Market intelligence report October 2010 Sponsored by:

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1 Market intelligence report - November 2010 Market intelligence report October 2010 Sponsored by: Corporate Banking Customer Satisfaction Survey 2010

2 Market intelligence report - October 2010 Background Last year Finextra and Pegasystems conducted a survey of banks and corporates focusing on the inefficiencies both sides faced in account opening and client on-boarding, and the adoption of an electronic bank account management (EBAM) standard. Feedback on the EBAM report at Sibos in Hong Kong was positive, and many banks found the survey report useful in building their own business cases for investment and benchmarking their efforts against their peers. But feedback since has indicated an interest in extending the scope of the survey this year to look at account maintenance, inquiry and request management, customer service satisfaction and corporate clients switching. Providing a positive on-boarding experience gives a customer a good first impression. But if banks can t maintain their clients, keep them happy and extend their business with them, there is no point. So that s why we ve chosen to extend the theme this year into a more holistic survey that touches on some of the hottest topics in corporate banking these days customer service. In July and August 2010, Finextra and Pegasystems surveyed corporate treasuries and banks worldwide receiving 61 survey responses from 38 banks, and 37 from corporates, for a total of 98 respondents. Pegasystems in Financial Services Pegasystems has been providing business solutions to the financial services industry for more than 27 years. Leading banks and financial services institutions work with Pegasystems to provide solutions for payment investigations and SWIFT E&I, client on-boarding and electronic bank account management (EBAM), client inquiry and request management, CRM, know your customer (KYC) and sanctions management. Pegasystems solutions are used by ten of the top ten global banks, and seven of the top ten credit card issuers. Pegasystems technology also supports 60% of the world s payment investigations. Headquartered in Cambridge, MA, Pegasystems has offices in North America, Europe and Asia. Visit us at About Finextra Finextra Research is the leading newswire and online community for the global financial technology industry, with 3 million page views and 110,000 unique visitors per month. More than 26,000 financial technology professionals worldwide receive our free daily and weekly newsletters. Finextra additionally operates its own annual conference and exhibition for the capital markets industry, Finexpo, and collaborates with the Euro Banking Association to produce the annual pan- European payments conference EBAday. Finextra is also the official online news partner for Swift s annual financial technology conference Sibos. Finextra additionally hosts an online professional networking and blogging service for the global financial technology industry. 2 Corporate Banking Customer Satisfaction Survey Finextra Research Ltd. 2010

3 Market intelligence report - November 2010 Executive summary Key findings from the survey were: The competition is hotting up to attract and retain increasingly sophisticated corporate clients. But it s not simply about the fees anymore. More corporates are willing to pay higher fees for better client service: 62% of corporates said they would consider switching to a different bank for better customer service around onboarding, account maintenance and query handling (up from 44% last year). 57% have increased business with one or more of their banks within the past 12 months. Quicker turnaround time for requests and enquiries and better access to service and information channels were the primary reasons. 57% said they would be willing to pay higher fees for a sophisticated web portal that enabled them to manage their entire portfolio through the web and 46% would pay higher fees for a consistent client service across lines of business, regions and channels. Banks are missing a key back to basics message from corporate clients that consider service levels and ease of access to channels as being far more important than product innovation: For corporates, ease of access to service and information channels was considered the number one criteria for selecting a bank. But only 18% of banks saw this as their best selling point, highlighting an opportunity for other banks to increase their capabilities and marketing in this area. 63% of banks say they have lost corporate business due to inadequate products and services. But of the 35% of corporates to have decreased business with one or more bank in the past 12 months, none gave this as a reason. Inconsistent customer service across channels, regions and lines of business; and poor access to service and information channels were the two most common reasons corporates decreased business with a bank. But more banks are investing in automating client onboarding, inquiry management and channels, and they expect to see a healthy return on their investment: Investment by banks to improve and automate onboarding and service processes has increased dramatically. In a similar survey last July-August ( content/summary.asp?ci=494) we found 26% of banks budgeted for this in 2009, and that only had already committed money in this area for But when budgets were allocated and investments prioritised in 2010, on-boarding and service processes were deemed to be more import to the business than previously thought. This year we found that 64% of banks actually invested in this area in And a massive 84% of banks say they will spend money in this area in When asked where their client service improvement budget was most likely to be spent, the top three areas were: on-boarding process automation (42%); end-to-end enquiry management system (); and a sophisticated corporate portal (). When banks were asked about their operational costs associated with on-boarding and customer service and what kind of cost reduction they think is possible from better automation, 44% said they could save more than 30%. Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

4 Market intelligence report - October 2010 Corporates will pay for better service and change banks to find it The period of time immediately following the sale is critical to the long-term profitability of a customer. It is during this on-boarding period that process challenges often appear that can delay time to revenue, generate customer satisfaction issues and decrease share of wallet. In last year s survey we looked at the impact of onboarding inefficiencies in the corporate/bank relationship. We asked whether corporates would consider switching to a different bank for better customer service around onboarding, account maintenance and query handling and found that 44% would. This year we have extended our study to go beyond initial on-boarding processes and into the customer service operation that has to repair and maintain the long-term customer relationship. But again we asked how many corporates would switch banks for better service, and found this year that 68% would consider it. But switching does not necessarily entail finding a brand new bank to service a corporate s needs, it can often take the form of increasing or decreasing their portfolio with their existing banks. Our survey found that 56.8% of corporates have increased business with one or more bank in the past 12 months. Of those, 48% said the value of the business increase was in the 11%-20% range. But 39% said they had increased the value of their business with one or more banks by more than 30% Interestingly, the main reasons that banks got more business from their corporate customers were: quick turnaround time for requests and enquiries (52%); ease of access to service and information (channels) (48%); and consistent customer service across channels, regions and lines of business (43%). 68% 32% Corporates: Would you consider switching to a different bank for better customer service around on-boarding, account maintenance 1 and query handling? 3 YES NO Corporates: Reason for increased business with bank Quick turnaround time for requests and enquiries Ease of access to service and information (channels) Consistent customer service across channels, regions and lines of business 2 Geographic coverage and reach 7 Interest rates and fees Innovative and adequate products & services Financial stability/strength 19% 29% 29% 52% 9 48% 43% % 20% 30% 40% 50% 60% 4 Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

5 Market intelligence report - November 2010 Interest rates and fees were considered less important reasons than a bank s ability to use technology well to serve its clients. This may stem from increased expectations of consumer technology that has become increasingly easy to use. These expectations have spread to the corporate world and spark frustration when services aren t delivered effectively. Treasurers and cash managers know that the technology is available to provide the service they desire, and if it s not delivered, they question the bank s commitment to the client relationship. In most cases these expectations of quality of service dominate concerns about cost of that service. In fact we found that more than half of corporates (57%) would be willing to pay higher fees for a sophisticated web portal that enabled them to manage their entire portfolio through the web ( including reports, enquiries, service requests, user entitlement, payments etc.) It s not that web portals aren t in use today. In fact 68% of corporate say they are already managing the bulk of their business via the web. But 46% of all corporates say that their web tools are not sophisticated enough, while 19% say that auditing, security and regulation are still concerns. Banks that can address these two issues will find themselves well placed to attract new clients and more share of the business from existing ones. The second area where a significant number of corporates would be willing to pay for improvement is a consistent client service across lines of business, channels and regions. 46% of corporates said they would pay more for this. It is a challenge for banks to deliver, but can potentially save significant money for a corporate. Having a 360-degree view into their portfolio will allow them to make better and more informed decision on their cash and better optimize its use. Therefore it is a service they are willing to pay for. 13% Corporates: Value range of business increase with bank 29% 48% 3 0%- 31%-40% 2 11%-20% >40% -30% Corporates: 0.0 Would 0.1 you 0.2 accept higher 0.3 fees 0.4for the 0.5 following 0.6 services? A sophisticated web portal that will allow you to manage your entire portfolio through the web (including 9 reports, enquiries, service requests, user entitlements etc.) A consistent service across different regions, channels and lines of business (Your RM in London can help you track a failed transaction in Singapore in minutes) 4 Quicker resolution time for general enquiries, reports and exceptions (minutes instead of days or hours) Managing your bank accounts electronically with no or very little paper, Fedex deliveries and wet signatures (for example, EBAM) 30% 30% 46% 57% 0% 20% 30% 40% 50% 60% Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

6 Market intelligence report - October 2010 Corporate bank selection criteria and reasons for decreasing business 2 Leaving aside new business that results from a corporate s 2 organic or acquisitive growth, a corporate increasing business with one or more banks will usually indicate that another of the corporate s banks is getting less business as a result. There are both push and pull drivers to switching 35% of corporates admit to scaling back business with behaviour. There is the lure of faster, more responsive one or more banks in the past 12 months. This figure is service that attracts new business. And there is the poor 0.0 just 0.1over half 0.2the number 0.3 who say 0.4they would 0.5 consider 0.6 provision of service that pushes corporate clients to 0.0 move switching 0.1 banks 0.2 for better 0.3 service. 0.4So the 0.5 trend will likely 0.6 their business elsewhere. continue in the immediate future. Almost all banks admit that they have lost out on corporate business at some point due to some action or inaction on their part. When asked to identify the most common reason, having inadequate products and 4 services 4 stands out as the major area that banks think drives away their customers, with 62% identifying this reason. But according to the corporate survey respondents in this survey, this is not the true reason at least for the banks that have lost business in the past 12 months. Of those who had scaled back business, 62% said the value of the business decrease was in the 11-20% range. But 23% said they had cut the value of their business with one or more banks by more than 40%. Inadequate products & services Interest rates and fees 5 5 Ease of access to service & information (channels) Insufficient turnaround time Insufficient geographic coverage & reach Financial weakness Banks: 0.1 Reasons for 0.2losing 0.3 corporate 0.4business % 57% 57% 56% 56% 25% Ease of access to service and information (channels) 6 6 Inconsistent customer service across channels, regions and lines of business Financial weakness Interest rates and fees Insufficient turnaround for requests and enquiries Insufficient geographic coverage and reach 0% Inadequate products & services 8 0% 20% 30% 40% 50% 60% 70% 80% Corporates: Reasons for for decreased business with bank 0% 15% 23% 23% 46% 46% % % % % % Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd. 2010

7 2 Market intelligence report - November But most interesting of all, when asked why they scaled back business with a particular bank, inadequate products 4 and services did not rate a single mention. Instead, poor access to channels and inconsistent service emerged as the major factors that push a corporate customer away from a bank. and perhaps interchangeable. But even still, corporates seem to want a back to basics approach from their banks whereby they deliver their current products in the best possible way first and then worry about new and innovative products later. This can explain the slow adaption of new products like A similar disconnect emerged when we asked banks EBAM, but it also reflects a situation in which corporate to rate their best selling point and matched this to the banking products themselves are largely commoditized. criteria by which corporates said they select 0.0their banks. 0.1 Few 0.2 banks 0.3 are offering 0.4particularly 0.5 innovative products, Innovative products and services the most popularly and corporates don t expect product innovation from all identified selling point for banks is a lower priority for their banks. corporates than other areas. 1 Instead they are more interested in innovation 3 and quality Banks are possibly considering the products and the in service delivery and the channels by which products are channels by which they are delivered as 5 tightly integrated delivered. 18% 6% 7% 25% Banks: What is your best selling point? Innovative products & services Financial stability Ease of access to service & information 9 (channels) Quick turnaround time for requests and enquiries 23% Geographic knowledge & reach Other Ease of access to service & information (channels) 8 Financial stability Good interest rates and fees Innovative products & services Quick turnaround time for requests and enquiries Geographic knowledge and reach Corporates: What s your main criteria for choosing a bank? 10 5% 11% 43% 12 41% 27% 32% 41% 38% 30% 32% 32% 38% 30% 30% 43% 27% 57% 11% 22% % 20% 40% 60% 80% 100% 5) most important 4) 3) 2) 1) least important Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

8 Market intelligence report - October 2010 Budgets and IT investment priorities for client service improvement Investment by banks to improve and automate on-boarding and service processes has increased dramatically. In our on-boarding survey last July-August we found 26% of banks budgeted for this in 2009, and we found that only had already committed money in this area for But when budgets were allocated and investments prioritised in 2010, on-boarding and service processes must have been deemed more import to the business than previously thought. This year we found that 64% of banks actually invested in this area in And a massive 84% of banks say they will spend money in this area in Banks obviously understand the competitive pressures they face from increasingly picky corporate clients and are investing now more than ever in automating their client service operation. Banks: Have you budgeted for projects to improve on-boarding and customer service processes? This year s survey predicted 2010 actual 64% 84% Last year s survey 2010 predicted 2009 actual 26% 3% 9% 3% 43% % 20% 40% 60% 80% 100% Banks: Where is your client service improvement budget most likely to be spent? 9 Onboarding process automation A sophisticated corporate portal Other No budget End-to-end enquiry management system Payment enquiry management system 8 Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd. 2010

9 Market intelligence report - November 2010 The top three areas they are investing in are onboarding process automation (42%); end-to-end enquiry management systems (); and sophisticated corporate portals (). These investments are being designed to overcome current limitations in banks service environments. But although their goals are clear, the banks face obstacles in achieving them. Chief among them is that existing systems are seen as difficult to replace. A third (33%) of banks considered this to be the biggest or second-biggest obstacle in their journey to a better service environment. 25% were most concerned about long and costly implementations of new technology Banks: What are the limitations of your current on-boarding and service environment? No 360-degree view of the client causes fragmented and inconsistent customer service Lack of robust channels 13% 28% 31% 31% 23% 16% 11% 15% 5) most important 4) 3) Too slow and expensive to change Relationship managers and field reps spend too much time on routine administrative tasks 0% 20% 40% 60% 80% 100% Banks: What are the obstacles to overcoming customer service environment limitations? Existing systems are hard to replace Long and costly implementations 20% 13% 20% 26% 43% 32% 41% 11% 7% 13% 41% 39% 7% 11% 15% 2) 1) least important 5) most important 4) 3) Requirements and regulations keep changing - very hard to keep up 30% 35% 18% 7% 2) This initiative doesn t meet the bank s priority list % 18% 38% 11%5% % 20% 40% 60% 80% 100% 1) least important Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

10 Market intelligence report - October 2010 Cost reduction and revenue boost from automating on-boarding and customer service 3 By investing in service automation, banks 3hope to improve customer loyalty and reduce churn to maintain their transaction banking business, while growing through new customer acquisition and increased share of business from existing customers. When asked to quantify the potential monetary benefits of achieving these aims, banks were almost unanimous in agreement that revenue would improve. 75% of respondents said they expect such a revenue uplift to be in the range of to 30%. The flipside of revenue growth is cost reduction. 9 The cost associated with serving thousands, or even tens 9 of thousands, of clients each with multiple accounts in anything other than a fully automated environment can quickly damage the bottom line. Not surprisingly, all banks expected costs to decrease through further investment in automating on-boarding and routine customer service. 58% of banks expect that this would be in the range of 20% to 40% operational cost savings. What is needed? To achieve the dual monetary benefits of cost reduction and revenue uplift, and not get trapped into difficult and lengthy IT projects, banks need to deploy a flexible business process management technology that provides workflow automation, rules-driven decision making, intent-driven user interfaces, and the ability to integrate and orchestrate back-end and third-party systems. Enabling the creation of a single platform for customer on-boarding and client servicing across the enterprise even if a larger vision is broken down into smaller deliverable projects is the only way that organizations will reach the upper ranges of possible customer loyalty, acquisition and revenue improvements while reducing cost. 4% 8% 13% 54% Banks: With more automation for on-boarding and routine 12 customer service, by how much could you increase revenue? 12 0%- 31%-40% 11%-20% -30% >40% Don t know 33% 11% 25% Banks: With more automation for on-boarding and routine customer service, by how much could you decrease costs? %- 31%-40% 11%-20% -30% >40% 10 Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd. 2010

11 Market intelligence report - November 2010 Corporate Banking Customer Satisfaction Survey 2010 Finextra Research Ltd

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