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Why do BBVA, Royal Bank of Canada and Wells Fargo enjoy higher cross-selling ratios and lower rates of customer attrition than their competitors? Accenture examines the DNA of high-performing banks.
Over the past several years, weak economic growth, regulatory uncertainty and declining loyalty have forced financial institutions to reconsider how they operate and interact with consumers.
In this new era, banks must manage costs while increasing profitability and shareholder value in their core businesses. BBVA, Santander, Commonwealth Bank of Australia, Westpac, Nordea, Svenska Handelsbanken, Bank of Nova Scotia, Royal Bank of Canada and National Bank of Canada are among the organizations that have found that balance.
This Accenture report examines how high-performance banks are setting themselves apart from competitors by focusing on customers, committing to efficiency and investing in technologies that support growth.
Learn more about Accenture Core Banking Services.
Banks worldwide are still reeling from the economic crisis and its repercussions. Specifically, organizations face:
Cost management alone is not enough to overcome these challenges. Banks must also rebuild profitability and shareholder value by:
Through our extensive research and work with leading financial institutions around the world, we have identified seven key elements that propel high-performance banks to the front of the pack:
A customer-centric universal banking model to build deep relationships with core customer groups
A multichannel distribution model that delivers consistent and seamless service across channels
An industrialized operating model that supports cost efficiency and customer service
Prudent risk management policies that minimize bad debt, and reputational and operational risks
Robust capital management built on high-quality capital and inorganic growth
An ability to replicate models in developed and developing markets
A cutting-edge core banking platform to process transactions and manage customer information
Most banks understand what they need to do in today’s challenging environment, but many lack the organizational and technological infrastructure necessary to execute those plans.
Core banking transformation requires chief information officers (CIOs) to work side by side with their business counterparts to reorient their organizations toward growth and customer satisfaction. That could involve changing business models, streamlining processes, or taking advantage of recent developments in cloud computing, service-centric architecture, IT security, data accessibility, social platforms and analytics.
Banks that emerged successful from previous downturns were not necessarily those that made the deepest cuts. Rather, they were the ones that focused on optimizing and reinvesting in strategic areas to position themselves for growth when the economy recovered.
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