Online corporate banking has evolved (Strategic Focus): Industry Research Report

Online corporate banking has evolved (Strategic Focus)

Published Date: March 2008

Published By: Datamonitor

Page Count: 30

Order Code: R313-31587

Questions About This Report

E-mail a Colleague

Printable Page

Fax Your Order

Description

Table of Contents

Similar
Products

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; 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
List of Figures: 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