How to make the SME Segment Profitable for Commercial Banks Greg Rung May 2005.
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Transcript of How to make the SME Segment Profitable for Commercial Banks Greg Rung May 2005.
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How to make the SME Segment Profitable for Commercial Banks
Greg RungMay 2005
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Opening Remarks
• Talented speakers…
• … have already said a lot
• This proves the quality of the conference…
• … and shows a common vision, ie need for economies of scale
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SME Banking Framework:Shifting the Productivity Frontier
Broader service offerings & higher asset quality
Lower unit costs per
transaction or service
Productivity FrontierProductivity Frontier(Future state of Best Practice)
Limitedservices tolimited numberof customersUNPROFITABLE
How?Generating
Growth:
Through profitable marketing strategies
Improving Asset Quality:
Through enhanced risk management
Increasing Operating
Efficiency:
Through technological innovation
What are banks trying to do?
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Scope
Taken out of this presentation but important:
• Right environment is needed: credit bureaus, appropriate tax systems
• Leasing is definitely part of SME banking
• Elements on program lending, scoring…
What is left?
• Holistic
• Hybrid
• Project/change management
• Execution
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Key messages / Presentation Outline
• SME banking, although difficult, can be highly profitable
• Differences across markets tend to disappear with the globalization of the financial services industry.
• In practice, it means that targeting SMEs impacts the entire value chain
• Based on this, several types of strategies can emerge
• Implementation is critical
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SME Banking Can Be Highly Profitable
In the US, the SME segment generates higher returns
ROE
Market Size
InsuranceConsumer Credit
Credit Cards
Mortgages
SME Banking
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In a number of Emerging Markets, some banks also generate high returns in the SME segment
Example of a bank in South East Asia
SME Banking Can Be Highly Profitable (Contd)
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Differences across markets…
Leading wholesale banks in
US and Europe
Main European Banks
and some others
Most other banks
Credit portfolio is: -Managed actively (ex: secondary market activities)
-Managed like a profit center
-Linked to overall balance sheet management
-Credit assessment done in a “traditional” way. Many processes remain lengthy and costly
-No systematic rating, implementation of RAROC concepts nor link between credit worthiness and pricing
-Credit rating is used for key business decisions (pricing, capital allocation)
-Credit portfolio exposure, risk and profitability are measured
-Some processes often remain lengthy and costly
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… Tend to Disappear with the Globalization of the Financial Services Industry
- Growing competition
- Opportunity to charge higher interests and transaction fees to SMEs
- Need to diversify portfolio to lower overall risk
- Information technologies lowering costs
Banks have an incentive to tap new markets : Under-
served Market
Current Clients
SMEs, Microenter-
prises & Mass-market
Large Cos and
“A” Clients
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In Practice, Targeting SMEs Impacts the Entire Value Chain
Marketing
strategy
Products and services offerings
Risk management
Delivery channels
Organization
IT / Systems
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1. Marketing Strategy
• In addition to conducting competitive analysis (on products, terms & conditions; from other countries),…
• … segment the market and build up in-depth knowledge of SME clusters, especially through third-party data providers
• Find ways of retaining existing credit-worthy customers…
• … & reducing cost of acquisition of new targeted customers
• Manage information transversally (e.g., get, compile and analyze default information, if available by industries & companies)
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2. Products & Services Offerings
Maximize client retention and profitability by offering product packages as well as cross- and up-selling
Domestic payments International payments Check processing
Payments
Checking accounts Savings accounts Money market accounts
Insurance Brokerage Information & tools
Loans Guarantees Credit Cards Overdrafts
Deposits
Value-added
Credit
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U.S. Small Business Profit Distribution
Deposits70-85%
Loans10-15%
All Others5%
Small BusinessProfitability
100%
Focus on deposits even if lending is necessary
2. Products & Services Offerings (Contd)
Source: FIC
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The deposit/loan ratio largely determines small business ROE
1:1 2:1 3:1 4:1 5:1
40%
20%
0%
Small Business Profitability
Bank A
Bank B
Bank C
Source: First Manhattan Consulting Group
Deposit-to-loan ratio
Sm
all b
usin
ess
unit
RO
E
2. Products & Services Offerings (Contd)
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Contribution
Num
ber
of p
rodu
cts
$51,462
$54,343
$11,432
$10,871
$12,702
$7,149
$1,641
$477
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000
Eight
Seven
Six
Five
Four
Three
Two
One
Source: Oxford Information Technology, Ltd.
The more products sold, the greater the profit contribution
2. Products & Services Offerings (Contd)
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Efficiency Gains with Credit Scoring
Enter Data
GenerateScore
ApplyDecisionStrategy
Auto decline Auto acceptReview
Highrisk
Mediumrisk
Lowrisk
3. Risk Management / Analytics
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4. Delivery Channels
• Goals: cost efficiency, differentiation in the market and client satisfaction. For that:
• Review existing delivery channel mix & utilization…
• … as well as current and potential level of automation
• Focus the branch network on marketing, sales and client relationships
• Design multi-channel networks mixing branches – business bankers/agents – ATMs – mobile kiosks – call centers – electronic banking – smart cards – mobile banking
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Prospecting
• Buyer Identification
• Buyer Solicitation
Information Provision
• Features• Pricing• Selection• Availability
Advice and Consultation
• Aggregatives• Optional
Categorizatioin• Alternatives
Order Capture
• Specifications• Feature• Entry
Order Processing
• Transaction Processing
• Billing
Customer Support
• Complaint Handling
• Account Reconciliation
Channel Efficiency (Capacity to Cost Ratio)
High Low
Channel
Direct Mail
Phone Center
VRU
Branch
Online
Pre-Sale Sale Post-Sale
Source: Business Banking Board Research
4. Delivery Channels (Contd)
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In emerging markets, personal contact is critically important…
4. Delivery Channels (Contd)
Source: FIC
Banco Solidario (Ecuador), reaches 45% of its customers through bankers in the field – similar situation for Bank Dagang Bali (Indonesia) which has very few branches
Vs
Bank BRI (Indonesia) received an award from the Indonesian Museum of Records for establishing 4,658 branches throughout the country (92% of Bank BRI’s portfolio is microloans)
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…as is word of mouth
• 45 % of Banco Solidario’s new customers are referred by existing customers
• At Bank BRI, a senior manager states, “All new customers are referrals. Good [loan] customers never just walk into the bank”
4. Delivery Channels (Contd)
Source: FIC
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5. Organization
Align organizational requirements– Separate organizational responsibilities for SME Finance
(part of retail rather than corporate banking)
– Market versus product focus
– Clarify responsibilities for sales vs. credit vs. collections
– Clear responsibilities and incentives for deposit raising and cross-sales (including personal financing needs of the owner)
– Centralized processing of credit applications
– Clear processes for collections
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6. IT / Systems
• As for the organization, client-driven vs. product-driven
• Develop efficient integrated information systems by leveraging appropriate technologies…
• … towards Customer Relationship Management (CRM) capabilities…
• … and multi-channel management
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Focus of the strategy Key components
Risk management - Use sophisticated credit scoring models
- Build informal networks to gather asymetric information on potential borrowers
- Develop deep understanding of industrial sectors
Margin management - Use of technology to reduce delivery and service costs
- Redesign organization structure to manage operational costs
Superior value - Gain in-depth understanding of customer needs and behavioral drivers to develop and deliver
differentiated value proposition
Based on This, Several Types of Strategies can Emerge
proposition
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Conclusions
• SME banking is hybrid
• It generally involves a specific strategy and a total redesign of the value chain
• Quality of execution is key
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Example of Project
Module 1 : Standardization of Product Offering
Elaboration
d’une gamme de
produits cible
Collecte
des contrats
Analyse de performance
Benchmarking
Plan
d’implémentation
Elaboration
d’une gamme de
produits cible
Collecte
des contrats
Analyse de performance
Benchmarking
Plan
d’implémentation
Define a revised product offering
Get infor-mation on existing products
Analyze performance
Benchmarking
Implementation
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Example of Project (Contd)
Module 2 : Improvement of Loan Appraisal Process and Scoring
Data warehousing
Analysis of current situation
•Data available•Scoring tools in place
•Loan appraisal forms
•Methodologies/processes
Find data and follow-up
Scoring tool Development of
scoring tools
•Back-testing•Definition of new procedures
•Communication•Training•Follow-up
Define missing data
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Example of Project (Contd)
Module 3 : Improvement of Collections
Elaboration
d’une gamme de
produits cible
Analyse de performance
Benchmarking
Elaboration
d’une gamme de
produits cible
Analyse de performance
Benchmarking
•Identify quick wins•Improve processes•Set-up a call center•Training
Analysis of the portfolio
Analysis of the processes
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Possible Next Step if Interest: Diagnostic
Gather data on– Customer segmentation– Sales organization– CRM– Risk-based pricing
– Centralization of credit-approval– Accuracy of Risk Reporting– Efficiency of Collections
– Processes streamlining– Scoring/Rating tools– Branch as a distribution channel– Organization of back-office
– Product mix and impact on funds– Governance/Disclosure– Treasury Management / ALM
– Fee vs. interest income ratio– Profitability by customer segments
– Portfolio-at-Risk– % loans with early defaults– % Non Performing Loans– Ratios on Collections Efficiency– Ratios on Provisions and Write-offs
– Overhead/Net Income– Staff productivity– Branch productivity
– Ratio loans/deposits– Ratio interest bearing / non interest bearing deposits– ALM key ratios
Cost of Funds
Over-head Costs
Cost of Risks
GrossMargin
Calculate key indicators
Understand profitability drivers
– Formulate a diagnostic on current situation and ways of improving net margin
– Draft a proposal
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out
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SME Banking Is Difficult…
SME market knowledge is difficult to acquire– “A Corporate” market composed of a few hundreds of large well-
known companies,vs.– A mass market composed of hundreds of thousands of SMEs in
different Industry Sectors and Geographic areas
SME Risk is difficult to manage for traditional banks– Financial information on the business is scarce and often non
reliable– SMEs are often under-capitalized– SMEs are often unable to provide adequate collaterals– SMEs lack Financial Management culture
SME banking has high cost-to-serve– One Corporate transaction can generate the same Net Banking
Income as 50 SME transactions…– … But is not much costlier to the Bank than 1 SME transaction
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… In Countries with the Adequate Environment
Banking Regulations
Judicial System– Should enforce creditor rights– Should allow quick and efficient dispute resolution
Payment Systems– To improve productivity – To develop value–added products with good service quality
Communications, Infrastructure– Easy contact with customers and branches across country
Credit Information– Credit-Information Sharing
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3. Risk Management / Analytics
• Use of advanced, cost effective tools & processes for comprehensive risk management…
• … from data capture & management to data analysis and monitoring...
• … by possibly leveraging information derived from historical performance of SME clients…
• … and scoring experience of consumer credit underwriting (models, application processing, reporting)
• This supposes good coordination between portfolio management and collections departments, in particular
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Example of a Simple Scorecard
< .5
16
GT 100,000
27
Yes
– 30
Years in Business
Total Assets
NegativeFile Information
.5 – < 2.5
20
LT $100,000
18No
15
2.5 – < 5
27
N I
10No Investigation
0
5 – < 8
34
N I
0
8 – < 15
38
Single
14
0
14Own
40
< 1
18 Prof. Services
38
Heavy Manuf.
8
Marital Status
# of Dependents
Residential Status
Years at Address
Industry
Industry - continued
Married
30
1
14Rent
15
1 – < 3
20 I.T.
35
Others
27
Divorced
5
2
25Parents
20
3 – < 6
25Other Services
30
N I
27
Other
14
NI
14
3 – 4
10Company
18
6 – < 10
30Retail
27
4 – High
5N I
20
10 – < 15
33Catering.
20
15 – High
40
N I
14
18 – < 21
6
21 – < 25
10
25 – < 30
18
30 – < 40
26Age of Owner 40 – < 50
35
50 – High
42
N I
10
N I
25Building
10
N I
20
© 1995 Fair, Isaac and Co, Inc.
3. Risk Management / Analytics (Contd)
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Evaluating the Credit Applicant
C H A R A C T E R I S T I C J U D G M E N T C R E D I T S C O R I N G
+–+–+––++
261425182520202715
AgeMarital status# of dependentsResidential statusTime at addressIndustryTime in BusinessTotal AssetsNegative file information
?ODDS OF REPAYMENT 95%
OVERALLDecision
+Accept
190Accept
© 1995 Fair, Isaac and Co, Inc.
3. Risk Management / Analytics (Contd)