埃森哲：COVID-19對商業銀行業務的影響 -埃森哲（英文版）.pdf

1、NOWNEXT April 2020 COVID-19: What to do Now, What to do Next Commercial banking and COVID-19 Navigate to emerge stronger Commercial banks are at the epicenter of a global economic storm fueled by COVID-19. In it, they are up against a two-fold headwind: helping their customersespecially small and mi

2、dsized businessesstay afloat, while shoring up their own businesses and scaling capacity. We understand the challenges you face and offer our assistance wherever it may be helpfulour global perspective and resources are at your disposal as you plan and enact the necessary steps to generate continuin

3、g value for the bank and your customers. Copyright 2020 Accenture. All rights reserved.2 What To Do Now, What To Do Next. Many small businesses are being forced to take some sort of downsizing action to adjust to the changing economic conditions.1Many have even had to close their doors temporarily i

4、n compliance with government mandates. For how long is uncertain, as the health crisis expands at unprecedented speed and scale. Many businesses will quickly use up their available cash reserves. According to JP Morgan research, half of all small firms hold a cash buffer of less than one month and 2

5、5 percent of them hold a buffer of less than 13 days2. Small businesses are looking to and calling on banks for financial insights, answers, and solutions that they can use to form and execute adequate responses in the short and long term. At the same time, commercial banks must take immediate actio

6、n to protect their people and stabilize their own business operations. In line with government mandates, most banks have already shifted to remote working arrangements where possibledoing so at a time when demand for their services is at its peak. The National Australia Bank, for example, saw the sa

7、me volume of customer inquiries in just one week that it would normally see in a year3. Banks around the world are experiencing similar surges and the trend is set to continue indefinitely as the health crisis causes small businesses to slow down or even stop altogether, setting off another wave of

8、impact as suppliers up the chain feel the tightening of their demand. Position now to emerge stronger Many small businesses are being forced to take some sort of downsizing action to adjust to the changing economic conditions. Copyright 2020 Accenture. All rights reserved.3 A first and immediate iss

9、ue, of course, is the workforce. Commercial banks are acting wisely to deploy people and scale their workforce as effectively and safely as possible. Some banks in Asia have called upon retired bankers and operational staff to help service the dramatic increases in demand.4 A large bank in Australia

10、 has undertaken rapid workforce planning to understand where skills can be repositioned. It has also halted projects that arent immediately contributing to the response, again releasing key people to front-line or operational teams. Almost overnight, traditional business banking relationship managem

11、ent models have been redesigned to slow the contagion as some commercial banking clients still rely heavily on the human touch and paper-based processes while struggling to stay ahead of customer expectations, new regulation, and the infection. And now many banks may be seeing returns thanks to thei

12、r earlier investments in digital offerings that require little-to-no people power and are safe to use in isolation. A large bank in China drew on that advantage to quickly launch a “do it from home” campaign, educating its customers on the availability and benefits of using digital channels to engag

13、e with the bank. (continued) Commercial banks are moving in the right direction, yet the next 10, 30, and 60 days are mission critical. Effective leaders will move even faster, with well-considered steps to further adapt the bank in light of COVID- 19, and to emerge stronger when the crisis storm is

14、 over. In this paper, we offer guidance on how commercial banks that act now might make it happen across four key operational areas: We suggest what banks might do now to proactively meet business customers immediate needs and what they should consider doing next to build the more valued, trusted re

15、lationships with their clients that can lead to differentiation and longer-term growth. Enable clients to maintain operations 1 Help businesses access financial support 2 Digitize commercial banking offerings and automate processes 3 Proactively monitor portfolios to shield credit quality 4 Copyrigh

16、t 2020 Accenture. All rights reserved.4 Position now to emerge stronger Commercial banks around the world are seeing unprecedented demand from concerned and troubled small and mid-sized businesses looking to manage their insecure cashflow, as best they can, with extended credit. Copyright 2020 Accen

17、ture. All rights reserved.5 In many countries, banks mayfind it hard to scale their operations to handle the influx of new credit requests. They are seeking: New loans, both organic and through government programs. Modification of existing loan payment terms or interest schedules. Facility or line e

18、xtensions. Help in addressing impending credit risk deterioration. Governments and societies understand the importance of channeling capital to businesses, but they may not be aware of how constrained many banks are in their ability to scale the processes to meet this demand and execute at the speed

19、 many small businesses require. Banks existing processes, often as a result of local regulation, may require physical signatures or repeated interaction with customers for approval and drawdown. Digital capabilities are immature within commercial banking and are not prevalent globally across the ind

20、ustry. Many organizations are either at the outset or in the middle of digital transformation programs, either of which may restrict the availability of digital services at a time when they are needed most. With workforce safety and virus containment being an immediate priority, many banks are opera

21、ting with remote workforces as part of their new business continuity plans. And some offshore functions, where much of the scaled operating capacity may exist, may be completely cut off as many may have found it difficult to immediately enact continuity plans. To manage such operational impacts, ban

22、ks should move quicklyin the next 10 daysto stand up a command center and build scalable capability. 1. Enable clients to maintain operations Within30 days A command center provides agility for banks in best managing business through months of economic uncertainty, including reacting to various gove

23、rnment mandates and stimulus policies. Establish a fully integrated command center to coordinate all aspects of your crisis response. Focus your command center on the operational areas where the bank is most likely to see origination volume spikes: government funding, line extensions, and loan modif

24、ications (such as payment deferrals). Define how the command center will integrate with the banks broader COVID-19 response initiatives. Create clear accountability on who is running the command center and empower the leader. This role requires senior leadership, ideally, with experience of managing

25、 in times of crisis and with clear decision-making authority and direct lines of communication into the executive team. Define your broader response strategy and clearly articulate it across the organization. Plan and coordinate with the understanding that crisis-related task forces may be running f

26、or the foreseeable future. Within 10 days Copyright 2020 Accenture. All rights reserved.6 Stand up a command center now In responding to the high demand from customers, banks should immediately stand up scalable processes that enable customers to quickly draw funds from the financial system. At firs

27、t, these processes may be more manual and less scalable than desired. Redirecting as much volume as possible towards digital or automated facilities underpinned with elastic cloud computing capacity will make it quicker and easier to scale. At one leading Australian bank, digital origination channel

28、s were used to support over 70 percent of new credit applications due to quick actions to change eligibility criteria and relax credit policies. Here are some action-oriented ways you can build scalable capability: Build a scalable capability Within10 days Address pressure on new credit requests. Ba

29、nks should either design a new loan origination process or expedite their existing one to enable them to process high volumes of applications for government-sponsored loanswhether details of government programs are newly minted or even undecided. Plan for loan modifications. Customers may seek clear

30、 and concise guidance on banks expectations for loan repayments during this time. Communicate first and then work through the operational implications, including changes to loan servicing systems and legal amendment of terms. Improve management visibility. There may be strong desire by some senior l

31、eadership to understand the number, value, and segmentation of new loans and modificationshow many new requests are coming in daily and where the bottlenecks and breakdowns are showing up. Assign a leader to define the reporting and underlying data strategies. One immediate need is to stand up scala

32、ble processes that enable customers to quickly draw funds from the financial system. Copyright 2020 Accenture. All rights reserved.7 Dedicate data analytics specialists to model roll-rate projections beyond payment deferrals and to better understand the credit risk position of the bankideally in rea

33、l time, using all available internal and external data to guide targeted interventions. Existing analytics resources should be redirected to credit management as some banks success will depend on their ability to understand and predict changes in credit risk. Avoid disruption of business as usual. T

34、raditional new loans, albeit at smaller volumes, are still going to require attention along with annual reviews. It will be important to segregate credit action relating to the COVID-19 crisis, where possible. Partner with ecosystem players to improve the speed and the scalability of loan processing

35、. A large commercial bank in Hong Kong redirected specific loan application types, that typically took much longer to process, to a digital fintech in the region. The loans were underwritten and passed back to the bank as term sheets once they were ready for funding. Within 30 days Copyright 2020 Ac

36、centure. All rights reserved.8 Many small and medium enterprises are feeling the sting of supply chains that are sluggish at best, and at worst have been totally disrupted. Understandably, some are shifting their focus to three survival-critical priorities: Managing cash and debt obligations. Ensuri

37、ng continuity of working capital financing. Keeping their supply chains as stable as possible. Copyright 2020 Accenture. All rights reserved.9 Across many countries, governments are using the banking system to distribute subsidies and support small business. Italy signed the “Cura Italia,” a decree

38、that includes a 25 billion package of economic measures to help Italian businesses and families cope with the fallout of the prolonged health emergency. The Australian government introduced a small-business scheme under which the state will provide 50 percent guarantees to lenders of new unsecured l

39、oans. 2. Help businesses access financial support What should commercial banks do now and next to provide support for their customers? Within 30 daysWithin 10 daysWithin 60 days Create probable data-driven economic scenarios as the COVID-19 pandemic evolves and provide perspectives on how clients ca

40、n best manage business in those situations. Extend assistance to the most-impacted client segments with an eye on reducing their costs and easing their payment obligations through actions such as moratoriums on funded facility repayments and pre-approved extension of trade loans. Develop client-spec

41、ific product offerings funded and non-fundedfactoring in possible discounts and waivers and taking into account any government-driven financial assistance schemes. Assess and propose appropriate business interruption insurance coverage in partnership with insurance providers. Offer “digital” loans t

42、o provide quick access to financing, drawing on both internal data and external information and validation services (government-based and others). Advise on strategies to capitalize on new business possibilities, better manage fixed and variable costs, and optimize tax opportunities. Provide a singu

43、lar view on client-specific account receivables and payables to support real-time cash forecasts. Propose access to clients cash systems to reconcile cash positions, receivables, and payables positions, and even conduct stress tests on their financials. Use insights from various markets, products, a

44、nd government sources to structure appropriate product propositions for clients in collaboration with platform and network players. Grant exclusive access to alternative and newer trade market ecosystems and trade e- marketplaces (such as TIN and TradeIX) that provide supply chain financing, extendi

45、ng to clients risk-managed financing facilities. Copyright 2020 Accenture. All rights reserved.10 In the weeks after the outbreak, Asian banks serving commercial customers had to move rapidly to ensure their operations did not contribute to the spread of the virus.5Traditional relationship managemen

46、t methods had to be re-thought, along with the types of branch-based services that many small businesses valued. Similarly, to prevent the pandemic from blocking their ability to acquire new customers and sell new products, some bank chose to move quickly towards electronic customer onboarding, onli

47、ne document submission, and e- signature tools. The necessity that today drives small business and other commercial customers to use digital services will improve their propensity to engage with banks in this way long after the virus is under control. This will allow long-term reductions in cost-to-

48、serve, even for those customers who have proven the most reluctant to move away from “assisted” channels. Commercial banks that choose to be integrated into a digital ecosystem of platforms and service providers and have invested in digitizing their own services will be able to roll out new or compl

49、ementary offerings rapidly and engage with their customers more safely. A leading bank in the US, for example, deployed a new digital process, allowing its retail and business customers to defer repayments for 30, 60 or 90 days with two simple clicks on its internet banking solution. In the first two days, more than 25,000 customers took advantage of the new process. Copyright 2020 Accenture. All rights reserved.11 In many ways, COVID-19 is forcing commercial banks to accelerate digital transformation initiatives and move customers quickly to digital