Business Intelligence in Retail Banking (Review Report)

Overview

Catalyst

Summary

Executive Summary

Introduction

Business Intelligence in Retail Banking (Market Focus)

Business Intelligence in Retail Banking (Strategy Focus)

Business Intelligence in Retail Banking (Technology Focus)

Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)

Table of Contents

Table of figures

Table of tables

Business Intelligence in Retail Banking (Market Focus)

Summary

Introduction to the market brief

Compliance requirement is keeping focus squarely on reporting and monitoring functionality

Need to retain accurate customer records and full transaction details

Pressure to implement advanced monitoring and measurement systems

Lack of comprehensive compliance strategy deteriorates the enterprise-wide visibility

Sales and service effectiveness requires ability to predict customer requirements as well as fully understand customer relationship

Greater customer understanding requires detailed segmentation and analysis

Sales forces need to be able to offer a quicker and more accurate decision making process than its competition

Predictive bank to customer relationship entails coherent data for accurate and full customer analysis

Strong management necessitates deep insight and control of banking operations

Improved business agility requires constant monitoring

Access to precise and reliable information enables accurate decision making processes

Banks must closer control their business relationships

Business Intelligence in Retail Banking (Strategy Focus)

Summary

Introduction to the strategy brief

BI must be fully aligned with business processes

Business intelligence for revenue generation activities

Increasing use of performance measurements techniques

Business intelligence supporting financial visibility

Using business intelligence to fight fraudsters

Leveraging business intelligence to minimize risks

Achieving compliance requirements

Ability to respond faster to customers, to regulators or to management generates need for real-time automation

Business Intelligence in Retail banking (Technology Focus)

Summary

The sourcing strategy must be aligned with needs and resources

Best-of-breed

Best-of-suite

It is a necessity to start BI projects with a proper data foundation

Banks must develop a comprehensive end-to-end BI platform

BI tools are spreading out among various banking applications

End-to-end business intelligence platform becomes a necessity

Banks require a consistent and standardized approach to developing an integrated and fully automated BI platform

Required architecture for automated delivery

End-to-end integration

Conclusion for vendors and banks

Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)

Introduction

Global Business Intelligence IT Spending, 2006-2012, by regions ($m)

West European Business Intelligence IT Spending, 2006-2012, by countries ($m)

West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

West European Business Intelligence IT Spending, 2006-2012, by sources ($m)

North American Business Intelligence IT Spending, 2006-2012, by countries ($m)

North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

North American Business Intelligence IT Spending, 2006-2012, by sources ($m)

Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)

Definitions: Sources

Internal

Hardware

Packaged software

Systems integration

Services

Definitions: Solution areas

Customer intelligence

Performance management

Financial analysis

Fraud detection

Risk Management

Compliance

Definitions: Geographies

Methodology

APPENDIX

Definitions

Methodology

Further reading

Ask the analyst

Datamonitor consulting

Disclaimer

List of Tables

Table 1: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)

Table 2: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)

Table 3: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Table 4: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Table 5: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)

Table 6: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Table 7: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)

Table 8: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Table 9: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Table 10: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Table 11: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)

Table 12: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Table 13: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)

List of Figures

Figure 1: What compliance and regulatory issues are driving increased IT expenditure in 2007?

Figure 2: Banks progressing towards a data driven customer service

Figure 3: Aligning BI solutions with business requirements

Figure 4: Business intelligence solution adoption within the retail banking industry, H1 2007

Figure 5: (Near) real time and no (near) real time requirements for business intelligence solution areas

Figure 6: Best-of-breed versus best-of-suite strategies and associated risks and rewards.

Figure 7: Business intelligence platform in retail banking

Figure 8: Example of a reporting tool - Operational dashboard delivered by Cognos (IBM)

Figure 9: Gathering, analysing and utilising data should be an automatic and continuous exercise

Figure 10: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)

Figure 11: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)

Figure 12: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Figure 13: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Figure 14: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)

Figure 15: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Figure 16: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)

Figure 17: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Figure 18: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)

Figure 19: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Figure 20: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)

Figure 21: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)

Figure 22: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)