中小企业银行业务的国际趋势 (2)ppt课件

1、中小企业银行业务的国际趋势Global Trends in SME Banking中国天津 2007年6月20日，21日 Tianjin, China, 20th/21st June 2007托尼李斯格 国际金融公司全球金融市场部征信开展首席金融专家 Tony LythgoePrincipal Financial Specialist, IFC Global Financial Markets国际金融公司IFC的全球中小企业银行业务基准调查工程 IFCs Global SME Benchmarking Project IFC首创的针对中小企业银行业务的最正确实际基准研讨 Pioneer IFC

2、 initiative to benchmark best practices in SME Banking 目的明确中小企业银行业务的关键胜利要素，找出业绩表现与商业方式、流程和工具之间的联络 Goal - to identify key success factors in SME Banking and highlight links between performance and business models, processes and tools 调查对象包括了五个经合组织国家和六个新兴市场国家的良好实际银行 Exercise includes good practice ban

3、ks in 5 OECD and 6 emerging market (EM) countries11家调查银行的选择基于IFC对中小企业银行这一行业的了解 Panel banks were selected based on IFCs internal knowledge of the SME Banking sector in the markets involved国际金融公司的全球中小企业银行业务基准调查工程 IFCs Global SME Benchmarking Project 目的 Objective给参与工程的银行提供了一个有价值的时机： Provide participati

4、ng banks with a valuable opportunity to: (i) 将本身实际与行业内的顶级机构进展比较 benchmark its practices against other top institutions in the industry and (ii) 为IFC履行其开展职能提供支持，协助IFC在全球范围内提高各国对中小企业银行业务胜利要素的认识，并与其它领先者一同促进中小企业银行业务在新兴市场的开展 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技术援助任务的设计程度，为IFC的客户和协作同伴带来更大的价值 Add value to IFCs clients and partners through enhanced design of IFCs technical assistance advisory work方法 Methodology 定性基准研讨：对每一家参与工程的银行进展为期两天的银行访谈，与其讨论它们面临

6、的主要挑战、胜利驱动要素和为客户提供的独特价值 Qualitative benchmarking study: carried out through 2-day bank interviews to discuss key challenges, success drivers and unique value proposition of each participant bank定量基准：定量数据来自于调研得到的信息和各银行提供的数据表 Quantitative benchmarks: gathered through surveys and data tables submitted

7、by the banks调查询卷的设计延用了IFC中小企业业务诊断工具箱的分析框架见接下来的幻灯片 Surveys questionnaires were designed using the framework of assessment developed in IFCs SME Diagnostic Toolkit (see next slide) 共搜集了17份问卷，其中10份为针对小企业银行业务的，7份为针对中型企业银行业务的 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曾经构成了严密报告，仅提供应参与工程的机构 Confidential benchmarking report restricted to participating institutions only国际金融公司的全球中小企业银行业务基准调查工程 IFCs Global SME Benchmarking Project 评价框架：基于IFC中小企业银行业务评价指南 Framework of Assessment: based on IFC SME Banking CHECK包括五个方面的全面分析框架：市场细分和商业方式

9、产品销售和分销渠道信贷风险管理信息技术和管理信息系统评价产品:诊断报告摘要银行的财务表现差距分析基准和评级改善建议技术援助建议书State-of-the-art (SOTA) Bank研讨对象银行对比群体资产质量Governance, Strategy, SME FocusSMEBankingPerformanceMarkets, Products,ServicesSales & Delivery ChannelsCreditRiskManagementIT&MISRevenue GenerationAssetQualityOperating Efficiency治理构造，战略和专注于中小企业

10、中小企业银行业 务表现市场， 产品, 效力 销售 和 分销渠道 信贷 风险 管理IT和管理信息系统 收入 产生资产 质量 运营 效率管理和组织 信贷政策信贷审批程序 贷款组合监控 不良贷款管理风险模型SOTABank管理和组织 信贷政策 信贷审批程序 贷款组合监控 不良贷款管理 风险模型SOTAPeers杰出银行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主要发现 Key Findings中小企业银行业

12、务是一个时机，虽然挑战不少，但这是一项盈利非常高的业务 SME Banking is an opportunity and despite its challenges, it can be very profitable即使是在经合组织国家，那里的银行也还处于学习和改善其中小企业银行商业方式的阶段 Even in OECD countries, banks are still learning and refining their business models 许多参与工程调查的银行都已开展了多年的中小企业银行业务，但他们如今依然在不断地改善其商业方式，以提高利润率和或拓展业务范围 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现有商业方式的创建时间大都少于两年 Current business models tend to be less than 2-year old有11个商业方式仍处于起始阶段 11 models are still in an early phase在总共17个方式中，只需6个根本处于

14、定形阶段 Only 6 models out of 17 in total are in a relatively definitive shape这6个较成熟的方式中，有5个仍在进一步改良中 Of these 6 developed models, 5 models are still being improved 主要发现 Key Findings实例：一家银行最近与另一家银行合并，以便将其商业方式拓展到更多的分行中去；一家银行目前正在进展信贷流程再造和新产品开发；一家银行目前刚推出一种针对小客户的新产品 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工程参与银行将中小企业业务提升到战略高度 Participant Banks View SMEs

16、as Strategic依然未被开发 Still underserved“我们将中小企业视为需求进展业务浸透的关键领域，由于它还是一片未被开发的处女地 “We looked into SMEs as a critical area to penetrate given the un-tapped opportunity将其与经济的其它部分结合起来 Integrated with the rest of the economy“我们大多数的私人银行业务客户都是中小企业业主 “The bulk of our Private Banking clients are SME owners多样化 Div

17、ersified“银行需求实现贷款组合的多样化，使收入来源构成从小到大的层次，而不仅仅经过并购来扩张 “The Bank needed to diversify its portfolio, granularize its revenue streams and not just engage in M&A银行总收入增长来自中小企业业务的收入增长中小企业业务收入增长与银行总业务收入增长的比较中型企业市场小企业业务 中小企业银行业务是有利可图的 and SME Banking is Profitable“处于资金饥饿形状的中小企业是银行业的最后一块蛋糕 “The cash-hungry SME

18、market has become the banking sectors latest sweet spot“一个金额为5万美圆的无担保透支典型的中小企业贷款为银行带来的收入要比一个金额为30万美圆的住房贷款更多 “A $50,000 unsecured O/D, the typical SME loan, often generates more revenue than a $300,000 home loan“中小企业在数量上仅占整个贷款组合的10，但却为银行奉献了50的收入 “SMEs represent 10% of our portfolio in numbers, but th

19、ey generate 50% of our banking income中小企业业务与银行整体业务的资产报答率ROA比较银行整体ROA中小企业业务ROA中型企业市场小企业业务 当然，该业务还存在一些真实的挑战 Despite Real Challenges适当的信息技术管理信息系统工具 Appropriate IT/MIS tools适当的产品提供方式 Adequate product offering得到管理层和员工的注重 Gaining attention from management and staff积累市场知识和阅历 Building market knowledge中小企业银行

20、业务面临的三个最主要挑战总部对此缺乏兴趣利润率低缺乏市场信息产品缺乏IT工具员工保管聘用其它竞争运营层面缺乏关注中型企业小型企业主要发现2 Key Findings (2)小企业银行业务和中型企业银行业务是两种非常不同的业务，它们需求不同的商业方式、业务流程和拥有不同技艺的团队 Small business banking and medium enterprise banking are two very different businesses that require separate models, processes and specialized teams中小企业银行业务并不仅仅

21、是中小企业信贷业务 SME Banking is not just SME Lending 存款和买卖类产品是银行中小企业业务的主要利润来源 Deposits and transaction products are the main drivers of SME profitability产生收入：信贷并不是关注的重点 Income Generation: Credit is not the Focus“我们必需改动银行的固有思想方式，即假设不放贷的话，就不算是完成了任务，这种思想是不对的 “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业都需求借贷，但是，为了维持日常运营，他们都需求中心银行产品 Not all SMEs need to borrow, but all need core banking products to carry out their daily business交叉销售比率每位客户运用的产品数量猎人农夫销售方式客户经理式销售中型企业市场小企业业务传统银行产品收入来源分解中型企业小型企业信贷存款和帐户管理其它报告摘要 3 Executive Summary (3)要遵照业务和风险

23、管理分别和相互独立的原那么 Segregation of business and risk is the rule除了独立的信贷风险部门外，本次调研的银行还对中小企业业务中的组合监控和收款任务采用专门的方式即有专门单位担任 In addition to credit independence, specialization of portfolio monitoring and collections is also highly utilized by the banks under study关键是要有一个积极的销售战略、多渠道的客户获得和效力方式 A pro-active sales

24、strategy and a multi-channel acquisition and servicing model is viewed as critical要跳出逐笔销售的束缚，实现收入最大化，交叉销售就成为关键的利润率杠杆 To make the most out of each sale, cross-selling becomes the key profitability leverage针对某些要求有一定关系管理的中小企业客户，银行创新出了一种低本钱的客户关系管理方式 Banks innovate to provide relationship management to S

25、MEs who demand a certain level of relationship in a cost efficient manner获得客户和效力客户需求不同的技艺，因此，绝大部分调研的银行都采用了“猎人开辟业务和农夫客户效力和交叉销售方式 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建立中小企业的业务重心，需求为中小企业这一业务线建立专门的员工队伍 Creating this focus requires having dedicated staff segment-wise中小企业业务线设立方式的不同对盈利性不会产生影响 The set-up varies considerably with no impact on the bottom line银行从按地理区域划分部门转变为按业务类别业务线划分部门 Banks shifted from a geographic set-up to a business line

27、 set-up 构成了四种非常不同的方式参见以下图 Yet 4 very different models emerged (below diagrams)调研结果阐明设立方式不影响银行的业绩表现没有明确的相关性 The set-up does not dictate bank performance (no clear correlation)“中小企业银行并不是一个高深的科学，关键在于执行 “SME banking is not rocket science; what is key is execution 方式 2: 将中小企业放在零售业务中小企业零售商业中型小型小型零售个人商业5家银

28、行采用该方式*2家银行采用该方式*小型中型公司 零售个人商业2家银行采用该方式中型公司商业2家银行采用该方式小型方式 1: 将中小企业视为企业客户零售中型方式 3: 专门的中小企业部门方式 4: 将中小企业进展分拆*其中1家银行没有再进一步分中型和小型企业部门*其中1家银行没有再进一步分中型和小企业部门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根据规范的不同会构成不同的“中小企业定义 Definitions vary considerably in terms of criteria许多银行指出，贷款金额的大小并不是一个适当的规范 Mos

31、t banks indicate that loan size is not an adequate criteria经过对中小企业客户的数据积累和分析后，许多银行都开展出了比贷款金额大小更复杂的规范 Most banks evolved from loan size to more sophisticated criteria after accumulating and analyzing data on SME clients贷款金额的大小无法识别非借款客户。它能够包括敞口小的大型企业。一个中小企业的敞口也会随着时间的变化而发生宏大的变化 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“进展细分的规范必需与他所拥有的数据相符合 “the segmentation criteria must correspond to the data you have 主要的进展细分的目的贷款金额大小客户年销售额客户净值客户员工人数管理的资金银行数量效力本钱：客户关系模型 Cost-to-Serve: the Relationship Model

33、分行是主要的分销渠道 Branches are the main distribution channel专门的有才干为中小企业提供效力的分行专门效力于中小企业的分行有才干效力于中小企业的分行中型企业小型企业分行数效力本钱：客户关系模型 Cost-to-Serve: the Relationship Model 但是必需配备专门的销售队伍 but Sales Teams are specialized“假设要提供上门效力，接近度是关键 “Proximity is key to provide at-your-doorstep delivery “我们确保我们的销售队伍能走出银行，与客户和潜在客

34、户待在一同 “We make sure our sales staff have their feet out on the street中型企业小型企业拥有专门的中小企业总部销售队伍的银行比例一个积极的自动的销售战略是关键 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、客户关系经理、业务开辟人员、网上银行、外包代理和自动提款机等 Multi-channels include: branches, call centers, Relationship Managers, Busi

35、ness Developers, internet banking, outsourced agents, and ATMs银行聘用专门的销售人员，以实现最优化的客户获取 Banks employ dedicated sales teams to optimize client acquisition “猎人和农夫方式：包括专门的“猎人业务拓展人员，他们独一的目的奖金就是获得新客户 Hunter & Farmer Approach: includes dedicated “hunters business developers with the sole target/bonus to acq

36、uire new clients银行以为业务拓展人员是从中型企业市场获得客户的最重要渠道 Banks rated Business Developers as the most important channel for client acquisition for middle market 银行以为客户关系经理是获得小企业客户的最重要渠道 Banks rated Relationship Managers as the most important channel for client acquisition for small business 客户经理业务拓展邮寄呼叫中心引荐中型企业小

37、型企业中小企业客户获取来源排序15排序，5为最高独立的信贷审查是普通做法 Independent credit underwriting is the general rule没有一个“万灵妙药式的处理方案 There is no “One size fits all solution金融机构应对风险进展量化并将本身风险偏好结合进流程设计中去，而不是运用一个规范化的方式 Institutions should quantify risks and align processes with risk appetite rather than apply a standardized model风

38、险业务的组织方式设计从根本上应取决于运营环境 、银行历史、目的市场以及对分支行员工的鼓励机制 The risk organization model is fundamentally determined by environment, bank history, target market and incentives for branch-based officers独立的信贷审查是普通做法 Independent credit underwriting is the general rule银行运用不同的方式来实现信审风管职能的独立性 Banks use different models

39、 to achieve credit independence集中式信贷审查部门信贷风险官员在总部或地域中心，它直接向全球信贷风险部门汇报，与业务线没有汇报关系 Centralized credit underwriting unit (credit officers in HQ or regions), reporting directly to a global credit risk department with no links to business lines分散式信贷审查小组信贷风险官员在分支行，但对全球信贷风险部门担任，同时作为一个次要汇报线也向分支行经理汇报但这是次级主管

40、Decentralized credit underwriting team (credit officers in branches) but reporting to global corporate credit with a secondary reporting line to the branch manager 运用自动化评分工具，该工具由一个独立的集中式的信贷风险小组来开发验证 Use of automated scoring tools, developed/validated with an independent/centralized credit team专业化和技术

41、可以提高效率 Specialization and technology improve efficiency流程效率：新兴市场与经合组织银行的比较最低平均最高中值经合组织新兴市场处置时间：新贷款银行非常需求丰富的数据和强大的分析工具 Banks emphasize the need for robust data and strong analytics银行在各层级都需求运用数据 Banks use data at all levels 在销售方面，需求对客户进展预先挑选，构成潜在客户数据库；客户行为数据还有助于进展交叉销售 In sales, for pre-screening and the creation of prospect databases; data on customer behavior