（英文）行业资料 The data and analytics edge in corporate and commercial banking -mckinsey

March2023

FinancialServicesPractice

Thedataandanalyticsedgeincorporateandcommercialbanking

Ascorporateandcommercialbanksserveincreasinglycomplexneeds,newdata-andanalytics-poweredtoolscanhelpthefrontlineunderstandtheircustomersandimprovesales.

byDenisFrancis,ImkeJacob,andFadiZoghby

3.0

3.4

2.9

3.2

2.7

3.1

2.4

2.8

2.3

2.7

Withrevenuesof$2.3trillion,corporateand

commercialbankingaccountsforasignificant

shareoftotalglobalbankingrevenues(Exhibit1).

IntheUnitedStates,forinstance,corporateand

commercialbankingrevenueshaveadvanced

atdoubletherateofGDPgrowth.1However,

succeedinginthissectorhasneverbeenmore

challenging.Corporateandcommercialclients

arenolongersatisfiedwiththetraditionallineup

ofloanandcreditoptions.Theyarelookingfor

personalizedofferingsdrawnfromawiderarray

ofservices—includingtransactional,fee-based

servicessuchasdigital,real-timepaymentsand

beyond-bankingfeatureslikespendanalyticsand

granularliquidityandcashforecasting.Clientsalso

expectbankstohavethecapabilitiesandindustry-

specificexpertisetoworkwiththemacrosstheir

globalsupplychainsandhelpthemtacklenew

challenges,includingdecarbonization.Adding

tothechallengearefintechs,whicharevying

formarketshareindomainssuchaspayments,

lending,andsecuritiestrading.

Muchoftheresponsibilityformeetingsuchcomplex

clientdemandsfallsuponabank’sfrontlinestaff,

itsrelationshipmanagers(RMs).Theseemployees,

whoareresponsiblefortheorganization’slargest

customers,alreadyhavealotontheirplates.The

intensityoftoday’sneedsoftenleavesRMstoobusy

withasubsetofexistingcustomersandwithout

enoughtimetodevelopnewopportunitiesforthe

bankorfindtherightsolutionsforothervaluable

clients.AccordingtoMcKinseyinterviewswith

executivesatmorethan15banks,manyreportthat

theystrugglewithclientacquisition,withamajority

oftheirRMsacquiringlessthanfivenewclientsa

year.Thisshortcomingleavesconsiderablerevenue

onthetable,bothfromnewopportunitiesandfrom

untappedvaluepropositionsthatcouldbenefit

existingcustomers.

Exhibit1

Corporateandcommercialbankingwillcontinuetorepresentasigniicantshareofoverallbankingrevenue.

Globalbankingrevenuebysegment,$trillion

6.1

6.4

5.7

5.2

5.0

Corporateand

commercialbanking¹

Retailbanking

20222023F2024F2025F2026F

¹Excludesinvestmentbanking.

Source:McKinseyPanoramaGlobalBankingPools

McKinsey&Company

CAGRforecast,2022–26,%

6.3

Overall

6.4

Corporateand

commercialbanking¹

Retailbanking6.2

1FederalReserveBankofSt.Louis;IHSGlobalInsight;McKinseyPanorama—GlobalBankingPools.

2Thedataandanalyticsedgeincorporateandcommercialbanking

Next-generationfrontlinetechnology

Overtheyears,bankshaveintroducedarangeoftechnologicaltoolstohelpRMsserveclientsmoreefficientlyandeffectively.Manyofthesesolutions,however,areneitheruserfriendlynorcomprehensiveintheiruseofdatatogenerateinsightsforRMs.Accountplanning,clientpotential,andpricingsolutions,forinstance,arenotfullyautomatedandrequireadditionaltimeandeffortfromRMs.Inaddition,thedatainputsareoftenincompleteandseldommergeinternalandexternalsourcestocreateafullpictureofaclient’sneedsandcircumstances.

Somebanksarenowtakingadifferentapproach.Insteadofprovidingthefrontlinewithmanytoolsfordifferenttasks(atonebank,wecountedmorethan30),theyareusingdataandadvancedanalytics(AA)tobuildaunified,easilynavigable,andintuitiveplatformwithinthecustomerrelationshipmanagement(CRM)system.Thisapproachcanhelp

RMsbetterunderstandtheircustomersandleadtonewsalesineachcustomerrelationship.

Poweredbydata,theseAA-enabledworkbenchesofferavarietyoftailoredinsights,suchasnewclientopportunitiesandnextproductstobuy,calculationsofclientrevenuepotential,detailedpricingguidance,andidentificationofclientsatriskofchurn(Table).DesignedtobeahubthatincludesalltheinformationneededbyanRMorteamleader,theseplatformshelpfrontlineemployeesnavigatethecomplexityofclientexpectationsandserveclientsbetter.

InaMcKinseysurveyof70corporateandcommercialbanksconductedinSeptember

2022,allrespondentsindicatedthattheyhaveacceleratedtheiradoptionofAA-enableddigitalfrontlinesolutionsacrossgeographiesandtiersovertheprevioustwoyears.Butmanyorganizationsarestilllearninghowtocreateandimplementthese

Table.Leadingcorporateandcommercialbanksuseadvancedanalyticstoempowerrelationshipmanagersinkeyareas.

Pre-clientmeeting—preparation

Clientmeeting—

negotiation

Post-clienttracking

meeting—

Corporateand

commercialbanking

process

Prospecting

Prioritization

Demand/opportunities

Productoffering

Pricing

Targettracking

Refinement

RMneeds

Identifylikely-to-convertprospects,assessclientpotential,recommendproducts,andpinpointcustomerslikelytochurn

Pricemultipleproductsatthesametimeandsupportpricenego-tiationsandwhat-ifscenarios

Settargetsbasedonclientpotential,monitorsalesexecution,andidentifybehaviortiedtohighperformance

Advancedanalytic

models

ProspectingwalletsizingNextproducttobuyProbability-to-churn

Referencepricing

Pricingleakage

Targetsetting

RMeffectiveness

Churnmanagement

McKinsey&Company

Thedataandanalyticsedgeincorporateandcommercialbanking3

solutions.Roughlythree-quartersofthesurveyedbankssaidtheywerestillintheexperimentationphase,withsomestrugglingtoreaptherewardsoftheirinvestment(Exhibit2).

Impactofasuccessfuladvancedanalyticsinitiative

Anintegrated,data-drivenapproachrepresentsastepchangeinhowfrontlineemployeesusetechnology,andcanleadtosignificantperformanceandefficiencygains.AccordingtopilottestingMcKinseyundertookwithmultiplebanks,RMswhousedAAworkbencheshad

9percentportfoliogrowthovera12-monthperiod,whilecontrolgroupswhodidnotuseworkbenchessaw5percentgrowth.Theyalsospreadthisgrowthacrossmoreclients,receivedfivetimesmorecross-sellingideas,andspent90percentlesstimeonaccountplanning.

Thislevelofperformancecangeneratesignificanttop-linegrowthforabank.AleadingEuropeanbank,forinstance,usedclientdatatobuildanAAmodelthatstreamlinesaccountplanningandquantifiestherevenuepotentialofeveryexistingandprospectivecustomerinthemarket.

PuttingthedataintothehandsofRMsledtorevenuegrowththatwasthreetimesfasterthanthemarket.

Similarly,aregionalbankintheUnitedStatesuseditsAAworkbenchtoboostthenumberofnewcustomeropportunitiesbyfivetimesandgeneratethreetofournewsuggestedactionsforeachexistingclient.Asaresult,thebank’scorporateandcommercialrevenueisontracktoincreasebymorethan20percentoverthreeyears.AndataleadingbankintheMiddleEast,AAmodelsimprovedleadconversionby20percentandenabledtop-linegrowthfourtimesgreaterforpilotsthanforcontrolgroups.

Inadditiontotheseresults,banksadoptingAAworkbencheshaveseenotherbenefits:

—betterprioritizationofclientsbasedontheir

intrinsicneedsandtheirvaluegenerationpotentialforabank,ratherthansegmentationbywallet,enablingRMstodevotetheappropriateamountoftimeandattentiontoaccounts

—moretimeforRMstofocusonvalue-

addingactivities

Exhibit2

Banksareatvaryingstagesintheirimplementationoffrontlineadvancedanalytics.

‘Wheredoyoustandwithyouradvancedanalyticseforts?,’¹%respondents(n=28)

Leading,cutting-edge

Started,stillexperimentingProgrammatic,scaling

75214

¹Respondentswhosaidtheyhave“Notstarted”is0%.

Source:McKinseywebinarsurveyofglobalcorporatebankingleaders,September2022

McKinsey&Company

4Thedataandanalyticsedgeincorporateandcommercialbanking

Anintegrated,data-drivenapproachrepresentsastepchangeinhowfrontlineemployeesusetechnology,andcanleadtosignificantperformanceandefficiencygains.

—animprovedcoveragemodelthatencompasses

allproductofferings

—keyinformationatRMs’andteamleaders’

fingertips,enabledbyanewfront-endworkflowintheCRMsystem

—transparentRMperformancemanagementand

accountability,withtheabilitytosetescalationpathstosalesmanagers,monitorinitiatives,andbenchmarkfrontlineperformanceagainsttargetsandpeerinstitutions

Implementationmatters

InAAworkbenchinitiatives,thedominantfactorassociatedwithsuccessisfrontlineadoption.EventhemostrobustandsophisticatedtoolsareoflittleconsequenceifRMsdon’tseethebenefit.Thebestwaytosetupaninitiativeforsuccessistoplacetheexperienceandperspectivesoffrontlineemployeesatthecenteroftheprocess.Thefollowingsevenpracticesarecommonatbankswithhigh-impactAAworkbenchinitiatives.

Presentingnewfront-endtoolsaspartofanoverallstrategicgrowthprogram

GivingRMsandotherfrontlineworkersanAAworkbenchasastand-aloneinitiativeisfarlessappealingthanpositioningitasanimportantpillar

ofabroaderstrategicplan.IfRMsknowwhytheworkbenchtoolsweredevelopedandhowthetoolswillhelpthemdeliveronabank’sthree-tofive-yearagenda,theyarefarmorelikelytowanttoadoptthem.

Startingwithusecasesprioritized

bythefrontline

Althoughabank’sanalysismayidentifyasetofhigh-valueusecases,selectionofinitialusecasesshouldnotrelysolelyonfinancialcriteria.BankscanmotivatethefrontlinebyinvitingRMstodiscussprioritiesandselectthethreetofiveusecasestheyconsidermostimportant.Inpractice,frontline-prioritizedusecaseshaveincludedclientacquisition(atabankinChina),tradefinancecross-selling(abankintheMiddleEast),clientpotential(aNorthAmericanbank),andmarkets/foreign-exchangecross-selling(aEuropeanbank).

Oncetheworkbenchisupandrunning,thebankcanaddfunctionalityprioritizedbybankmanagement.InourSeptember2022survey,weaskedmanagerstoidentifytheirtoptwousecasesforadvancedanalytics.ThelargestpercentagesselectedcustomerpotentialorwalletsizingandRMproductivity(Exhibit3).Environmental,social,andgovernance(ESG)usecases,includingnet-zeroanalytics,alsoareemergingasapriority.

Thedataandanalyticsedgeincorporateandcommercialbanking5

Exhibit3

Corporatebankingleaderssaythehighest-priorityusecaseswillbeassessingcustomerpotentialandrelationshipmanagerproductivity.

Priorityusecasesforadvancedanalytics,¹%ofrespondents(n=57)

Customerpotential/walletsizing21

Relationshipmanagerproductivity18ESG/net-zeroanalytics12

Retention/churn11

Pricing11

Riskmanagement/early-warningservices11

Supplychainanalytics7

ofclientbusinessmodel

Inlationandinterestratesensitivity5

Teameiciency5

¹Questionwasasked:“Whatareyourtop2frontlineadvancedanalyticsusecaseprioritiesfor2022andbeyond?”

Source:McKinseywebinarsurveyofglobalcorporatebankingleaders,September2022

McKinsey&Company

InvestinginRMuserexperience

TheidealAAworkbenchisseamlesslyembedded

intothefrontline’sdailyworkflow.Wehaveseen

significantdifferencesinRMadoptionbasedon

howmucheffortbanksputintouserexperience.

Somebanks,forinstance,haveassignedtheirbest

designers(suchasthosewhobuildmobileapps)to

createRMjourneysthatareeasytouse,intuitiveto

navigate,andfreefromcomplicatedmessaging.At

onebank,additionaldatawereaddedtothemain

clientscreeninawaythatimmediatelyshowsRMs

theupsidepotentialacrossdifferentproducts.

Anotherimportantsuccessfactorthatimprovesthe

RMuserexperienceisastreamlinedtechnology

stack.Insteadofaddingyetanotherfrontlinetool,

banksseeamuchmorepositiveresponsefrom

RMswhentheyusetheopportunitytomergeall

existingfunctionalityintoonesimplelog-inand

replacelegacytools,suchasspreadsheetsforlead-

tracking,withdigitalones.

CreatingadedicatedAAteamforthejob

Sincetalentindata,analytics,anddigitizationis

scarce,bankssometimeschargetheirdigitalteams

withservingretailbankingaswellascorporateand

commercialbanking.However,learningtospeak

thelanguageofRMsandgettingdomainexpertise

incorporateandcommercialbankingoftenrequires

fullimmersion.Bankslikelywillfinditmoreeffective

todeployasmall,dedicatedteamoffivepeoplethan

toshuffle15to20peopleacrossbusinesses.

WinningRMs’trust

SinceRMsremainaprimarydriverofclient

satisfaction,theinitialversionofanAAworkbench

mustresonatewiththem.SuccessfulMVPsnotonly

deliveractionableinsightsbutincludehigh-interest

informationsuchasthenamesofotherRMswho

recentlywoncomparabledealswithsimilarclients.

Ina2022McKinseyFinaltaCorporateBanking

DigitalBenchmarksurvey,63percentofbanks

reportedtheyhadintegratedreal-timefinancial

6Thedataandanalyticsedgeincorporateandcommercialbanking

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monitoringthatallowsRMstotracktheirownperformance.Inaddition,morethan50percentsaidtheyhaveembeddednext-actionrecommendationstailoredtospecificclients.2

Enrichmentovertime

SuccessfulAAworkbenchinitiativeshaveaclearroadmapfortheenhancementandaugmentationofusecases.Thisincludesupgradingthemwithnewandgranulardatasources(forexample,transactiondata)andmoresophisticatedmodelingtechniques.Italsoentailsaddingnewusecases,suchasESGanalytics,andexpandingtheusecasedeliverychannel,whichletsRMsdeliverideasdirectlytoclientsandfollowupthroughdigitalchannels.

Adaptingtheoperatingmodel

Dataandanalyticsalonecan’tboostbankingrevenues.Tomaximizethebenefitsofadvancedanalytics,bank