中小企業(yè)銀行業(yè)務(wù)的國際趨勢 (2)ppt課件

1、中小企業(yè)銀行業(yè)務(wù)的國際趨勢Global Trends in SME Banking中國天津 2007年6月20日，21日 Tianjin, China, 20th/21st June 2007托尼李斯格 國際金融公司全球金融市場部征信開展首席金融專家 Tony LythgoePrincipal Financial Specialist, IFC Global Financial Markets國際金融公司IFC的全球中小企業(yè)銀行業(yè)務(wù)基準(zhǔn)調(diào)查工程 IFCs Global SME Benchmarking Project IFC首創(chuàng)的針對(duì)中小企業(yè)銀行業(yè)務(wù)的最正確實(shí)際基準(zhǔn)研討 Pioneer IFC

2、 initiative to benchmark best practices in SME Banking 目的明確中小企業(yè)銀行業(yè)務(wù)的關(guān)鍵勝利要素，找出業(yè)績表現(xiàn)與商業(yè)方式、流程和工具之間的聯(lián)絡(luò) Goal - to identify key success factors in SME Banking and highlight links between performance and business models, processes and tools 調(diào)查對(duì)象包括了五個(gè)經(jīng)合組織國家和六個(gè)新興市場國家的良好實(shí)際銀行 Exercise includes good practice ban

3、ks in 5 OECD and 6 emerging market (EM) countries11家調(diào)查銀行的選擇基于IFC對(duì)中小企業(yè)銀行這一行業(yè)的了解 Panel banks were selected based on IFCs internal knowledge of the SME Banking sector in the markets involved國際金融公司的全球中小企業(yè)銀行業(yè)務(wù)基準(zhǔn)調(diào)查工程 IFCs Global SME Benchmarking Project 目的 Objective給參與工程的銀行提供了一個(gè)有價(jià)值的時(shí)機(jī)： Provide participati

4、ng banks with a valuable opportunity to: (i) 將本身實(shí)際與行業(yè)內(nèi)的頂級(jí)機(jī)構(gòu)進(jìn)展比較 benchmark its practices against other top institutions in the industry and (ii) 為IFC履行其開展職能提供支持，協(xié)助IFC在全球范圍內(nèi)提高各國對(duì)中小企業(yè)銀行業(yè)務(wù)勝利要素的認(rèn)識(shí)，并與其它領(lǐng)先者一同促進(jìn)中小企業(yè)銀行業(yè)務(wù)在新興市場的開展 support IFC in its development mission to raise global awareness of the success

5、factors in SME Banking as well as promote SME Banking in emerging markets alongside other leading players提高IFC技術(shù)援助任務(wù)的設(shè)計(jì)程度，為IFC的客戶和協(xié)作同伴帶來更大的價(jià)值 Add value to IFCs clients and partners through enhanced design of IFCs technical assistance advisory work方法 Methodology 定性基準(zhǔn)研討：對(duì)每一家參與工程的銀行進(jìn)展為期兩天的銀行訪談，與其討論它們面臨

6、的主要挑戰(zhàn)、勝利驅(qū)動(dòng)要素和為客戶提供的獨(dú)特價(jià)值 Qualitative benchmarking study: carried out through 2-day bank interviews to discuss key challenges, success drivers and unique value proposition of each participant bank定量基準(zhǔn)：定量數(shù)據(jù)來自于調(diào)研得到的信息和各銀行提供的數(shù)據(jù)表 Quantitative benchmarks: gathered through surveys and data tables submitted

7、by the banks調(diào)查詢卷的設(shè)計(jì)延用了IFC中小企業(yè)業(yè)務(wù)診斷工具箱的分析框架見接下來的幻燈片 Surveys questionnaires were designed using the framework of assessment developed in IFCs SME Diagnostic Toolkit (see next slide) 共搜集了17份問卷，其中10份為針對(duì)小企業(yè)銀行業(yè)務(wù)的，7份為針對(duì)中型企業(yè)銀行業(yè)務(wù)的 A total of 17 surveys were submitted: 10 small business (SB) surveys and 7 mid-

8、market (MM) surveys工程成果 Project Output曾經(jīng)構(gòu)成了嚴(yán)密報(bào)告，僅提供應(yīng)參與工程的機(jī)構(gòu) Confidential benchmarking report restricted to participating institutions only國際金融公司的全球中小企業(yè)銀行業(yè)務(wù)基準(zhǔn)調(diào)查工程 IFCs Global SME Benchmarking Project 評(píng)價(jià)框架：基于IFC中小企業(yè)銀行業(yè)務(wù)評(píng)價(jià)指南 Framework of Assessment: based on IFC SME Banking CHECK包括五個(gè)方面的全面分析框架：市場細(xì)分和商業(yè)方式

9、產(chǎn)品銷售和分銷渠道信貸風(fēng)險(xiǎn)管理信息技術(shù)和管理信息系統(tǒng)評(píng)價(jià)產(chǎn)品:診斷報(bào)告摘要銀行的財(cái)務(wù)表現(xiàn)差距分析基準(zhǔn)和評(píng)級(jí)改善建議技術(shù)援助建議書State-of-the-art (SOTA) Bank研討對(duì)象銀行對(duì)比群體資產(chǎn)質(zhì)量Governance, Strategy, SME FocusSMEBankingPerformanceMarkets, Products,ServicesSales & Delivery ChannelsCreditRiskManagementIT&MISRevenue GenerationAssetQualityOperating Efficiency治理構(gòu)造，戰(zhàn)略和專注于中小企業(yè)

10、中小企業(yè)銀行業(yè) 務(wù)表現(xiàn)市場， 產(chǎn)品, 效力 銷售 和 分銷渠道 信貸 風(fēng)險(xiǎn) 管理IT和管理信息系統(tǒng) 收入 產(chǎn)生資產(chǎn) 質(zhì)量 運(yùn)營 效率管理和組織 信貸政策信貸審批程序 貸款組合監(jiān)控 不良貸款管理風(fēng)險(xiǎn)模型SOTABank管理和組織 信貸政策 信貸審批程序 貸款組合監(jiān)控 不良貸款管理 風(fēng)險(xiǎn)模型SOTAPeers杰出銀行Framework of Assessment: based on IFC SME Banking CHECKA comprehensive analytical framework, with 5 areas: Segmentation & Business ModelsProduc

11、tsSales & Delivery ChannelsCredit Risk ManagementIT & MISDeliverables:Diagnostic ReportExecutive SummaryBanks Financial PerformanceGap AnalysisBenchmarking and RatingRecommendations for ImprovementTechnical Assistance ProposalState-of-the-art (SOTA) Bankthe Bankthe Peer Group主要發(fā)現(xiàn) Key Findings中小企業(yè)銀行業(yè)

12、務(wù)是一個(gè)時(shí)機(jī)，雖然挑戰(zhàn)不少，但這是一項(xiàng)盈利非常高的業(yè)務(wù) SME Banking is an opportunity and despite its challenges, it can be very profitable即使是在經(jīng)合組織國家，那里的銀行也還處于學(xué)習(xí)和改善其中小企業(yè)銀行商業(yè)方式的階段 Even in OECD countries, banks are still learning and refining their business models 許多參與工程調(diào)查的銀行都已開展了多年的中小企業(yè)銀行業(yè)務(wù)，但他們?nèi)缃褚廊辉诓粩嗟馗纳破渖虡I(yè)方式，以提高利潤率和或拓展業(yè)務(wù)范圍 Mos

13、t of the participating banks have been in SME Banking years but they are constantly revisiting their business model to improve profitability and/or outreach現(xiàn)有商業(yè)方式的創(chuàng)建時(shí)間大都少于兩年 Current business models tend to be less than 2-year old有11個(gè)商業(yè)方式仍處于起始階段 11 models are still in an early phase在總共17個(gè)方式中，只需6個(gè)根本處于

14、定形階段 Only 6 models out of 17 in total are in a relatively definitive shape這6個(gè)較成熟的方式中，有5個(gè)仍在進(jìn)一步改良中 Of these 6 developed models, 5 models are still being improved 主要發(fā)現(xiàn) Key Findings實(shí)例：一家銀行最近與另一家銀行合并，以便將其商業(yè)方式拓展到更多的分行中去；一家銀行目前正在進(jìn)展信貸流程再造和新產(chǎn)品開發(fā)；一家銀行目前剛推出一種針對(duì)小客戶的新產(chǎn)品 Examples: One bank recently merged with an

15、other bank to find a way to expand its model to a greater number of branches; another bank is currently working on reengineering its credit process and new product development while another is currently launching a new product to reach smaller clients工程參與銀行將中小企業(yè)業(yè)務(wù)提升到戰(zhàn)略高度 Participant Banks View SMEs

16、as Strategic依然未被開發(fā) Still underserved“我們將中小企業(yè)視為需求進(jìn)展業(yè)務(wù)浸透的關(guān)鍵領(lǐng)域，由于它還是一片未被開發(fā)的處女地 “We looked into SMEs as a critical area to penetrate given the un-tapped opportunity將其與經(jīng)濟(jì)的其它部分結(jié)合起來 Integrated with the rest of the economy“我們大多數(shù)的私人銀行業(yè)務(wù)客戶都是中小企業(yè)業(yè)主 “The bulk of our Private Banking clients are SME owners多樣化 Div

17、ersified“銀行需求實(shí)現(xiàn)貸款組合的多樣化，使收入來源構(gòu)成從小到大的層次，而不僅僅經(jīng)過并購來擴(kuò)張 “The Bank needed to diversify its portfolio, granularize its revenue streams and not just engage in M&A銀行總收入增長來自中小企業(yè)業(yè)務(wù)的收入增長中小企業(yè)業(yè)務(wù)收入增長與銀行總業(yè)務(wù)收入增長的比較中型企業(yè)市場小企業(yè)業(yè)務(wù) 中小企業(yè)銀行業(yè)務(wù)是有利可圖的 and SME Banking is Profitable“處于資金饑餓形狀的中小企業(yè)是銀行業(yè)的最后一塊蛋糕 “The cash-hungry SME

18、market has become the banking sectors latest sweet spot“一個(gè)金額為5萬美圓的無擔(dān)保透支典型的中小企業(yè)貸款為銀行帶來的收入要比一個(gè)金額為30萬美圓的住房貸款更多 “A $50,000 unsecured O/D, the typical SME loan, often generates more revenue than a $300,000 home loan“中小企業(yè)在數(shù)量上僅占整個(gè)貸款組合的10，但卻為銀行奉獻(xiàn)了50的收入 “SMEs represent 10% of our portfolio in numbers, but th

19、ey generate 50% of our banking income中小企業(yè)業(yè)務(wù)與銀行整體業(yè)務(wù)的資產(chǎn)報(bào)答率ROA比較銀行整體ROA中小企業(yè)業(yè)務(wù)ROA中型企業(yè)市場小企業(yè)業(yè)務(wù) 當(dāng)然，該業(yè)務(wù)還存在一些真實(shí)的挑戰(zhàn) Despite Real Challenges適當(dāng)?shù)男畔⒓夹g(shù)管理信息系統(tǒng)工具 Appropriate IT/MIS tools適當(dāng)?shù)漠a(chǎn)品提供方式 Adequate product offering得到管理層和員工的注重 Gaining attention from management and staff積累市場知識(shí)和閱歷 Building market knowledge中小企業(yè)銀行

20、業(yè)務(wù)面臨的三個(gè)最主要挑戰(zhàn)總部對(duì)此缺乏興趣利潤率低缺乏市場信息產(chǎn)品缺乏IT工具員工保管聘用其它競爭運(yùn)營層面缺乏關(guān)注中型企業(yè)小型企業(yè)主要發(fā)現(xiàn)2 Key Findings (2)小企業(yè)銀行業(yè)務(wù)和中型企業(yè)銀行業(yè)務(wù)是兩種非常不同的業(yè)務(wù)，它們需求不同的商業(yè)方式、業(yè)務(wù)流程和擁有不同技藝的團(tuán)隊(duì) Small business banking and medium enterprise banking are two very different businesses that require separate models, processes and specialized teams中小企業(yè)銀行業(yè)務(wù)并不僅僅

21、是中小企業(yè)信貸業(yè)務(wù) SME Banking is not just SME Lending 存款和買賣類產(chǎn)品是銀行中小企業(yè)業(yè)務(wù)的主要利潤來源 Deposits and transaction products are the main drivers of SME profitability產(chǎn)生收入：信貸并不是關(guān)注的重點(diǎn) Income Generation: Credit is not the Focus“我們必需改動(dòng)銀行的固有思想方式，即假設(shè)不放貸的話，就不算是完成了任務(wù)，這種思想是不對(duì)的 “We have to change the bankers tendency to think th

22、at if they do not lend, they are not doing their job 并不是一切的中小企業(yè)都需求借貸，但是，為了維持日常運(yùn)營，他們都需求中心銀行產(chǎn)品 Not all SMEs need to borrow, but all need core banking products to carry out their daily business交叉銷售比率每位客戶運(yùn)用的產(chǎn)品數(shù)量獵人農(nóng)夫銷售方式客戶經(jīng)理式銷售中型企業(yè)市場小企業(yè)業(yè)務(wù)傳統(tǒng)銀行產(chǎn)品收入來源分解中型企業(yè)小型企業(yè)信貸存款和帳戶管理其它報(bào)告摘要 3 Executive Summary (3)要遵照業(yè)務(wù)和風(fēng)險(xiǎn)

23、管理分別和相互獨(dú)立的原那么 Segregation of business and risk is the rule除了獨(dú)立的信貸風(fēng)險(xiǎn)部門外，本次調(diào)研的銀行還對(duì)中小企業(yè)業(yè)務(wù)中的組合監(jiān)控和收款任務(wù)采用專門的方式即有專門單位擔(dān)任 In addition to credit independence, specialization of portfolio monitoring and collections is also highly utilized by the banks under study關(guān)鍵是要有一個(gè)積極的銷售戰(zhàn)略、多渠道的客戶獲得和效力方式 A pro-active sales

24、strategy and a multi-channel acquisition and servicing model is viewed as critical要跳出逐筆銷售的束縛，實(shí)現(xiàn)收入最大化，交叉銷售就成為關(guān)鍵的利潤率杠桿 To make the most out of each sale, cross-selling becomes the key profitability leverage針對(duì)某些要求有一定關(guān)系管理的中小企業(yè)客戶，銀行創(chuàng)新出了一種低本錢的客戶關(guān)系管理方式 Banks innovate to provide relationship management to S

25、MEs who demand a certain level of relationship in a cost efficient manner獲得客戶和效力客戶需求不同的技藝，因此，絕大部分調(diào)研的銀行都采用了“獵人開辟業(yè)務(wù)和農(nóng)夫客戶效力和交叉銷售方式 Client acquisition and servicing require very different skills; hence majority of the panel banks adopt the “hunter (for business development) and farmer (for client servic

26、ing and cross-sell) approach建立中小企業(yè)的業(yè)務(wù)重心，需求為中小企業(yè)這一業(yè)務(wù)線建立專門的員工隊(duì)伍 Creating this focus requires having dedicated staff segment-wise中小企業(yè)業(yè)務(wù)線設(shè)立方式的不同對(duì)盈利性不會(huì)產(chǎn)生影響 The set-up varies considerably with no impact on the bottom line銀行從按地理區(qū)域劃分部門轉(zhuǎn)變?yōu)榘礃I(yè)務(wù)類別業(yè)務(wù)線劃分部門 Banks shifted from a geographic set-up to a business line

27、 set-up 構(gòu)成了四種非常不同的方式參見以下圖 Yet 4 very different models emerged (below diagrams)調(diào)研結(jié)果闡明設(shè)立方式不影響銀行的業(yè)績表現(xiàn)沒有明確的相關(guān)性 The set-up does not dictate bank performance (no clear correlation)“中小企業(yè)銀行并不是一個(gè)高深的科學(xué)，關(guān)鍵在于執(zhí)行 “SME banking is not rocket science; what is key is execution 方式 2: 將中小企業(yè)放在零售業(yè)務(wù)中小企業(yè)零售商業(yè)中型小型小型零售個(gè)人商業(yè)5家銀

28、行采用該方式*2家銀行采用該方式*小型中型公司 零售個(gè)人商業(yè)2家銀行采用該方式中型公司商業(yè)2家銀行采用該方式小型方式 1: 將中小企業(yè)視為企業(yè)客戶零售中型方式 3: 專門的中小企業(yè)部門方式 4: 將中小企業(yè)進(jìn)展分拆*其中1家銀行沒有再進(jìn)一步分中型和小型企業(yè)部門*其中1家銀行沒有再進(jìn)一步分中型和小企業(yè)部門Creating this focus requires having dedicated staff segment-wiseThe set-up varies considerably with no impact on the bottom lineBanks shifted from a

29、 geographic set-up to a business line set-up Yet 4 very different models emerged (below diagrams)The set-up does not dictate bank performance (no clear correlation)“SME banking is not rocket science; what is key is execution Model 2: SMEs in RetailSMERetailComm.MMSBSBRetailCons.Commercial5banks*2ban

30、ks*SBMMCorp. RetailCons.Commercial2banksMMCorp.Commercial2banksSBModel 1: SMEs in CommercialRetailMMModel 3: Dedicated SME UnitModel 4: Split*1 with no sub SB and MM units*1 with no sub SB and MM units根據(jù)規(guī)范的不同會(huì)構(gòu)成不同的“中小企業(yè)定義 Definitions vary considerably in terms of criteria許多銀行指出，貸款金額的大小并不是一個(gè)適當(dāng)?shù)囊?guī)范 Mos

31、t banks indicate that loan size is not an adequate criteria經(jīng)過對(duì)中小企業(yè)客戶的數(shù)據(jù)積累和分析后，許多銀行都開展出了比貸款金額大小更復(fù)雜的規(guī)范 Most banks evolved from loan size to more sophisticated criteria after accumulating and analyzing data on SME clients貸款金額的大小無法識(shí)別非借款客戶。它能夠包括敞口小的大型企業(yè)。一個(gè)中小企業(yè)的敞口也會(huì)隨著時(shí)間的變化而發(fā)生宏大的變化 Loan size does not ident

32、ify non borrowers. It may include large companies with small exposure. An SME exposure can also significantly vary over time“進(jìn)展細(xì)分的規(guī)范必需與他所擁有的數(shù)據(jù)相符合 “the segmentation criteria must correspond to the data you have 主要的進(jìn)展細(xì)分的目的貸款金額大小客戶年銷售額客戶凈值客戶員工人數(shù)管理的資金銀行數(shù)量效力本錢：客戶關(guān)系模型 Cost-to-Serve: the Relationship Model

33、分行是主要的分銷渠道 Branches are the main distribution channel專門的有才干為中小企業(yè)提供效力的分行專門效力于中小企業(yè)的分行有才干效力于中小企業(yè)的分行中型企業(yè)小型企業(yè)分行數(shù)效力本錢：客戶關(guān)系模型 Cost-to-Serve: the Relationship Model 但是必需配備專門的銷售隊(duì)伍 but Sales Teams are specialized“假設(shè)要提供上門效力，接近度是關(guān)鍵 “Proximity is key to provide at-your-doorstep delivery “我們確保我們的銷售隊(duì)伍能走出銀行，與客戶和潛在客

34、戶待在一同 “We make sure our sales staff have their feet out on the street中型企業(yè)小型企業(yè)擁有專門的中小企業(yè)總部銷售隊(duì)伍的銀行比例一個(gè)積極的自動(dòng)的銷售戰(zhàn)略是關(guān)鍵 A pro-active sales strategy is critical多渠道方式 Multi-channel approach渠道包括：分支行、呼叫中心、客戶關(guān)系經(jīng)理、業(yè)務(wù)開辟人員、網(wǎng)上銀行、外包代理和自動(dòng)提款機(jī)等 Multi-channels include: branches, call centers, Relationship Managers, Busi

35、ness Developers, internet banking, outsourced agents, and ATMs銀行聘用專門的銷售人員，以實(shí)現(xiàn)最優(yōu)化的客戶獲取 Banks employ dedicated sales teams to optimize client acquisition “獵人和農(nóng)夫方式：包括專門的“獵人業(yè)務(wù)拓展人員，他們獨(dú)一的目的獎(jiǎng)金就是獲得新客戶 Hunter & Farmer Approach: includes dedicated “hunters business developers with the sole target/bonus to acq

36、uire new clients銀行以為業(yè)務(wù)拓展人員是從中型企業(yè)市場獲得客戶的最重要渠道 Banks rated Business Developers as the most important channel for client acquisition for middle market 銀行以為客戶關(guān)系經(jīng)理是獲得小企業(yè)客戶的最重要渠道 Banks rated Relationship Managers as the most important channel for client acquisition for small business 客戶經(jīng)理業(yè)務(wù)拓展郵寄呼叫中心引薦中型企業(yè)小

37、型企業(yè)中小企業(yè)客戶獲取來源排序15排序，5為最高獨(dú)立的信貸審查是普通做法 Independent credit underwriting is the general rule沒有一個(gè)“萬靈妙藥式的處理方案 There is no “One size fits all solution金融機(jī)構(gòu)應(yīng)對(duì)風(fēng)險(xiǎn)進(jìn)展量化并將本身風(fēng)險(xiǎn)偏好結(jié)合進(jìn)流程設(shè)計(jì)中去，而不是運(yùn)用一個(gè)規(guī)范化的方式 Institutions should quantify risks and align processes with risk appetite rather than apply a standardized model風(fēng)

38、險(xiǎn)業(yè)務(wù)的組織方式設(shè)計(jì)從根本上應(yīng)取決于運(yùn)營環(huán)境 、銀行歷史、目的市場以及對(duì)分支行員工的鼓勵(lì)機(jī)制 The risk organization model is fundamentally determined by environment, bank history, target market and incentives for branch-based officers獨(dú)立的信貸審查是普通做法 Independent credit underwriting is the general rule銀行運(yùn)用不同的方式來實(shí)現(xiàn)信審風(fēng)管職能的獨(dú)立性 Banks use different models

39、 to achieve credit independence集中式信貸審查部門信貸風(fēng)險(xiǎn)官員在總部或地域中心，它直接向全球信貸風(fēng)險(xiǎn)部門匯報(bào)，與業(yè)務(wù)線沒有匯報(bào)關(guān)系 Centralized credit underwriting unit (credit officers in HQ or regions), reporting directly to a global credit risk department with no links to business lines分散式信貸審查小組信貸風(fēng)險(xiǎn)官員在分支行，但對(duì)全球信貸風(fēng)險(xiǎn)部門擔(dān)任，同時(shí)作為一個(gè)次要匯報(bào)線也向分支行經(jīng)理匯報(bào)但這是次級(jí)主管

40、Decentralized credit underwriting team (credit officers in branches) but reporting to global corporate credit with a secondary reporting line to the branch manager 運(yùn)用自動(dòng)化評(píng)分工具，該工具由一個(gè)獨(dú)立的集中式的信貸風(fēng)險(xiǎn)小組來開發(fā)驗(yàn)證 Use of automated scoring tools, developed/validated with an independent/centralized credit team專業(yè)化和技術(shù)

41、可以提高效率 Specialization and technology improve efficiency流程效率：新興市場與經(jīng)合組織銀行的比較最低平均最高中值經(jīng)合組織新興市場處置時(shí)間：新貸款銀行非常需求豐富的數(shù)據(jù)和強(qiáng)大的分析工具 Banks emphasize the need for robust data and strong analytics銀行在各層級(jí)都需求運(yùn)用數(shù)據(jù) Banks use data at all levels 在銷售方面，需求對(duì)客戶進(jìn)展預(yù)先挑選，構(gòu)成潛在客戶數(shù)據(jù)庫；客戶行為數(shù)據(jù)還有助于進(jìn)展交叉銷售 In sales, for pre-screening and the creation of prospect databases; data on customer behavior