寻找新的商业模式_在发生根本性变化时期的公司和投资银行业英文版_16页_1mb

Roland Berger Focus - Finding a New Business Model

Core Content Overview

This document from Roland Berger explores the challenges and opportunities facing corporate and investment banking (CIB) in the context of digitalization and the rise of FinTechs and other new market players. It emphasizes that the traditional business model is no longer sufficient and that banks must undergo a fundamental transformation to remain competitive and relevant in the evolving financial landscape.

Main Challenges of Digitalization in CIB

1. Attack from New Players

   • FinTechs and non-banks are challenging traditional banks through three main anchor points: client interface, product offering, and technology.
   • Client Interface: Platforms like multi-bank aggregators and API-based solutions are enabling direct access to clients, reducing the banks' control over the client relationship.
   • Product Offering: New players provide focused, specialized products, such as private debt funds, which bypass traditional banks and offer more efficient and tailored services.
   • Technology: FinTechs offer advanced data processing, functional optimization, and process automation, which can reduce the need for banks to perform these tasks internally.

2. Impact on Clients' Business Models

   • Digitalization is reshaping how clients operate, increasing their efficiency and agility.
   • If clients fail to adapt, they risk becoming non-performing, which could lead to losses for banks.
   • Banks must understand these dynamics to support and advise clients effectively.

3. Separation of Business Models in the Platform Economy

   • The platform model is dividing the value chain, with some players focusing on the client interface and others on the underlying services.
   • This creates a competitive environment where banks must either specialize or offer integrated solutions to remain relevant.

Key Recommendations for Banks

1. Choose the Right Business Model

Banks should align themselves with one of three archetypes:

• Relationship Expert: Focuses on client relationships and offers tailored products based on client needs, often sourcing products externally.
• Product Expert: Specializes in providing best-in-class products directly to clients and partners, with a strong emphasis on profitability and efficiency.
• Technology Service Provider: Offers infrastructure and technology solutions, such as cloud services, cybersecurity, and data analytics, to support clients.

2. Develop a Digital Strategy

• Ambitious Vision: Banks must define a clear digital vision and strategy to guide their transformation.
• R&D Reinforcement: Strengthen research and development to keep up with innovation and stay ahead of competitors.
• Scenario Planning & War Gaming: Use these tools to understand market dynamics and plan for future scenarios.

3. Create a Roadmap for Digital Transformation

• Detailed Plan: Develop a roadmap with clear milestones and deliverables to transition into a digitalized bank.
• Execution Focus: Ensure the roadmap is implemented effectively, with a strong emphasis on organizational change and digital culture.

4. Shift Organizational Culture and Technology Expertise

• Digital Mindset: Foster a culture that embraces digital innovation and agility.
• Technology Teams: Establish dedicated teams with deep technological knowledge to drive digital integration and provide value to clients.

Opportunities from Digitalization

• Services Beyond Banking: Banks can expand into areas like software, cloud solutions, cybersecurity, digital ID, and data analytics.
• Integrated Solutions: By offering cross-functional and integrated services, banks can capture a larger share of the client's wallet and become more than just financial service providers.
• Leverage Strengths: Utilize banks' existing strengths in IT and cybersecurity to bundle digital services with traditional financial products.

Conclusion

The digital transformation is not just a trend but a fundamental shift that demands a rethinking of the traditional CIB business model. Incremental changes are no longer enough; banks must choose a strategic positioning, develop a robust digital strategy, and invest in both culture and technology to thrive in the new digital age. Failure to adapt could result in being sidelined by FinTechs and other non-bank players.

Key Information Summary

• Digitalization is disrupting the traditional CIB model.
• Three anchor points of attack by new players: client interface, product offering, and technology.
• Three archetypes for banks to choose from: Relationship Expert, Product Expert, Technology Service Provider.
• Digital strategy includes vision, R&D, scenario planning, and a detailed roadmap.
• Cultural and technical changes are essential for successful transformation.
• New services like software, cloud, and data analytics open up opportunities for banks to expand beyond traditional financial offerings.

Authors and Publisher

• Dr. Dominik Lober
  Senior Partner
  +49 160 744-6105
  dominik.loeber@rolandberger.com

• Robert Büß
  Senior Partner
  +4179714-4445
  robert.buess@rolandberger.com

• Klaus Juchem
  Senior Partner
  +49 160 744-6323
  klaus.juchem@rolandberger.com

• Additional Support by: Dr. Wenting Zhao

• Publisher: Roland Berger GmbH
  Sederanger 1
  80538 Munich
  Germany
  +49 89 9230-0
  www.rolandberger.com

Disclaimer

This publication is intended for general guidance only. The reader should not act on any information provided without specific professional advice. Roland Berger GmbH shall not be liable for any damages resulting from the use of the information contained in this publication.
© 2018 ROLAND BERGER GMBH. ALL RIGHTS RESERVED.