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Are you a flow monster, a primary markets powerhouse or a regional champion? Learn which business model can help your investment bank build on its strengths and establish a competitive advantage.
Financial institutions are challenged on multiple fronts as they aim for regulatory compliance while serving their clients in a profitable, sustainable fashion. In light of these challenges, Accenture research has identified the characteristics and attributes of high-performance investment banking. The results demonstrate that there are multiple routes to high performance—and highlight the importance of stability to generating sustainable performance.
In this report, we reveal the two categories of high performers: scale winners and focused winners. We also highlight seven pressures facing investment banks, and recommend five business models that can help create a competitive advantage.
Learn more about our High Performance Investment Banking research with our interactive business models
To attain a balanced view of core business performance, Accenture analyzed 18 leading investment banks across six dimensions:
Accenture discusses the business models that can support an investment bank on the road to high performance.
Accenture has identified five business models for banks, each one representing a different discipline of investment banking:
Flow monsters process huge trade volumes at extremely tight spreads, and primarily serve sophisticated institutional clients.
Regional champions cross-sell risk management and financing solutions to a loyal base of existing corporate clients.
Product specialists differentiate themselves by focusing on a particular type of product or service.
Primary markets powerhouses advise or structure profitable, but infrequent, issuances or deals, and require specialist talent, deep expertise and a strong brand.
Risk masters excel at taking on and managing risk, and are able to adapt to changing regulatory requirements.
Investment banks must adopt a disciplined approach. They must:
When selecting a business model, banks must understand the complexity, pre-requisites and time involved. With careful selection and adequate focus, they can create a competitive advantage and achieve high performance.
March 28, 2012
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