Multifactor Authentication A Clear Identity = TM Success

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1 Multifactor Authentication A Clear Identity = TM Success April 28, 2011 PRESENTED BY: Cathy Gregg 2011 Treasury Strategies, Inc. All rights reserved.

2 Agenda Your Identity Importance Defining Building Closing Remarks Questions & Next Steps 2!

3 Why Do You Need a Clear Identity? Competition Globalization Solution Scope 3!

4 What is Your Identity? Global Scope Industry Specialization Customer Experience 4!

5 The Importance of Market Identity: The Regional Bank Large Global Advantages Resources to develop sophisticated, cutting edge solutions Geographic reach Safety and stability - too big to fail Disadvantages Too large for personalized relationships with all but largest clients Little flexibility to tailor solutions except for largest clients Med - Large Regional Small Regional?? Flexibility to change and innovate Strong ties to local communities More resources than community banks Personalized service Fewer resources than large global banks Product innovation often lags large banks Relationships and service are less personalized than community banks Community Highly personalized service Flexibility to quickly change Seen as a staple of the community Few resources for product development; rarely seen as innovators May not have formal Treasury Management business May be seen as less safe, less stable 5!

6 Global Scope 6!

7 Defining Your Market Identity: Global Corporate Profiles Degree of Corporate Globalization Purely domestic sales, purchases, operations Limited foreign sales and/or use of foreign suppliers More robust foreign sales and/ or use of foreign suppliers Establish foreign sales office(s) or retail outlet Establish foreign management offices (beyond sales) Establish more robust foreign operations (manufacturing plant, etc.) Trading With Operating In Strictly Domestic Use only local currency Buy / sell domestically Tourists Domestic firms with minor global needs Occasionally pay or receive in other than home currency No Treasury or accounts outside home country Simple banking needs Emerging Global Domestic firms with growing global needs Most operations in home country Some banking outside home country Confronting more complex treasury and working capital challenges Global Operate in multiple countries Treasury headquartered in home country May also have Treasury operations outside home country Significant and possibly complex banking activities outside home country Customer Segmentation 7!

8 Defining Your Market Identity: Global Banking Service Requirements Degree of Corporate Globalization Purely domestic sales, purchases, operations Limited foreign sales and/or use of foreign suppliers More robust foreign sales and/ or use of foreign suppliers Establish foreign sales office(s) or retail outlet Establish foreign management offices (beyond sales) Establish more robust foreign operations (manufacturing plant, etc.) Trading With Operating In N/A Letters of credit & other trade services, FX trades, international wires + Automated management of trade services, FX risk management/ hedging + In-country account services, local coin/ currency, local branch access & local account funding, local payments & collections, global positioning & information management + Global liquidity + Full array of management tools, global cash pooling/netting management services, centralized products & services management of local small-value payments Global Banking Services Required 8!

9 Defining Your Market Identity: Global Life Cycle Businesses are globalizing, with the extent of globalization becoming more profound Percentage of Firms by Phase 3% 4% 8% 12% 15% 14% 16% 12% 20% 85% 81% 62% 23% 45% Small Business Middle Market Domestic Tourist Emerging Global Source: Treasury Strategies Corporate Treasury Research Program 9!

10 Defining Your Market Identity: Global Services Customers Firms with global needs spend more and hold more balances Global services customers generate 50% more revenue per customer than the average customer. For every $1 global services customers generate in global services revenue, they generate nearly $2 of ancillary revenues Use more services (for example, FX) Current Average Revenue Generated per Customer Global Services Customers vs. Overall Customer Base Revenue +115% Add l Other Revenue Avg. Global Services Revenue (includes F/X, trade) Non-Global Services Customers Global Services Customers Note: These numbers represent companies with revenue $100 million - $1 billion. 10!

11 Industry Specialization 11!

12 Defining Your Market Identity: Industry Specialization Targeting high-value industry verticals High-value: heavy transaction or high balance industries Banks that specialize by industry enjoy higher growth and profit 0.40 Profit per Item No Yes No Yes No Yes No Yes Target Specific Industries Specialized Sales Force Specialized Products Specialized Marketing Source: Treasury Strategies Wholesale Payments Study 12!

13 Defining Your Market Identity: Targeting High Value Industries Aligning offerings with an industry s TM product and liquidity needs is key to growing market and wallet share Which industry would be High Value to your bank? Industry TM Sophistication Branch Presence Importance Global Needs Alignment with TM Products Credit Reliance 1 High Low Low Low High 2 Medium Medium Medium Medium High 3 High Medium Medium Low Low 4 Medium Medium Low Medium High 5 Low High Low High High 6 High Medium High Medium Low 13!

14 Customer Experience 14!

15 Defining Your Market Identity: Service Segmentation Model Process Efficiency High Unit Costs Tier 2 10% of Customers Tier 1 5% of Cust. Characteristics: Increased staff Warm service Dedicated service team Low Unit Costs Low Tier 3 85% of Customers Characteristics: Reduced staff Self-service model Call Center High Bank Responsiveness 15!

16 Defining Your Market Identity: Customer Experience Organization Head of TS Central Customer Experience team Coordinates / integrates all aspects of customer experience Streamlines interface with operations Sales Customer Experience Customer Satisfaction, Loyalty & Retention TS Call Center (Tier 3 clients) TS Dedicated Support (Tier 1 & 2 clients) TS Implementation Business Unit Customer Experience Teams (see Governance structure) Operational Customer Service Operations provides Segregation of duties Specialist knowledge Enhanced customer experience Operational Set Up 16!

17 Defining Your Market Identity: Service Channel Integration Mobile Telephone Online Self-help Face-to-face Real-time Web Chat 17!

18 Building Your Identity 18!

19 Building Your Market Identity: Where Do You Want to Fit Tomorrow? Global Offering In-Country Outsource or Partner Model Tomorrow Today Referral (No Services) Poor Average Outstanding Customer Experience 19!

20 Building Your Market Identity: Global Scope Measure and identify Major customer locations Outbound payment needs Global liquidity needs Determine Build or partner? In-country or correspondent? Service model 20!

21 Building Your Market Identity: Industry Specialization Preliminary High Intrinsic Value Industries Target Those With: High Balances High Transaction Volumes Large Number of In- Footprint Targets Preferred Industries Greatest Opportunity High Priority Segments Align With Your: Competitive Position Ability to Meet Needs (Product Offering) Credit Appetite Coverage Model 21!

22 Building Your Market Identity: Customer Experience Product Development Cycle Customer Needs Product Concepts Why incorporate with Product Development? Drive activity to low-cost channels Build for customer segmentation Customer size Nature of need Build customer personas Ability to automate Product Release Service & Implementation Product Architecture Product Development Product Construction 22!

23 Benefits Higher market and wallet share More satisfied customers Higher margins Extended relationship life Stronger internal clarity 23!

24 Closing Remarks Define who you are and who you want to be Globalization adds complexity but can t be ignored Industry focus, done well, is a winner Service model and service channel strategy can be key 24!

25 About Treasury Strategies, Inc. Who We Are Treasury Strategies, Inc. is the leading treasury consulting firm working with corporations and financial services providers. Our experience and thought leadership in treasury management, working capital management, liquidity and payments, combined with our comprehensive view of the market, rewards you with a unique perspective, unparalleled insights and actionable solutions. What We Do Corporations We help you maximize worldwide treasury performance and navigate regulatory and payment system changes through a focus on best practices, technology, liquidity and controls. Treasury Technology We provide guidance through every step of the technology process. Our expert approach will uncover opportunities to optimize the value of your treasury through fully integrated technology solutions. Financial Services Our experience, analytic approach and benchmarks provide unique consulting solutions to help you strengthen and grow your business. 25!

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