Client Needs & Objectives
- Using non reliable profitability indicators push banks in focusing mainly –or only on the sources of revenue
- Lack of clear segmentation strategy and implementation causes wrong focus on client coverage strategies
- Leading CIB players are expected to review their Client Coverage organisation, tools and processes, with clear objective to constantly improve costs to income ratio
- Difficulties in having a strong differentiation on products due to lower appetite on complex structures requires CIBs to break silo / product driven historical organisation by promoting client centricity
- Objective: review Client coverage resources and client segmentation in order to increase revenues
Our approach
- Define strategic objectives around client profitability and build a solid data centre at the most granular level to ensure efficient steering of client activity
- Based on profitability figures, design a robust segmentation strategy and propose clear segments definition to be steered in newly implemented client centric governance
- Review coverage organisation by breaking silos and equip sales force with “sales cockpit” transversal tool
- Improve user experience throughout trade lifecycle through process digitisation, strengthening of services offer (derived or disruptive), and internal client culture increase
