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CAPCO DEBUTS ON CONSULTING MAGAZINE’S “2010 BEST FIRM TO WORK FOR”
Capco consultants thrive on firm’s unique culture and driving client transformation
NEW PARTNER TO JOIN CAPCO’S UK BANKING LEADERSHIP TEAM
Ian Holden joins Capco at a time of transformation in retail banking.
SEPA : CAPCO-ZAHLUNGSVERKEHRSEXPERTEN WARNEN VOR DEUTSCHEM ALLEINGANG UND PANIKMACHE
Capco's payments experts warn of growing unrest among German consumers further to the German Ministry of Finance's announcements on SEPA.
NOW, NO DEGREES OF SEPARATION
Banks will have to react quickly to recommendations of end-2011 (for SEPA Credit Transfers) and end-2012 (for SEPA Direct Debit).
EFFECTIVE RISK AND P&L MANAGEMENT
Don’t let the business case for improvement be driven exclusively by the “stick” of Regulation. Focus on providing the best possible infrastructure to satisfy Front Office demands.
EUROPEAN RETAIL BANKING CREDIT RISK
How do you grow market share and revenues while guarding effectively against losses?
CASE STUDIES
Latest Journal
Journal 29 – Creating Markets
The articles in this edition focus on the major challenges financial institutions still face.
Business Transformation of Sales and Service
Here are the highlights of a Case Study on sales and service business transformation:
Client situation
- A new Wealth Business of a major bank was created through the integration of separate sales forces operating different business models across different segments.
- This led to considerable inconsistencies of approach and a recognition of a need to transform the model in order to drive revenue growth.
Objectives:
- Improve income - primarily through provision of better automated sales tools and freeing up adviser time to undertake more client meetings.
- Reduce costs - through harmonisation of processes to enable operational efficiencies that ensure services are delivered more efficiently and at reduced cost.
- Improve service - ensuring customers obtain consistent and timely advice.
Approach
- Highly collaborative approach working with key stakeholder groups
- Phased plan structured around key decision points
- Clearly defined governance and control structure
- Iterative workshop-based approach around the core component deliverables
- Extensive facilitation between front office, operations and technology
- Early engagement of external stakeholders (e.g. technology vendors) to help inform the possible solutions
Key benefits
- Quick wins identified and actioned to deliver cost, service and income improvements to gain momentum.
- Phased approach to implementation to ensure priorities addressed with sufficient focus at the right pace.
- Target state clearly defined and articulated to achieve buy-in and commitment.
- Greatly improved end-to-end processes, ensuring clearly defined hand-offs, operational efficiency and greater trust between front and back office.