BCG-中國(guó)農(nóng)業(yè)銀行轉(zhuǎn)型發(fā)展研討會(huì)材料-20110317

BCG,TheCorporateBankingTransformationExpertMarch17,2011BCGteamtoday黃河合伙人兼董事總經(jīng)理15年以上豐富的金融服務(wù)業(yè)咨詢及相關(guān)從業(yè)經(jīng)驗(yàn)為國(guó)內(nèi)外多家金融機(jī)構(gòu)制定戰(zhàn)略和轉(zhuǎn)型計(jì)劃加入BCG前服務(wù)于匯豐銀行及一家本土知名的產(chǎn)業(yè)基金康乃爾大學(xué)工商管理碩士JürgenE.Schwarz資深合伙人兼董事總經(jīng)理批發(fā)銀行專題研究組全球負(fù)責(zé)人金融服務(wù)扭虧為盈/轉(zhuǎn)型專題研究組全球負(fù)責(zé)人加拿大金融服務(wù)專題研究組負(fù)責(zé)人幫助歐洲和北美多家全能銀行開展轉(zhuǎn)型項(xiàng)目曾就職于花旗銀行公司/商業(yè)銀行部門，并擔(dān)任勃林格殷格翰公司的公司金融負(fù)責(zé)人何大勇項(xiàng)目經(jīng)理超過10年的金融行業(yè)經(jīng)驗(yàn)和咨詢經(jīng)驗(yàn)幫助多家銀行設(shè)計(jì)公司戰(zhàn)略、組織架構(gòu)、績(jī)效管理、運(yùn)營(yíng)模式并協(xié)助轉(zhuǎn)型實(shí)施曾在中國(guó)銀行總行、中銀香港、紐約分行工作多年芝加哥大學(xué)工商管理碩士周雅雯批發(fā)銀行專題研究組專家超過10年的金融行業(yè)經(jīng)驗(yàn)和咨詢經(jīng)驗(yàn)幫助多家銀行設(shè)計(jì)公司戰(zhàn)略、組織架構(gòu)、績(jī)效管理、運(yùn)營(yíng)模式并協(xié)助轉(zhuǎn)型實(shí)施曾在亞洲地區(qū)領(lǐng)導(dǎo)公司銀行、交易銀行和資本市場(chǎng)調(diào)研賓州大學(xué)華頓學(xué)院工商管理碩士AgendaIntroduceBCGOurunderstandingofyourcontextandourapproachtotransformationDiscussourtransformationexperienceforaNorthAmericanBankOpendiscussionabouttransformationAgendaIntroduceBCGOurunderstandingofyourcontextandourapproachtotransformationDiscussourtransformationexperienceforaNorthAmericanBankOpendiscussionabouttransformation“TheBostonConsultingGroupisthemostinfluentialsourceofstrategicadviceworldwide.” -FinancialTimes“ThemostprofoundconceptualinnovationinmanagementconsultingoverthelastdecadewasinitiatedbyBruceHenderson,founderofTheBostonConsultingGroup.” -TheEconomist“Ilikesomeconsultants:thosewhomakeyouthink.TheBostonConsultingGroupisthemostinterestingoftheconsultingcompanies,becausetheyquestionwhatisfundamentallygoingon.” -TomPeters(Authorof“InSearchofExcellence”)BCGisthegloballeaderinstrategyconsultingBCG'sglobalnetwork:70officesin41countriesLosAngelesDallasHoustonMexicoCityMonterreyChicagoMiamiMinneapolisAtlantaDetroitTorontoPhiladelphiaNewJerseyNewYorkBostonWashingtonSanFranciscoS?oPauloSantiagoBuenosAiresMilanOsloStockholmPragueBudapestViennaRomeAthensAbuDhabiDubaiBeijingShanghaiSeoulTokyoNagoyaTaipeiHongKongBangkokKualaLumpurSingaporeJakartaSydneyMelbourneAucklandNewDelhiMumbaiFrankfurtStuttgartZürichCologneDüsseldorfHelsinkiHamburgWarsawBerlinMunichMoscowKyivAmsterdamLondonBrusselsParisLisbonMadridBarcelonaCopenhagenBCGhas30yearsofexperienceinchinaBCG是第一家為中國(guó)國(guó)內(nèi)企業(yè)提供服務(wù)的國(guó)際咨詢公司主要的歷史性里程碑1980：

我們?cè)谥袊?guó)的第一個(gè)項(xiàng)目1985：

BCG開始為中國(guó)企業(yè)和政府機(jī)構(gòu)服務(wù)1993：成為第一家在中國(guó)設(shè)立辦事處的國(guó)際咨詢公司1999：

在中國(guó)成立了獨(dú)資企業(yè)2001：

開辦北京辦公室2002：

開辦臺(tái)北辦公室自此我們?cè)诟鱾€(gè)行業(yè)的專業(yè)與實(shí)力不斷提高自上海辦公室開辦后，BCG已在中國(guó)開展了數(shù)百個(gè)項(xiàng)目我們約50%以上的項(xiàng)目對(duì)象是國(guó)內(nèi)企業(yè)近年來(lái)我公司由上海、北京、香港、臺(tái)北辦公室構(gòu)成的大中華區(qū)業(yè)務(wù)系統(tǒng)取得了迅速的成長(zhǎng)專業(yè)人員~200名，多是本地或華裔咨詢顧問，對(duì)中國(guó)有深厚的了解本地辦公室由19位來(lái)自BCG全球運(yùn)營(yíng)的經(jīng)驗(yàn)豐富的合伙人領(lǐng)導(dǎo)BCG在與客戶項(xiàng)目組及第三方緊密合作從而取得項(xiàng)目成功方面有豐富的經(jīng)驗(yàn)NoEnglishversion45

partners300

consultants1000projects9ofthetop10insurancecompanies7ofthetop10assetmanagers6ofthetop10banks7ofthetop10investmentbanks5ofthetop10creditcardissuersMajorleadingsecurities/derivativesexchanges&depositories110

partners600

consultants2000

projects14ofthetop20insurancecompanies16ofthetop20universalbanksMajorinvestmentbankingclientsMajorleadingsecurities/derivativesexchanges&depositoriesSpecialistentities(M&A,stockbroking,pensionfunds)45

partners250

consultants750

projectsMajorinsurancecompaniesandassetmanagers12ofthe20largestbanksplusleadingbanksinmanycountriesMajorleadingsecurities/derivativesexchanges&depositoriesSpecialistentitiesBCGhasaglobalpresenceinfinancialinstitutions

Morethan3000projectsinlastdecade,25-30%ofglobalrevenue,20%CAGROurofficesOurclientsAmericasEurope&MiddleEastAsia-PacificBCGfounder,currentCEOandAPChairmanareallwithbankingexperienceandfromFIpracticeClients18of20largestbanks14of20largestinsurancecompaniesAllmajorcapitalmarketsplayers7leadingstockexchange/derivatives&custodySpecialists(M&A,pensionfunds,brokers)12of20largestbanksandleadingcommercialbanksinmanycountries7leadingstockexchange/derivatives&custodyMajorinsurancecompaniesMajorassetmanagersSpecialists8of10largestbanks7of10largestCapitalMarketsplayers7of10largestinsurancecompanies7of10largestassetmanagers4leadingstockexchange/derivatives&custody3of10largestcreditcardissuersCorporatebankingamajorpartofBCG'sfinancialservicespractice,inallindustrysegmentsandgeographicregionsExpertiseAreasRiskManagementMNCLargecapMid-marketSME,MicroRealEstateBCGCorporateBankingReportandbenchmarkingdatabaseCorporateBankingTransactionBankingSales&tradingUnderwritingAdvisoryExchangesHedgefundsBCGQuarterlyIBreportCapitalMarkets&InvestmentBankingWealth/AssetManagementRetailCRO'sagendaCredit,market,opriskRisk-basedpricingCapitalmgmtCrisisresponseBCGSeniorRiskOfficerSurvey,RiskWhitePapersPaymentsCashmanagementTreasuryservicesCross-borderCustodyProcessingBCGAnnualPaymentsReportandglobalpaymentsmodelRetailInstitutionalWealthmgtBCGGlobalAssetManagementReportandAMdatabase,BCGGlobalWealthManagementReportCorebankingConsumercreditMortgagesE-channelsBCGFutureofRetailBankingReport,retaildatabaseBCGglobalwholesalemarketsizingdatabaseDuncanMartinCorp/InvBankingLondonDougBealCorp/InvBankingDubaiMarkusMassiCorp/InvBankingAbuDhabiSaurabh

TripathiCorp/InvBankingMumbaiRuchin

Goyal

Corp/InvBankingMumbaiOliverDanyCorp/InvBankingFrankfurtStefanDabCorp/InvBanking

BrusselsMartinBucharCorp/InvBankingPragueGennaro

CasaleCorp/InvBankingMilanJunichiIwagamiCorp/InvBankingTokyoTjunTangCorp/InvBankingHongKongAmyChouWholesaleTaiwanStefanMohrTransactionBankingSydneyAllardCreyghtonCorp/InvBankingAmsterdamCarlosBarradasCorp/InvBankingLisbonNicolasHarléCorp/InvBankingParisShubh

SaumyaCapitalMarketsNewYorkAchim

SchwetlickCorp/InvBankingNewYorkChandyC.CapitalMarketsNewYorkJuergenSchwarzWholesaleleaderKeithHallidayWholesale

TorontoNiclas

StorzTransactionBankingMunichCarsten

Baumg?rtnerCapitalMarketsMunichMatthewRogozinskiCorp/InvBankingMelbourneAlenka

GrealishCapitalMarkets/TxbankingCarlRutsteinTransactionBankingChicagoBCG'sglobalexpertteamforwholesalebanking

Corporatebanking,transactionbankingandinvestmentbanking/capitalmarketsFrankieLeungCorp/SecuritiesHongKongRobertGruebnerCapitalMarketsHamburgDouglasJacksonCorp/InvBankingSingaporeSangsoonParkCorp/InvBankinhgSeoulJorgeBecerraCorp/InvBankingSantiagoFedericoMuxiCorp/IB/TxbankingBuenosAiresMasso

UkonCorp/IB/TxbankingSaoPauloMichaelGuoCorp/Txnbanking“Theissueforlargecorporatecustomersishowtoimprovelendingprofitability,wheremarginsareslim...threequartersofbankshadprofitabilitybelow16%...accordingtoastudybytheBostonConsultingGroup.“Justwhenbankersandinvestorsarecelebratingareboundincommercialborrowing,anewstudyfromBostonConsultingGroupsayslendingmaybetheleastprofitableelementofacorporatebankingrelationship.”“BCGgathereddatafrom75largefinancialinstitutionsgloballyandfoundthat45%ofcorporatebankingbusinessescreatednovalueabovecostofcapitalbetweentheendof2002andtheendof2004.”Australia“AccordingtoBCG,ifabankisabletomeasurereturnonequity(ROE)onlyattheleveloforganisationalunitorsegment,itsaverageROEisnegative2percent.Ifitcanmeasurethat...downtothe"perclient,perproduct"levelthatitrisesto26percentwithlessthan10percentofcorporatebanksgloballyatthatlevel.

"Dec.9,2008(Bloomberg)--Corporatebanksmustadjusttoslowereconomicgrowth,higherloanlossesandscarceliquiditythatwillbecomethe“newnormal”foratleastthenextdecade,BostonConsultingGroupsaidinareportreleasedtoday."BCG'sCorporateBankingBenchmarkinghassetthestandardforperformanceinsightssince2003BCGleadingmanyclientsgloballytotransformthebanks

SelectedclientsBCGhasextensiveexperienceincorporatebankingtransformation(I)

ProjectexamplesfromnorthAmerican,EuropeandotherAsiancountriesClientLargeNorthAmericanbankMajorGermanbankMajorEuropeanbankbankMulti-countryEuropeanbankMajorFrenchuniversalbankMulti-countryEuropeanbankTop4AustralianbankLargeGermancorporatebankLeadingNorthAmericanuniversalbankMajorNorthAmericanbankDescriptionSupportcorporatebusinesstransformationprogram,includingbusinessmodel,organization,process,etcSupporttransformationdesignwithintegratedproducts,distributionmodelandbackofficeRedesignandimplementnewdistributionandoperatingmodelforcorporatebusinessIntegrateandoptimizecorporatebankingdistributionandbackofficemodelsfortwomajorEuropeanbankinggroupsDesignandimplementsalesforceproductivityimprovementandcross-sellingprogrambydeepclientanalyticstoidentifyclustersofcomparableclientsandsizetheirwalletsDesignandimplementnewcapitalmanagementframeworktoimprovetransparency/decisionmakingonlargecorporateclientsandproductsinmultiplegeographies/subsidiariesRedesignmulti-brandclient-drivendistributionmodelforlarge/mid

capsclientsandalign

backofficeoperatingmodelandprocess

toimproveclientexperience/reducecostDesignandimplementsalesforceproductivityimprovementandcross-sellingprogrambydeepclientanalyticstoidentifyclustersofcomparableclientsandsizetheirwalletsAssessbanksproductlinesinlargecorporateandinstitutionalspaces,assessingcurrentperformanceandfuturepotentialgivenneweconomic/regulatoryenvironmentSupportlargetransformationprojectinoptimizingdistributionmodel,cuttingcoststoalignwithnewmarketsituationNationalbankofCanadaBNPPUnicreditWestpacBayernLBBMOABNBNPP-FortisRBCCommerzbank客戶項(xiàng)目描述四大行之一分析客戶市場(chǎng)機(jī)會(huì)，擬定投行業(yè)務(wù)戰(zhàn)略，根據(jù)客戶發(fā)展需求設(shè)置產(chǎn)品組合以及高效的投行組織平臺(tái)和績(jī)效考核四大行之一根據(jù)客戶自身能力和市場(chǎng)需求，制定了最適合客戶的投行業(yè)務(wù)戰(zhàn)略，并設(shè)計(jì)組織架構(gòu)及關(guān)鍵業(yè)務(wù)能力建設(shè)作為支持，同時(shí)設(shè)計(jì)負(fù)有操作性的實(shí)施計(jì)劃四大行之一分析客戶市場(chǎng)機(jī)會(huì)，結(jié)合客戶自身能力和全球領(lǐng)先銀行的經(jīng)驗(yàn)，為客戶制定涵蓋公司銀行業(yè)務(wù)在內(nèi)的整體業(yè)務(wù)線的五年戰(zhàn)略規(guī)劃四大行之一分析市場(chǎng)環(huán)境和客戶內(nèi)部能力，為客戶制定貿(mào)易融資業(yè)務(wù)轉(zhuǎn)型戰(zhàn)略，擬定組織結(jié)構(gòu)為戰(zhàn)略推行提供支持四大行之一為公司業(yè)務(wù)體系制定KPI體系，并進(jìn)一步細(xì)化成公司業(yè)務(wù)報(bào)表體系，并完成項(xiàng)目一期實(shí)施的詳細(xì)設(shè)計(jì)政策性銀行通過對(duì)政策、市場(chǎng)、競(jìng)爭(zhēng)格局、目標(biāo)客戶需求和內(nèi)部能力的多角度分析，制定專注于中長(zhǎng)期融資的公司銀行業(yè)務(wù)戰(zhàn)略中型城商行深入分析市場(chǎng)格局及自身優(yōu)劣勢(shì)，結(jié)合市場(chǎng)發(fā)展導(dǎo)向制定5年戰(zhàn)略，并按照戰(zhàn)略發(fā)展方向，重組銀行內(nèi)部資源及運(yùn)作方式領(lǐng)先股份制銀行根據(jù)“流程銀行”的概念，制定有利于支持客戶公司銀行業(yè)務(wù)增長(zhǎng)目標(biāo)和擴(kuò)張計(jì)劃的組織結(jié)構(gòu)和管理流程區(qū)域股份制銀行全面分析收入目標(biāo)、細(xì)分市場(chǎng)、產(chǎn)品選擇和地域選擇，重點(diǎn)擬定對(duì)公司銀行業(yè)務(wù)的戰(zhàn)略和實(shí)施計(jì)劃大型城商行涵蓋公司銀行業(yè)務(wù)的整體戰(zhàn)略評(píng)價(jià)及組織診斷，建立組織架構(gòu)設(shè)置、部門級(jí)KPI及IT強(qiáng)化措施中型城商行根據(jù)客戶欲成為“本土領(lǐng)先中小企業(yè)銀行”的目標(biāo)制定可持續(xù)發(fā)展的五年戰(zhàn)略規(guī)劃，確定合適的戰(zhàn)略重點(diǎn)并建立長(zhǎng)期可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)區(qū)域股份制銀行確定客戶在未來(lái)三年的重點(diǎn)增長(zhǎng)領(lǐng)域，制定針對(duì)中小型公司銀行業(yè)務(wù)的戰(zhàn)略和商業(yè)模型，促進(jìn)銀行整體業(yè)務(wù)的轉(zhuǎn)型領(lǐng)先的臺(tái)灣商業(yè)銀行開展深入的公司客戶研究，制定定期的客戶調(diào)查計(jì)劃以評(píng)估銀行總體競(jìng)爭(zhēng)力領(lǐng)先的臺(tái)灣銀行分析錢包份額，定義并歸檔機(jī)遇行業(yè)劃分的客戶集群以發(fā)現(xiàn)中型企業(yè)公司銀行業(yè)務(wù)的錢包份額機(jī)會(huì)臺(tái)灣金融控股公司針對(duì)客戶在中小公司銀行業(yè)務(wù)上存在的問題，重新設(shè)計(jì)銀行中小企業(yè)業(yè)務(wù)戰(zhàn)略，包括核心客戶和運(yùn)營(yíng)模式的區(qū)分、銷售團(tuán)隊(duì)的管理效率提升和業(yè)務(wù)再造歐洲銀行集團(tuán)對(duì)亞洲交易銀行市場(chǎng)進(jìn)行細(xì)分，總結(jié)交易銀行業(yè)務(wù)的關(guān)鍵成功因素，制定進(jìn)入亞洲交易銀行市場(chǎng)的積極戰(zhàn)略BCGhasextensiveexperienceincorporatebankingtransformation(I)

ProjectexamplesfromGreaterChinanoEnglishversion今日會(huì)議目的IntroduceBCGOurunderstandingofyourcontextandourapproachtotransformationDiscussourtransformationexperienceforaNorthAmericanBankOpendiscussionabouttransformation我們對(duì)農(nóng)行背景與優(yōu)先重點(diǎn)的理解背景農(nóng)行為四大行之一，于2010年在香港和上海上市，是目前全球最大IPO公司業(yè)務(wù)為農(nóng)行的支柱業(yè)務(wù)公司業(yè)務(wù)2009年稅前利潤(rùn)為452億元，占利潤(rùn)總額的61%2008年以來(lái)，農(nóng)行的公司業(yè)務(wù)開始大幅轉(zhuǎn)型加快大城市業(yè)務(wù)發(fā)展變革了銷售模式，強(qiáng)調(diào)通過總部而非分行開展重點(diǎn)大客戶營(yíng)銷/銷售工作發(fā)展了國(guó)家電網(wǎng)等眾多重點(diǎn)大客戶，牢固夯實(shí)客戶基礎(chǔ)挑戰(zhàn)使命與監(jiān)管環(huán)境特殊使命：加快中小企業(yè)與農(nóng)村地區(qū)貸款業(yè)務(wù)發(fā)展廣闊且深入的區(qū)域覆蓋面：覆蓋中國(guó)的城市與農(nóng)村地區(qū)組織從總部到網(wǎng)點(diǎn)共4-5個(gè)層級(jí)總部設(shè)多個(gè)相關(guān)業(yè)務(wù)部門：公司業(yè)務(wù)部、大客戶管理部、中小企業(yè)部、投資銀行部等客戶行業(yè)與細(xì)分市場(chǎng)目標(biāo)遠(yuǎn)大無(wú)法提供整體解決方案管理機(jī)制評(píng)估與關(guān)鍵績(jī)效指標(biāo)資源分配團(tuán)隊(duì)數(shù)量質(zhì)量尚未為利率市場(chǎng)化改革做好準(zhǔn)備發(fā)展為金融控股公司：租賃業(yè)務(wù)、海外分公司...需求與優(yōu)先重點(diǎn)因此，農(nóng)行高管希望徹底、系統(tǒng)性評(píng)估、設(shè)計(jì)并轉(zhuǎn)型公司業(yè)務(wù)診斷公司業(yè)務(wù)設(shè)定公司業(yè)務(wù)轉(zhuǎn)型方向價(jià)值主張、差異點(diǎn)、目標(biāo)細(xì)分市場(chǎng)、財(cái)務(wù)目標(biāo)制定詳細(xì)的轉(zhuǎn)型舉措組織結(jié)構(gòu)人力資源/人才發(fā)展銷售覆蓋產(chǎn)品開發(fā)績(jī)效管理業(yè)務(wù)轉(zhuǎn)型noEnglishversionTypicalapproachtobanktransformationDiagnosticDesignImplementationCEOteamengagementBurningplatformandaspirationforchangeIssueIdentificationHypothesizedlistofbiggestopportunitiesOrganizationredesignandalignmentDetailedinitiativedesignandimplementationRigorousprogrammanagementBusinessmodelFuturevisionandstrategyOrganizationdesignprinciplesandculturalprioritiesOperatingmodelInitiativeportfolioReview/definitionofbusinessstrategiesOpportunityidentificationandvalidationInitiativeprioritizationandalignmentProgramandchangemanagementImplementationplanning,sequencingPMOdeploymentCommunicationandchangemanagementplanKeysuccessfactorsforlargescalechangeprogramsAToplevel(CEOandseniorleadershipteam)commitmentandcommunication(internal&external)ClearvisionandobjectivesThebestpeopleinvolvedandgivethemthetools/trainingtoperformDefined"RulesofEngagement"(eg,roleofline,vsprojectPLvsPMOetc)ActivistPMOapproach(provideanalyticalsupport,assiststrugglingprojectsetc)Rigorousplanning,measurementandfollowupExplicitchangemanagementstrategyandtoolsBCDEFGAllfactorsneedtobeaddressedintheTransformationPlandesignandexecutionKeymessagesforAgricultureBankofChinaYouneedaclear'burningplatform'IteitherexistsalreadytodayOryouneedtocreateit(aspirationalvisionand/orfinancialobjectives)TheleadershipteamneedstobealignedandcommittedOrbecomealigned/committedfollowingashortvisionandobjectivesexerciseThink'big'Bigvaluecreation,bigsuccess,bigchangeAvoidincrementalthinkingandincrementalresultsOver-communicatedtoyourkeypersonnelandwinthemoverThrougheffectivestakeholdermanagementandconsistentcommunicationSpeediscriticalToprovidecleardirectionquicklyToovercomedoubtersinternallyToprovideaconvincingstorytothestreetBuildingandmaintainingmomentumiscritical,otherwise,youwillachieveslowincrementalimpact今日會(huì)議目的IntroduceBCGOurunderstandingofyourcontextandourapproachtotransformationDiscussourtransformationexperienceforaNorthAmericanBankOpendiscussionabouttransformationBurningplatformandcontextforchangeAverageTSRperformancerelativetopeersLowrevenuegrowthInsufficientoperatingleverageBoardandstreetdemandingaggressiveEPSgrowthtargetResultinginverysizeableNIBTgapthrough2012Clienthasauthored"OneClient,OneBank"strategicvisionVisionlackedsufficientlevelofdetailandwasnotcommonlyunderstoodacrossorganizationSignificantorganizationalchallengesSiloedbehaviorCapabilitygapsinsomebusinessesLackofaccountabilityOverallapproachtotransformationeffortDiagnostic/designphaseImplementationDetaileddesignphaseClarifyvisionanddefinebusinessmodelEvaluatebestpracticeapproachesAlignonkeyprinciplesandstrategiesIdentifypriorityrequirementsforstrategyDiagnosecriticalconstraintsandenablersEngageCEOteamandnextlevelofseniorexecutivesinbeliefsauditDevelopactionplantoaddresskeyorganizationalandculturalconstraintsAssessinitiativeportfolioPressuretestIdentifygapsIdentifyadditionalpotentialopportunities1DetaileddesignofinitiativeportfolioRefinementofbusinessstrategies(retail,commercial,wealth)Initiativedefinition,prioritizationandalignmentDesignprogrammanagementapproachImplementationplanningandsequencingPMOdeploymentandgovernanceCommunicationandchangemanagementplanOrganizationalchangeeffortDetailedinitiativedesignandimplementationRigorousprogrammanagement23458SummaryofkeycommercialbaselinefactsandstrategicissuesSince2005,Commercialrevenuehasgrownxx%CAGR,atxx%,achievingxx%opleverageFXgrowthhasbeenstrongdriverofcommercialgrowth,howeverdeposit/cashmgmtgrowthhasbeenflatBankhassignificantleadinsmallendofmarket,whileBankholdsslightleadincommercial/mid-marketHighclientattrition,anddecliningclientacquisitionthreatensBank’scurrentpositionCommercialrevenue($M)200720062005CostsNIBTNIBTxx%xx%xx%CAGR(’05-’07)xx%

xx%xx%Commercialloanshare(%)OtherDCBA>$500kloans<$500kloansBBanksCommercialdepositshare(%)ASept'07Sep’05xx%ofSMBsarelocatedinxxareaDepositsharegrowthlargelydrivenbystronggrowthinpublicsectorCommercialrevenueCAGR(‘05-’07),(%)Loan&BAsDepositServicesOtherFeesFXFeesTermDepositDemandLoansDemandDepositMort-gageSpecial

DepositCompensationhighlysupportiveofFXsalesDepositservices(cashmgmt)tendtobekeydriverofrelationship‘stickiness’andprofitability2006-07No.ofCommercialclients(k)2005-06#Lost#AcquiredLargepoolofxxunassignedclientsareathighriskofattrition1ProductPenetrationBySegment(Clientcorecustomersvs.market)SegmentsComplexLoan4DepositPaymentservicesTradefinanceOffshorebankingTreasury/TMUInvestmentbankingMicroSMECorporate91%100%24%17%4%1%0%29%100%43%29%10%24%0%4%14%1%48%15%95%84%0%3%3%33%34%93%87%4%25%30%61%52%93%64%x%x%ClientMarketProductpenetration7%55%51%100%47%98%83%Client’spenetration<10%under-penetrated<50%under-penetrated>50%under-penetratedBasicSource:Customerquantitativesurvey,Clientdata,BCGanalysis1UnderstandingclientproductpenetrationIdentifyingwhitespaceforclient'scorporatebankingbusinessMayincludecreditcardsNote: FourotherbanksusedherearethemostcommonlyusedbanksbySMEandtheonesmostmentionedasTopSMEbankSource:Quantitativesurveyanalysis,BCGanalysis LoanDepositPersonalWMPaymentservicesTradefinanceOffshorebankingTreasuryInvestmentbankingOther(1)BusinessComplexBasic<10%11-20%21-30%31-40%41-50%51-70%71-99%Levelofproductpenetrationoflendingcustomers(%ofrespondents)100%1WMawhitespace,noonehascapturedthemarketsharessignificantlySource:Companywebsites;investorpresentations;BCGanalysisMultiplecoveragemodelsadoptedbyleadingplayersRelationship-ledapproachIncreasinguseoftechnologyandprocessTraditionalRMbygeographyOneRMdedicatedtoagroupofclientsDifferentintensityofproductspecialistusageAssignedbygeographybutsometimesbyindustrySalesprimarilydrivenbyproductspecialistteamsRoleofRMisincoordinationandidentifying

newopportunitiesProduct-ledapproachSinglecoverageOneperson,usuallyI-Banker(Wachovia)orcorporatebanker(HSBC,Nordea)inchargeoftheclientserviceteamDualcoverageSharedresponsibilitybetweenI-bankerandcorporatebankerforrelationshipClearproductsplitLargeCaps/MNC’sRMbyindustry/sectorOneRMdedicatedtoagroupofclientsDifferentintensityofproductspecialistusageGroupedbyindustryIncreasinguseoftechnologyClientshaveaccesstopoolofRMs

(semi-ornon-dedicated)Leveragetech/toolstodeepenrelationshipMid-CapsSmallCapsT/Othresholds1SuccessindistributionrequiresaholisticapproachSenseofpurpose

andleadershipAvisionandsenseofmissionthatinspire

individualsandclarifytheirobjectivesPerformancemanagementandrecognitionHighlyvisibleperformancemanagementandrecognitionsystemsPeoplemanagercapabilitySuperiorpeople-skillsandleadershipbehaviorsClearsinglepointaccountabilities—roles,goalsanddecisionrightsalignedCollaborationmechanismsinplace—planning&budgeting;operationalteams;trustHardwiredintegrationofaccountabilitiesintomeasurement,performancemgt,compensationandpromotionsystemAccountabilitiesandcollaborationAnaccountabilitysystemandworkingenvironmentwhichfosterstrongperformanceandcollaborationSharedcommitmenttoobjectivesattop,withclearcommitmentofleaderstocorporatebankingplan...alignmentoncreditvs.otherproducts,riskappetite,segmentprioritiesManagersthatcanbreakdownsilobehaviorsandcoachsalesstafftosucceedBCGframeworktoenablethecorporatebankingorganization2DiagnosisrevealedsignificantgapstowardsahighperformanceorganizationinthecorporatesegmentDiagnosticissuesStretchgrowth,profitabilitygoalsnotsharplydefinedNosharedagreementonspecificactionableobjectivesaroundfullclientrelationshipRMsandProductspecialistsdonotsharesenseofmissionandcommonpurposeSinglepointaccountabilityforclientsuccessisunclearandteamaccountabilityexpectationsunclearPlanningandoperationsreviewprocessesweakProductandrelationshipbankersdistrust/disrespecteachotherOpinionvs.databasedjudgmentsPoorinformationqualityofprovideddataintermsofaccuracy,completeness,timelinessAnnualplanhasnoteethOperations:PerformancemanagementprocessinadequateMetricsforresultsandinputarenotrobustenoughTalent/peoplemanagementisweakHighperformanceorgresponseDevelopspecificrevenueandprofitgoalsderivedfromclientprofilesandrigorousprioritizationPrioritizationbasedonwelldocumented,shared,transparentunderstandingofproducts,clients,competitorsCommunicatecorporatebankingstrategytoRMsandproductorganizationsSeniorexecssignalhighpriorityofsuccessDefineclientrelationshipdecisionandvetorightsforRMsandproductspecialistsMakelinkagebetweenindividualroles,goalsandmetricsstrongandtransparenttoentireteamStressbi-annualplanningandweekly,monthly,quarterlyoperationsreviewprocessesAddressissueopenlyandcreatecollaborationmechanismsandhighperformanceteamingInformationanddataasrobustandtransparentaspossible:Buildclientandbankerscorecardanddashboardtoolstoprovideaccuracy/transparency,completeness,timelinessMovetoactive,fullbi-annualplanningprocessWeekly,monthly,quarterlyoperationsreviewmeetingsResultsmetricstiedasfaraspossibletoobjectiveinputdata(internalandexternal)Createtransparent‘bankerdashboard’BesidesfinancialdataalsoincludeoperationalindicatorsinperformancediscussionRealisticskills/capabilitiesassessmenthastobeaggressivelyappliedtorecruitment,development,outplacementIncreasedfocusoncoachingandpeopledevelopmentascorecapabilitiesforsalesmanagersandexecsSource:BCGclientexperiencedatabaseSenseofpurpose

andleadershipVision,senseofmissionthatinspire

individualsandclarifytheirobjectivesPerformancemanagementandrecognitionHighlyvisibleperformancemanagementandrecognitionsystemsPeoplemanagercapabilitySuperiorpeople-skillsandleadershipbehaviorsAccountabilitiesandcollaborationAccountabilitysystem,workingenvironmentwhichfosterstrongperformanceandcollaboration2Evaluatedinitiativeportfoliotoguardagainstincrementaleffort,pushharderwherenecessaryImplementationchallengeTransformationInitiativePortfolioCostReductionRevenueIncreaseCurrentInitiativeNIBTImpact($M)PushHarderNew300+smallinitiativesillustratedRe-examinedtofreeupcapacity3Source:BCGanalysisSalesprocessesandtoolstosupportahighperformingsalesforceBuildingbest-in-classcorecapabilitiessupportedbysalesforceandorganizationalenablersdrivesvaluecreationDistributionModelalignedwithcustomerneedsandstrategicprioritiesCustomerneeds/segmentationDistributionapproachResourceallocationProductprioritiesChannelsandleadgenerationSalestoolsandtrainingSalesandcreditprocessesBusinessstrategiesWinningclientpropositionDifferentiatedcorecapabilitiesEconomicleversWinningclientpropositionDifferentiatedcorecapabilitiesEconomicleversOrganization&cultureTalentManagementCollabration-Performancemgmt.PrioritizedbusinessagendaEnterprisevision&objectivesOrganizationalenablerstodrivethebehaviorstogetherwiththepeoplecapabilitytodrivesuccessBusinesscasedrivenbyeconomicleversMaximizingshareofwalletIncreasingnetnewnumberofclientsHavingalow-costefficientdeliverymodelRedirectedsalesforcefromcredit-centrictocashmgmt/deposit-centric4SummaryofcommercialbankingtargetdistributionmodelSalesprocessandenablersDistributionModelSegmen-tation/

ClusteringDistributionApproachResourceallocationProductPrioritiesChannelsandleadgenerationSalestoolsandreportsSalesandcreditprocessesTherolesandresponsibilitiesoftheSeniorManagerwillchangetofocusoncoachingandthedevelopmentofamoreproactivesalescultureTheroleoftheaccountmanagerandtheaccountmanagerdepositwillbemerged;theaccountmanager'sscorecardwillbeadjustedtoreflectthenewfocusoncross-sellingSomeproductspecialistsandgeneralistswillbegiventheroleofa"Hunter"tofocusonnewcustomeracquisition;thisrolewillbetestedforsixmonthsintworegionsbeforebeingrolledoutbank-wideAnewspecialistfocusingontreasury/riskmanagementproductswillbeaddedtothecommercialteamThefinancialplannerentrepreneurwillbepartoftheoverallCommercialteamAcreditspecialistandanewlydefinedroleoftheAgentsdeCompteswillenableAMstohavemoretimeavailableforsellingBestpracticetoolsandnewincentivesschemeswillbeimplementedBestpracticetoolstoidentifyclientopportunitiesNewincentivessystemdirectlylinkedtosalesresultsNewcoachingmethodswillpromoteaproactivesalescultureRedesignedcreditprocesswillloweroperatingcosts,increasespeedandfree-uptimefortheAccountManagersDistributionmodelProfitforthebankperclient1CosttoserveofCommercialAM$3,400–3,600CosttoserveofSMEAM$800-1,000MicroSMECommercialClientsabovesalessizethresholdsgenerateenoughprofittooffsetthecosttoserveofeachmodel<$0.1M$0.1-0.5M$0.5-1.0M$1.0-2.5M$2.5-5.0M$5-15M$15-35M>$35M1.DefinedasRevenue–CoC–Expectedloss–allocatedfixedcosts(ExcludesdirectFTEcosts)Source:GRCWeb,BCGanalysisClientsalessizeSegmentationCashMgmtLendingPayrollSvc&MFPayrollSvc&MFFXPayrollSvc&MFFXFXInt'lProductsPayrollSvc&MF'Commonproducts''Add-onproducts'Note:Usageforacategorydefinedwhengreaterthan10%ofclientbaseisusingtheproductSource:GRCWeb,BCGanalysis<$0.1M$0.1-0.5M$0.5-1.0M$1.0-2.5M$2.5-5.0M$5-15M$15-35M>$35MFXInt'lProductsPayrollSvc&MFClientsalessizeprovidesindicationofproductusageamongBNCclientbasePayrollSvc&MFCommercialSMEMicroClientSalesCashMgmtLendingCashMgmtLendingCashMgmtLendingCashMgmtLendingCashMgmtLendingCashMgmtLendingCashMgmtLendingMed.loansize$35k$62k$88k$154k$312k$674k$1,337k$3,603kSegmentationOverviewofthetargetcommercialbankingteam-baseddistributionapproachDTGCredit

SpecialistFinancial

PlannerEntr.Business

Develper

"Hunter"AdCAMDSMTradeFinSpecialist

(exDCI)Treasuryspec