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Next-genclientintegrationservices

Akeytoincreasingcorporatecashmanagementclientsatisfactionandgrowth

2

Inbrief

•Today,corporatecashmanagementclientsdemand

samelevelofdigital,flexible,andreal-timepaymentsservicesasdoretailclients.Bankscanleadwithworldclassclientintegrationservicesthatcanplayakey

meetingheightenedproductandserviceexpectationscorporateclients.

•Adiscussionofcomprehensiveandeffectiveclientintegrationservicesisaccompaniedbyalistof

strategicrequirements.

•Aroadmapfortransformingclientintegrationservicesisproposed,includingsixpriorityareasandpossible

actionsteps.

the

-

roleinof

Capturingthecorporatecashmanagementopportunity

Corporatepaymentsnowrepresentabiggerbusinessopportunitythandoestheretailpaymentsarena.

AccordingtoCapgemini’s

WorldPaymentsReport

2023

research,commercialpaymentsnowmakeup

nearly56%oftotalpaymentsindustryvalue,whiletheretailpaymentssectoraccountsforonly44%.Globally,morethanoneintwopaymentexecutivesagreedthatcommercialpaymentsofferbetterprofitpotentialthanretailpayments.

Butwiththebiggeropportunitycomebigger

challengesforbanksandothertraditionalpaymentservicesproviders.Corporatetreasurershave

newandincreasingexpectationsbecauseofthe

digitalizationoffinancialservicesaswellastheirownbusinesspressures:enterpriseclientsrealizethey

mustelevatetheirfinance/treasurycapabilitiesto

helpbuildresilienceandnavigatevolatility.Andwhenitcomestoavailingcashmanagementandother

treasurymanagementsolutions,theywantwhat

theycangetintheirpersonalfinanciallivestobetrueintheirbusinessrelationships,too–includingreal-

timeaccesstoaccountinformation,bundledaccountviews,transactionspeedandflexibility,personalizedoffersandspecialservices–andsothedemandsandexpectationsfromtheirpaymentprovidershavebeenontheriseandareavisibleandpersistentgap.

Inresponse,banksandprovidersneedtoshifttheir

viewofcorporatecashmanagementclientrelationshipsfromaproductlenstoamoremeaningfulrelationshiplens.Today,truecustomercentricityisasimportantonthecommercialsideofthepaymentsbusinessasitisontheretailside.Imperativesinclude:

•Developcustomerintimacywithcorporateclientswithtailoredproductsandservices

•Streamlineandsmoothentheclientonboardingjourneyandensureconsistencyinallclient

interactions,acrossfinance/treasuryroles,

thatfollow

•Enablemorecontrolbyincreasingself-servicecapabilities

•Simplifybank-to-enterpriseconnectivity

•Betteraddresscorporateclients’needsincluding

makingreal-timemoneymovementandcash

reportingareality,acrossdimensionssuchasAR/AP,markets,currenciesandbusinessmodels

Clientintegrationisanintegralpartofrealizingallofthesepriorities.

3

What’smeantbyclientintegrationservices?

Simplyput,clientintegrationservicesforcorporatecashmanagementrefertospecializedservicesandsolutionsthatstreamlineallinteractionsbetweencorporate

clientsandtheirbanksorpaymentsproviders:deliveredcorrectly,theyhelpensurefrictionlessdeliveryofall

bankingtransactionsandservices,andsignificantly

elevateeverycorporateclient’sexperienceandvalue.

Theyenableseamlessintegrationofacompany’sfinanceprocessesandsystemswiththebank’sinfrastructure,

facilitatingefficienttransactionprocessing,real-

timecashflowmonitoring,andautomatedfinancialreporting;benefitsincludeenhancedoperational

efficiency,reducedmanualintervention,andimprovedaccuracyincashmanagementtasks.

Byleveragingtheseservices,businessescanachievebetterliquiditymanagement,compliance,and

strategicfinancialplanning,ultimatelyoptimizing

theiroverallfinancialoperations.Ontheflipside,

superiordeliveryofthesecapabilities,integrated

effectivelyintooverallclientexperienceandservicedelivery,canbeacompetitivedifferentiatorforbanksorpaymentsprovidersinservingtheircorporatecashmanagementclients.

Deliveringnext-gen

clientintegrationservices:what’srequired?

Whenapproachingclientintegrationservices

transformation,businessleadersshouldkeepinmindthefollowingprinciples–which,notsurprisingly,allcenteronclientneeds,expectations,andexperience:

4

6

7

Createconsistencyacrosstestprocedures,

documentation,andsupport–leadingtoa

predictableclientexperienceevenwhenscopingservicesarerequired.

Providecontinuousintegration-relatedadvisory

servicesaschangesinintegrationmechanisms,

channels,andpayment-servicepropositionsdevelopovertime.

Together,theseprinciplesshouldhelpsteerfocustowardanumberofstrategicprioritiesaimedatdelivering

thenextgenerationofclientintegrationservicesfor

corporateclients,discussedbelow.Asamplingof

possibleactionsforeachofthesixpriorityareasisalsosummarized.

Deliverseamlessclientexperience,fromonboardingthroughintegrationandduringbusinessasusual.

Tailorperclientsizeandscale.

Allowclientcontroloftheintegrationprocess,

throughacombinationofself-serviceoptionsandtailoredsupport,toensuretheirbusinessneedsarebeingmet.

Includespecifictestingservicesaspartoftheservicecataloguetoprovideflexibilityforindividualneeds.

Maketheend-to-endintegrationjourney

transparentbysharingpredesignedtestandacceptancescenarios.

Ensureclientsupportisfullyresponsiveandasclosetorealtimeaspossible,leveragingrelevantand

preferredcommunicationtools.

1

2

3

4

5

Figure1.Prioritiesfornext-genclientintegrationservices

Clientexcellence

Provideagreatclientonboarding

experiencethatisstructuredina

transparentway,encouragesself-service

andprovidesproactiveglobaladvisorytoempowerclientstoachievetheirgoals.

Boostbrandingtoshowcasevalueaddtoourclients

Communicatethebenefitsoftheteaminternallyandexternallytodemonstrate

thevitalroleofteamsindrivingrevenue

realization.

Partnerforsuccess

Formalizeandstrengthen

externalpartnershipswith

ERPprovidersandtechnologyvendorstodeliverdigital-firstexperiencesforclients.

Highlyskilledtalentwithstrongcapabilities

Ensuringcolleagueshavetherightenablingcapabilities

acrosstoolingandknowledgetobecometrustedadvisorstoclients.

Collaborationiskey

Bringtogetherkeyinternalstakeholdersandbuildfeedbackloopstodeliverthebestclient-centricsolutions.

Buildinnovativetoolstoenhance

capabilities

Deliverfuture-prooftoolsandtechnologythatenhancestheclientintegration

team’sabilitytosupporttheircustomersinatransparentandgloballyconsistentmanner,withtheabilityforflexibility.

5

Movingclientintegrationtransformationforward

Clientexcellence

Provideaclientonboardingexperiencethatis

structuredinatransparentway,encouragesself-

servicewhendesired,andprovidesproactiveglobaladvisorytoempowerclientstoachievetheirgoals.

Keyinitiativestoensureclientexcellenceobjectives

aremetmightincludethecreationofaclient

Fromthereal

world:measuringclientsatisfactiontoimproveclientexcellence

Alargeglobalbanksecuresregularfeedback

relatedtoitstreasurybusinessthroughanonlinesurvey.Thecompany’streasurycapabilitiesarealsobenchmarkedagainstindustrypeersand

best-in-classcompanies.Beyondliquidityand

cashmanagementservicecapabilities,these

confidentialresultsincludefeedbackonand

influenceareasofgovernance,riskmanagementandtechnologyuse,therebydefiningcontinuoustransformationagenda/plan.1

integrationservicecatalog,todocumentandraise

clientawarenessofvalue-addedservices;theregular

publishingofupdatedintegrationguidesprovidingclearcommunicationsandstep-by-stepguidancetoclientsontheirintegrationjourney,alleviatingtheneedforlow-

valueinteractionswithclientintegrationmanagers;andthealignmentofregionaloperatingmodelstoprovideconsistencyinclientsupportandbettercustomer

service.

Highlyskilledtalent

Ensurecolleagueshavetherightenablingcapabilitiesacrosstoolingandknowledgetobecometrusted

clientadvisors.

Priorityemphasisshouldbegiventotherefinementofrolesandresponsibilitiesacrosstheclientintegration

teamtoensuretherightcomplementofcurrentand

futureskillsets.Createandleverageglobaltraining

andknowledgesharingprogramstoup-skilltalentandimproveproblem-solvingbasedonlessonslearned

acrosstheorganizationandclientbase.Inaddition,applyappropriatefocusontherightcomplementoftoolsforadvisorsandvalue-addedservicesforclients.

6

Fromthereal

world:building

outseamlessERPintegrationoptions

Aglobalfinancialservicesinstitutionworks

withindustrypartnerstodevelopinnovative

solutionsthatsimplifyandspeedERPintegration.Itscomprehensivecapabilitiesreducethe

implementationtimeframe,complexity,and

costsofERPintegrationbyleveragingexisting

functionalitytoeliminatetheneedforcostly

specializeddevelopment;adynamicsolution,thefinancialinstitution’sERPintegratorcansupport

aglobalfootprint.Toberesponsivetovarying

customerneeds,thebanknowoffersaflexibleandefficientERPIntegratorforbothSAPandOracle

ERPCloud.2

Innovativetechnologyand

enhancedselfservicecapabilities

Betterorchestratepaymentsproductsand

servicestominimizefrictionforthecustomer,andenhanceabilitiestosupportclientsatscaleandinatransparent,globallyconsistentmanner–withroomforflexibilitywhenneeded.

DevelopmentprioritiesshouldincludeAPInative

integrationandaggregationtechnologythatenablesbankstooffertrueomnichannelexperiencesto

theircorporateclients.Bankscouldalsobringready

adaptersforERP/TMS/bookkeepingsystemsand

wrapthemwiththeirownbouquetofsolutionsand

services.Goodpracticehereincludestheconsiderationofanorchestrationlayerthatoffersadvanceddigitalexperienceandpreventscorporateclientsfromhavingtofacethecomplexityofbanks’legacysystems.The

introductionofasandboxenvironmentalsoaddresses

thecontinuouschallengecorporatetreasurersfacein

havingtoadapttonewregulationsandindustrychangeswhilegivingthemmoreautonomyandcontrol.

Internalcollaboration

Bringtogetherkeyinternalstakeholders;buildfeedbackloopstodeliverthebestclient-centricsolutions.

Establishwaysofworkingacrossfunctionsandteams,includingthedesignofanoperatingmodelthatincludesaformalfeedbacklooptoproductanddigitalteamsforconsiderationofnewand/orimprovedclientintegrationservicesandofferings.Thisassumesgreatervaluefor

clientswhooperateacrossmarketsandhaveglobal/regional/nationalfinance.

Externalpartnerships

FormalizeandstrengthenexternalpartnershipswithERPprovidersandtechnologyvendorstodeliver

digital-firstclientexperiences.

Activitymightbeginwithconductingbuild/buy/partnerassessmentsforkeyinitiatives,buildingaholistic

high-levelviewofrequirementsneededtosupport

identificationofsuitablepartners;theinitiationof

specificpartnershipdiscoveryexercisesincludinggoalsetting;andthedefinitionoftheexternalpartner

onboardingprocesses.

Value-focusedbrandbuilding

Communicatethebenefitsofsuccessfulclient

integration,internallyandexternally,todemonstraterevenuerealization.

Contributingactionsmightincludethedefinitionofaninternalandexternalmarketingplantocommunicate

theexpertise,benefits,andvalueofclientintegrationtoimportantconstituenciesandstakeholders;thecreationofaclientintegrationplaybooktoarticulateservicesandvalue,andtohelpguaranteeconsistentdelivery;andthecraftingofcasestudiesandsuccessstoriesshowcasingvaluedeliveredandrevenueenhancementachieved.

Fromthereal

world:anexternalpartnershipdrivesimprovedefficiency

Alargetraditionalpaymentsproviderusesa

partnershipwithCashforcetodelivermoreefficientoperationsandbetterinformeddecision-making

forthecorporatetreasurerandteamatalarge

consumerproductscompanywithaself-driving

treasurysolution.Thepaymentproviderreceivesforecastedcurrencypositionsfromtheclient

company,generatedbyCashforceonarolling

weeklybasis.Thepaymentsproviderthenauto-

adjuststheclient’smonthlyFXhedge,thereby

automaticallypreservingdesiredhedgeratios.

ProvidereFXsolutionsaredevelopingboththeAPIforthedataexchangeandthelogicneededfor

determiningandexecutingthenecessaryFX.3

7

Inconclusion

Takeclientcentricitytothenextlevel

Deliveringfullyeffective,enterprise-widecash

managementsolutionstocorporateclientsisakey

challengeforbanksandtraditionalpaymentservices

providers:asreportedinour

WorldPaymentsReport

2023

,70%ofcorporatetreasurersagreedthatcurrentbankcashmanagementservicesareunderwhelming;

asbutoneexample,70%citedpoorbank-to-corporateERP/TMSconnectivityasamajorbarriertoservice

excellenceandtheirowneffortsattreasuryinnovation.Transformingclientintegrationservicesistherefore

animperative–helpinglargepaymentsproviderstoremainrelevant,bettersatisfyclientexpectationsandneeds,andsucceed.

Movingforward,bankpaymentsexecutivesshouldkeepthefollowingtopofmind:

•Liketheprovidersthemselves,corporateclientsarecomplexorganizationsthatmustreacttoconstantlychangingmarketplaceandregulatoryenvironments.Asclientneedsevolve,paymentprovidersneedtoevolveofferingsandservicestohelpthemadapt.

•Providersneeddoabetterjobofachievingtrue

understandingoftheirclients–andnotjustthe

needsandpreferencesofthecorporatetreasurerstheydirectlyserve.Banksneedtodevelopmuchdeeperknowledgeoftheircorporateclients’

industries,sections,andcompetitivemarkets,inordertoensureofferingsareasrelevantandasefficientlyintegratedaspossible.

•Asmadeclearthroughoutthisarticle,client

integrationismuchmorethanonboarding:itneedstobeconsideredasacriticalcomponentofoverall

customerexperienceandnotjustasaone-offevent.Clientintegrationservicesneedtobedeliveredwithcontinuityandconsistency,whilealsobeingflexibleenoughtoreacttoandsupportthecontinuousflowofchangethatclientsface.

•Investinginpaymentsorchestrationandautomationtechnologytoacceleratedigitization,streamline

clientinteraction,andminimizethefrictioncreatedbybank’slega

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