Euromoney Audit Training

Course Overview

This four day interactive course explores the best-practice business strategies and management methods adopted by leading banks and how your banks could upgrade your approaches to these high standards:

• Explore main areas of banking in which best-practices are essential for success in today’s highly competitive banking markets
• Examine best-practices in retail banking and SME banking
• Review best practices in corporate banking, relationship management, ALM and treasury
• Explore best-practice business development methods as they relate to marketing, selling and credit risk management
• Assess the organisation structures, planning and control systems adopted by leading banks
• Assess ways that participants’ banks could upgrade their own business strategies and management methods to world-class standards

Summary of the course content

• Understand the main areas of banking where best-practices are essential for success today
• Understand the specific targets associated with best-practice standards of performance
• Assess the business strategies and management methods of their banks against the standards achieved by the world’s leading banks
• Set priorities for reaching world-class standards in retail banking, SME banking, corporate banking and relationship management, ALM and treasury
• Set priorities for upgrading marketing, selling, credit management, organisation structure, and planning & control to world-class levels
• Choose the most important ways their banks should seek to excel vis-å-vis competitors
• Set targets for ensuring their banks are on course to reach best-practice standards

Methodology

The course is intensive and participative. Various methods are used:

• Formal presentations, including many real case histories, with discussions
• Case studies which illustrate the application of best-practice approaches
• Group work in which delegates discuss improvement priorities for their own banks
• “Question & Answer” plenary discussions with the course director

Who should attend?

• Owners, board directors, CEO’s and members of top executive committees
• General managers, executive vice presidents, executive directors responsible for “profit centre” divisions and subsidiary companies
• Senior executives responsible for support divisions

Supporting publication

 

Day 1

Overview of best-practice essential for banks today

• Key areas where best-practices are crucial for outstanding bank performance
  – Setting clear objectives and an exciting vision
  – Boosting income at acceptable risk: marketing, selling, credit, ALM
  – Ensuring high cost-effectiveness: reorganisation, reengineering, operations
  – Optimising the allocation of scarce resources: people, capital, IT investment
  – Fostering strong corporate governance and a progressive culture
• Case study: Setting priorities for reaching best-practice standards
  – Understanding the strengths and weaknesses of the case study bank
  – Formulating a “Winning” business strategy for the bank
  – Developing essential support strategies
  – Fixing priorities for upgrading the bank’s management methods
  – Redefining the bank’s vision

Best-practice for retail and SME banking

• Boosting retail banking profitability
  – The “Drivers” of retail banking profitability
  – World-class standards of retail banking
  – Case histories: Examples of world-class retail banking
  – Discussion: Priorities for upgrading retail banking in delegates’ banks
• Best practices in SME banking
  – The “Drivers” of SME banking profitability
  – Best-practice standards of SME banking
  – Case histories: Examples of world-class SME banking
  – Discussion: Priorities for upgrading SME banking in delegates’ banks

Day 2

• Case study: Setting SME product development priorities
  – Savings and investment services
  – Loans and mortgages
  – Insurance services
  – International banking services
  – Business and support services

Best-practice for corporate banking and treasury

• World-class corporate banking and relationship management
  – The challenge of achieving high profitability in corporate banking today
  – Best-practice standards of corporate banking and relationship management
  – Case histories: Examples of successful corporate banking
  – Discussion: Priorities for upgrading corporate banking in delegates’ banks
• Case study: Measuring the profits from ALM decisions
  – Understanding the case study - bank’s balance sheet and profit and loss account
  – Choosing the best transfer rates for defining profitability
  – Calculating ALM profits: “Gapping” profits and “Structural” ALM profits
  – Calculating customer profits: Deposit profits and lending profits
  – Restructuring the case study - bank’s balance sheet to balance profits and risks
• Centralised-active ALM and treasury
  – How leading banks use ALM to increase profits at acceptable risk
  – World-class standards of ALM and treasury management
  – Case histories: Using ALM to increase and smooth bank profitability
  – Discussion: Priorities for advancing ALM and treasury in delegates’ banks

Day 3

Best-practice business development

• Focusing marketing on to the best businesses
  – The nature and contributions of marketing strategy
  – World-class standards of marketing strategy in leading banks
  – Case histories: Examples of “Winning” and “Losing” marketing strategies
  – Discussion: Priorities for upgrading marketing strategy in delegates’ banks
• Intensifying selling and cross-selling
  – How selling intensity drives cross-selling and profitability
  – World-class standards of selling and cross-selling
  – Case histories: Steps taken by banks that intensified selling and cross-selling
  – Discussion: Priorities for intensifying selling in delegates’ banks
• Case study: Reengineering a bank to intensify selling
  – Estimating the case study - bank’s current selling intensity
  – Increasing the number of existing types of selling job
  – Creating new types of selling job
  – Increasing selling time in all selling jobs
  – Reengineering the bank to reach world-class standards of selling intensity
• World-class credit risk management
  – The 250 elements of credit risk management
  – World-class standards of credit risk management
  – Case histories: How illustrative banks became world-class at credit management
  – Discussion: Advancing credit policy and processes in delegates’ banks
• Case study: Best-practice pricing of loans
  – Explanation of target risk-adjusted pricing of loans
  – Calculating margins needed to meet the bank’s target return on equity
  – Estimating margins to cover funding and opportunity costs
  – Building in margins to pay for credit operating costs
  – Calculating margins needed to cover bad debts
  – Adjusting margins to exploit competitive dominance

Day 4

Best-practice organisations, planning and control

• Reorganising banks to boost growth and profitability
  – Design principles for effective bank organizational structures
  – Organisational options for modern banks
  – Case histories: Examples of how banks reorganized successfully
  – Discussion: Reorganising delegates’ banks to increase profitability
• Best-practice bank planning and control systems
  – Focusing planning and control on to the “Drivers” of profitability
  – Best-practice standards of strategic planning, budgeting and financial control
  – Case histories: Examples of world-class planning and control systems
  – Discussion: Establishing best-practice planning and control in delegates’ banks
• Case study: Choosing the best key performance indicators (KPI’s)
  – Measuring profitability success
  – Tracking selling success
  – Controlling cost-effectiveness
  – Monitoring bad debt performance
  – Determining customer satisfaction
  – Appraising development of human resources
  – Assessing adherence to policies and procedures

Priorities for progress at delegates’ banks

• Group work: Priorities for achieving best-practice in delegates’ banks
  – Setting priorities for upgrading strategies and management methods
  – Defining the actions to be taken
  – Proposing timetables for moving ahead

• Chris Batt

  Chris Batt is an acknowledged top adviser to the owners, leaders and senior managers of banks about strategy, reorganisation and best practices. He is an experienced banker and strategist, and has served over 150 banks in more than 50 countries. He designs and leads workshops & seminars for the boards and top executive teams of banks around the world.
  
  He was elected a Fellow of the UK’s Chartered Institute of Bankers in recognition of his status in UK banking and training services to senior bankers.
  
  As a banker, he has held senior positions in the UK, USA and Middle East:
  • Jordan Ahli Bank in Jordan, Chief Operating Officer (CEO)
  • Visa International in the USA - Member of Visa’s top Executive Committee, Head of Global Strategy
  • Grindlays Bank in the UK - GM of Specialised Finance, GM of Group Planning
  • NatWest Bank in the UK - Group Planning Manager
  
  As a consultant to banks, he has worked for:
  • A.T. Kearney - Partner, Head of the Global Banking Group
  • Booz Allen & Hamilton - Partner, Head of the European Banking Group
  • Mckinsey & Company - Senior Engagement Manager, European Banking Practice
  
  Chris Batt has master degrees from Cambridge and London Universities, and the Diploma of Imperial College.

  Courses run by this instructor

  • Branch Banking Strategies

Interested in holding this course in-house? Please fill out your details and a member of our team will be in touch with more information.

Options School

2-6 Jul 2012 (Singapore, Singapore)

The Modular based 'Options School' provides a comprehensive and detailed analysis of options looking at pricing, risk characteristics, and their dynamic behaviour in the context of the management of a portfolio of options

Global Macro Allocation Strategies

3-6 Dec 2012 (Kuala Lumpur, Malaysia)

This course will advocate an holistic approach to macro market analysis and investing and will explain this approach by examining inter-relationships across all relevant asset classes as expressed in the day to day co-movements revealed in global markets.

Structured Trade and Commodity Finance

24-27 Sep 2012 (Hong Kong, Hong Kong)

This course is designed for professionals who want to broaden their knowledge in risk management and financing of physical flows of commodities

Branch Banking Strategies

5-8 Nov 2012 (Singapore, Singapore)

An advanced course for top bankers who need to advance the organisation structure and management of their branch networks with the aim of increasing market share and profitability

Emerging Market Sovereign and Bank Risk

10-13 Jul 2012 (Singapore, Singapore)
4-7 Dec 2012 (Hong Kong, Hong Kong)

Asia Corporate Governance

17-19 Sep 2012 (Singapore, Singapore)

This course examines the challenges and practical approaches of implementing effective corporate governance in different company structures with an Asian perspective.

Corporate Social Responsibility (CSR)

20-21 Sep 2012 (Singapore, Singapore)

Securities and Derivatives Operations and Processing

8-10 Oct 2012 (Hong Kong, Hong Kong)

It focuses on the entire process from decision making to purchasing or selling a security, to actual settlement including all the operational processes. It also examines the border settlements in the major markets and the market players.

Loan Syndication – Structuring, Selling Down & Documentation

15-17 Oct 2012 (Singapore, Singapore)

Analysing Banks' Financial Statements

30 Oct 2012 - 2 Nov 2012 (Hong Kong, Hong Kong)