to take off
    • Convergence of front-office interfaces continues, but is concentrated on vanilla transaction services
• Customer Impact
  • Banks are ' pushing' more in an effort to retain their front-office delivery presence
  • SEPA will offer banks wider area to service and will intensify competition
    • For consumers, SEPA will allow faster, more efficient and cheaper payments
  • Banks are in an ideal position to help corporates take advantage of SEPA
    • Corporates' relationship with SWIFT is evolving
    • SWIFT initiatives can help corporates overcome some key challenges
    • Banks can offer value added services to corporates via SWIFT
    • Challenges lie ahead for banks, corporates and SWIFT
  • Cash management and trade finance will be closely integrated in the near future
    • Trade finance inefficiencies with the corporate structure lead to payment delays
    • Banks are responsible for effectively managing data from trade finance transactions
    • How can treasuries improve their trade finance processes?
    • Adopting a centralized transaction hub is key for integrating trade finance and cash management
• Competitive Landscape
  • Customized nature of deployments
  • Regulatory environment
  • Standards
  • Vendor categories
    • Online delivery / front-office specialists
    • Front-to-back office players
    • Corporate banking product specialists
  • Vendor positioning
    • Geographic focus vs. size / type of institution
      • Europe
      • US
      • Emerging markets
    • Corporate banking product coverage vs. integrated delivery focus
      • Corporate banking coverage
      • Integrated delivery focus
• Go to Market
• Buy vs. build
• Target market
• Recommendations
  • Targeting top-tier institutions
  • Targeting SMEs
  • Corporates need to ensure their vendor solutions can accommodate multiple standards
• APPENDIX
  • Methodology
  • Further reading
  • Ask the analyst
  • Datamonitor consulting
  • Disclaimer

• Figure 1: Differences in business models across the three corporate banking segments
• Figure 2: Different phases of competitive differentiation in corporate banking
• Figure 3: Geographic presence vs. size / type of institution