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BANCON 2013
November 2013
Mr Suresh Shroff
Manager, IBA
Tel: 022 22174019
Email: shroff@iba.org.in
Vol VIII No. 8 - August 2013
BaNcoN 2013
1. Building a customer centric retail banking model: Retail banking is quickly becoming commoditised and thus efficiency
improvements, while necessary, may not be sufficient for banks to create a distinctive positioning. This panel discussion will focus on what
banks could do to create a profitable customer centric retail banking model in face of rapidly changing consumer behaviour, demographic
trends and technology disruptions.
2. Cracking the SME riddle: Driving profitable growth in SME:SME is one of the fastest growing segments. However, banks have
suffered heavy losses in this segment due to high NPAs. This discussion will focus on how players can undertake granular sub-segmentation,
product innovation, better risk management and other initiatives to grow profitability in this segment.
3. Capturing the mass market banking opportunity profitably: Mass market is one of the largest customer segments
from a banking perspective. However given smaller ticket sizes associated with this segment and the dispersed nature of the opportunity,
using traditional channels is usually cost inefficient to serve this segment. This challenge of cost efficiency is multi-fold in case of financial
inclusion. Hence, the discussion would focus on how banks can use innovative models leveraging technology to serve this segment
profitably.
4. Corporate banking transformation - Accelerating mid and large corporate growth to boost economy:
Most Indian banks significantly developed their corporate banking model in the last decade. However, there is significant scope for
improvement to most parameters to reach global best-practice levels. The panel would discuss what are next set of innovations that a player
need to do to build a fast-growing and highly profitable corporate business.
5. Digital 2.0 - Digital channel strategy as a means to tap multi-channel behaviour: Today in India, 60-70
percent internet users do some research online while buying financial products. Almost 70 percent of these customers change their mind
about product or brand after conducting online research. However, majority (>90 percent) of these customer complete their purchase offline
through traditional channels. Given this, players need to create a digital channel strategy with suitable online-offline linkages to completely
tap this multi-channel behaviour.
6. Risk & compliance management and capital optimisation due to increasing stress on assets: In last 23 years, banks have seen a continuous deterioration in the credit quality of their assets. The ongoing monetary tightening, the slowdown in
economic growth magnified by the present day crisis in Europe may put further stress on customers especially Corporates and SMEs. This
could manifest itself in upward pressure on these key ratios. In this environment, it is critical that banks build robust risk management
systems and undertake systematic capital optimisation programmes.
7. Big data and analytics - key to unlock hidden value: Consumer behaviour has undergone significant shifts over the
years and a proper understanding of its implications will be an imperative to align growth strategy accordingly. Leveraging the rapid
technology innovations like big data and analytics is the key to unlock the underlying levers and hence capture the hidden value while
achieving improved cost efficiencies. This discussion will focus on how banks can leverage big data and analytics to achieve sustained
competitive advantage.
8. Gearing up the human capital - building for the scarce skills: Driving sustainable growth in this dynamic
environment will require banks to focus on proactive and focused human capital management. Existing methodologies may need to be redesigned in the context of prevalent trends - talent scarcity, significant attrition/retirements and ever-growing requirement of advanced skills
to drive sales and operational excellence. The panel will discuss on how banks adopt comprehensive leadership development & capability
building approach to systematically build and sustain desired skills.
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