SME Banking Masterclass

5 days 9-13 Jul 2018, London UK £4,995.00 + VAT* Download brochure Add to basket
5 days 7-11 Oct 2018, Dubai UAE £4,995.00 Download brochure Add to basket
5 days 12-16 Nov 2018, Singapore Singapore $5,595.00 Download brochure Add to basket
5 days 26-30 Nov 2018, London UK £4,995.00 + VAT* Download brochure Add to basket

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Overview

 A comprehensive 5-day strategic management course for banking experts that will help you to:

• Implement a successful SME strategy
• Build a SME focussed sales force and increase the cross-selling rate
• Introduce innovative products and "product bundles"
• Calculate risk adjusted pricing
• Apply standard risk cost, RAROC, economic capital and EVA
• Apply modern credit scoring systems
• Improve the credit decision process
• Implement an effective risk limit system

Course overview

Lending to SME customers presents one of the greatest opportunities for commercial banks to pursue growth and profitability; at the same time it ties up a large amount of economic capital and represents substantial credit risk.

Taught by an internationally experienced banking executive, this course is designed to give delegates a comprehensive overview of how to build a successful SME banking strategy and how to raise the performance of their institution. The course will teach how to use the planning process to set goals, to control costs and to increase the profitability of clients and focuses on the needs of SME customers, how to define their product needs and discusses efficient client relationship management. The concept of risk adjusted pricing and minimum pricing based on the usage of standard risk costs, economic capital, RAROC and EVA will also be introduced.

Methodology

• The course will use real-life case studies and examples to develop delegates' understanding of all aspects of SME banking, client management and credit risk issues.

• Provides hands-on examples of how to create value by implementing efficient credit decisions and creating efficient rating and scoring systems.

• Through practical examples illustrate how qualitative and quantitative ratios are applied to examine the creditworthiness of clients and transactions.

• Finally, you will assess the main risk factors in SME banking and learn how to mitigate these risk factors and to use an effective portfolio management.

Who should attend

This course is for top bankers, senior executives who are expected to reach this level, and those who support directly the top management teams of their banks:

  • The leaders of banks who are keen to enter or boost business with SME’s:
     - CEO’s, members of boards of management and top executive committees
     - Owners of banks and their supervisory board directors
  • General managers, executive vice presidents and directors who are:
     - Directly involved in SME Banking
     - Working for subsidiary companies that provide specialized services to SME’s, for example, insurance, leasing, investment and software services
  • Senior executives responsible for “support” divisions, including Strategy, Marketing, Sales Support, Risk Management, Credit Risk, Market Risk, Operations, Finance, Human Resources, Information Technology, Legal, Internal Audit and Compliance

“High-flyers” with potential to “rise to the top” will also find the course broadening and beneficial.

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

Singapore
Clive Wykes

Born in Belgium, the course director is of British nationality. He was raised and educated both in England and Belgium, where he graduated from the University of Louvain (UCL) in Belgium, with a Masters in Applied Economic Sciences.

From 1973 to 1991 he developed his career in banking with American Express and Chase Manhattan Bank. During those years he covered many areas of banking of which credit and marketing, risk management, product development and management, budgeting / MIS and strategic planning as well as general management. He was exposed to local and international markets in Retail Banking and Corporate Banking (SMEs, large global corporations and Institutionals). He had management responsibilities at departmental level and General Management responsibilities included CEO - Country Manager Chase Belgium and EMEA Sales Executive Risk Management Products.

In 1991, he founded a Management Consultancy firm, PI Consulting SA Belgium, and developed his business with large European financial institutions. In 2008 he founded BC&T Ltd in Mauritius to take over the consulting and training activities of PI Consulting SA, Belgium and focused primarily on emerging countries and banks, while maintaining his activities in Europe, the Middle East and Asia. He has had consulting mandates with banks such BNPP, AXA, Barclays, Soc Gen, FNB, BBS and many more. He has collaborated with large solution vendors (Teradata, CSC, SAS...) in risk management, compliance and IFRS solution design as well as client valuation and management solutions. 

The course director has worked in over 50 countries around the world, with banks and other financial institutions either as project manager in management consulting assignments or as training course director. He has collaborated with large international consulting and IT firms such as Computer Science Corporation, Teradata and others, as senior business consultant and industry specialist.

London
Chris Batt

Chris Batt has extensive experience of helping banks to boost profitability. He is an internationally-recognised authority in advising the owners, boards and top management teams of leading banks and other financial institutions, worldwide. He has worked with over 160 banks and other financial institutions in more than 60 countries across Europe, the Middle East, South East-Asia, other parts of the Asia-Pacific region, Africa, North and Latin America.

Chris was elected a Fellow of the Chartered Institute of Bankers (FCIB) in the United Kingdom in recognition of his status in the UK banking industry and his educational services to top bankers.

Primarily, he works with commercial, private and merchant banks; mortgage and savings banks; investment and securities companies; and competitors to these types of organisation. He also works with central banks and has extensive consulting experience in the insurance field including life, pensions and general insurance.

Chris’ assignments focus on profit improvement, corporate governance, domestic strategy, international strategy, marketing strategy and selling intensity, credit and market risk management, asset and liability structure policies, technology strategy, human resources management, reengineering and reorganisation, planning & control procedures, management information systems and matters of management style and culture.

Over his career, Chris has held senior positions in six banks/financial institutions and five well-known management consulting firms:

  • Jordan Ahli Bank in Jordan, Chief Executive Officer (CEO)
  • Large Russian Bank: Chairman of the Group Credit Policy Committee
  • Visa International, USA - Member of Executive Committee, Head of Global Strategy
  • Large Spanish Commercial Bank: Strategy Adviser to the President and to the CEO
  • Grindlays Bank, UK - General Manager of Specialised Finance, General Manager of Group Planning
  • NatWest Bank, UK - Group Planning Manager, Head of Management Sciences

He has master degrees from Cambridge and London Universities, and a Diploma from Imperial College. 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

Dubai
Clive Wykes

Born in Belgium, the course director is of British nationality. He was raised and educated both in England and Belgium, where he graduated from the University of Louvain (UCL) in Belgium, with a Masters in Applied Economic Sciences.

From 1973 to 1991 he developed his career in banking with American Express and Chase Manhattan Bank. During those years he covered many areas of banking of which credit and marketing, risk management, product development and management, budgeting / MIS and strategic planning as well as general management. He was exposed to local and international markets in Retail Banking and Corporate Banking (SMEs, large global corporations and Institutionals). He had management responsibilities at departmental level and General Management responsibilities included CEO - Country Manager Chase Belgium and EMEA Sales Executive Risk Management Products.

In 1991, he founded a Management Consultancy firm, PI Consulting SA Belgium, and developed his business with large European financial institutions. In 2008 he founded BC&T Ltd in Mauritius to take over the consulting and training activities of PI Consulting SA, Belgium and focused primarily on emerging countries and banks, while maintaining his activities in Europe, the Middle East and Asia. He has had consulting mandates with banks such BNPP, AXA, Barclays, Soc Gen, FNB, BBS and many more. He has collaborated with large solution vendors (Teradata, CSC, SAS...) in risk management, compliance and IFRS solution design as well as client valuation and management solutions. 

The course director has worked in over 50 countries around the world, with banks and other financial institutions either as project manager in management consulting assignments or as training course director. He has collaborated with large international consulting and IT firms such as Computer Science Corporation, Teradata and others, as senior business consultant and industry specialist.

Venue

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date. If you need help booking accommodation for your visit to our training courses, please contact accommodation@euromoneylearningsolutions.com and one of our partners will help you get the best rate possible.

Dubai

Dubai Finance

This programme takes place on a non-residential basis at a central 4 to 5* Dubai hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

If you need help booking accommodation for your visit to our training courses, please contact accommodation@euromoneylearningsolutions.com and one of our partners will help you get the best rate possible.

Singapore

4-5 Star Hotel in Singapore

All of our courses are held in 4 – 5 star hotels, chosen for their location, facilities and level of service. You can be assured of a comfortable, convenient learning environment throughout the duration of the course.

Due to the variation in delegate numbers, we will send confirmation of the venue to you approximately 2 weeks before the start of the course. Course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

Related Courses

Inhouse


 

Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company's exact requirements? If you'd like to do either of these, we can bring this course to your company's office. You could even save up to 50% on the cost of sending delegates to a public course.

To find out more about running this course in-house:





Our Tailored Learning Offering

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We'll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

inhouse-learn-more

We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

Agendas are localised, please select your preferred location.

Day 1

 
Session 1: Introduction to the Course

  • Course Themes, Subjects and Timetable
  • Introduction of Delegates and the Course Leader
     
THEME 1: THE NATURE & IMPORTANT CONTRIBUTIONS OF SME’s


Session 2: Definitions by Governments and Banks of SME's

  • The Importance of Having Clear and Agreed Definitions of SME’s
  •  Definitions Used in the European Union:
    - Autonomous Enterprises
    - Partner Enterprises
  • - Linked Enterprises
  • Definitions Applied in the USA
  • Definitions of SME’s Used by Illustrative Banks Around the World

Session 3: Important Contributions Made by SME’s

  • Provision of Numerous Goods and Services, Many Crucial to Modern Living
  • Provision of Employment, Usually Large in Most Countries
  • Stimulation of Innovation
  • Spurring of Competition
  • Generation of Tax Revenues
  • Common Barriers to the Development of SME Banking

Session 4: World-Class Standards & Examples of SME Banking

  • The Challenge of Achieving High Profitability in SME Banking
  • Main Elements of SME Banking:
    - Key SME Sub-Segments
    - Main Management Functions
  • World-Class Standards of SME Banking
  • Examples of Successful SME Banking
  • Discussion: Priorities for Upgrading SME Banking at Delegates’ Banks
     
THEME 2: MARKETING & SELLING TO SME’s


Session 5: Case Histories: Successful SME Marketing Strategies

  • Market Segmentation in Banking
  • The Nature and Contributions of SME Marketing Strategy Focused on Profitability
  • World-Class Standards of SME Marketing Strategy in Leading Banks
  • Examples of “Winning” and “Losing” SME Marketing Strategies
  • How Well-Founded and Executed Marketing Strategies Can Increase Bank Profits by 30%
  • Important Practical Lessons
  • Discussion: Priorities for Upgrading SME Marketing Strategy Across Delegates’ Banks

Session 6: Group Work - Segmenting the SME Markets of Delegates' Banks

  • Choosing and Defining Segments of the SME Market
  • Estimating the Sizes and Contributions of SME Market Segments
  • Technical and Political Barriers to Market Segmentation
  • Practical Steps in Segmenting a Bank’s Whole Customer Base
  • Training Bank Personnel and Customers About Segmentation

  

Day 2

 
Session 7: SME Products, Services and Channels Provided by Leading Banks

  • SME Products & Services from Leading European Banks
  • SME Products & Services from Leading Banks in:
    - Russia
    - The Middle East
    -  Asia
  • Sub-Segments of the SME Market Being Targeted by Banks
  • The Growing Range of Specialized Channels Used by SME Banks
  • Key Perspectives and Conclusions About Developments in SME Banking

Session 8: Group Work - Setting SME Product & Channels Development Priorities for Delegates' Banks

  • Product & Service Development Priorities, including:
    - Deposit, Savings and Investment Services
    - Loans and Mortgages
    - Insurance Services
    - International Banking Services
    - Business and Support Services
    - Discussion: SME Product Development Priorities for Delegates’ Banks
  • Sales & Delivery Channels Development Priorities, including:
    - Mobile Sellers Focused on SME’s
    - Tele-Selling to SME’s
    - Dedicated SME Websites
    - Traditional, Non-Segmented Branches
    - Stand-Alone Business Centres for SME’s
    - SME Business Centres Within Dual or Multiple Segment Branches
    - Discussion: SME Channels Development Priorities for Delegates’ Banks

Session 9: Case Study - Formulating a Winning SME Marketing Strategy

  • Defining Mutually-Exclusive Segments of the SME Market
  • Assessing the Attractiveness of SME Market Segments
  • Assessing a Bank’s Competitive Strengths in Different SME Market Segments
  • Setting Development Priorities Across SME Market Segments
  • Specifying Action Plans for Moving Ahead
  • Setting Profit Improvement Targets for Individual SME Market Segments
  • Setting the ROE Target for the Whole SME Customer Base

Session 10: Case Answer - Formulating a Winning SME Marketing Strategy

  • Delegates’ Answers to the Case Study in Session 9
  • Presentation of the Model Answer
  • Discussion About Advancing SME Marketing Strategy at Delegates’ Banks

Session 11: Case History: How One Ambitious Bank Intensified Selling to SMEʼs

  • The Meaning of “True Selling” as Used by World-Class Banks
  • How Selling Intensity Drives Up Cross-Selling and Profitability
  • World-Class Standards of Selling & Cross-Selling
  • Case History: Steps Taken By One Bank That Intensified Greatly Selling to SME’s
  • Impact of Steps Taken on the Bank’s Growth and Profitability

  
 
Day 3

 
Session 12: Group Work - Intensifying Selling to SME's by Delegates' Banks

  • Estimating the Current Selling Intensity Across Delegates’ Banks
  • Increasing the Number of Existing Types of Selling Job
  • Creating New Types of Selling Job
  • Transferring Personnel from Cost-Generating Jobs into Income-Producing Jobs
  • Increasing Selling Time in All Selling Jobs
  • Reengineering Delegates’ Banks to Reach World-Class Standards of Selling Intensity
     
THEME 3: ORGANIZING FOR EFFECTIVE SME BANKING


Session 13: Case History: Building a Successful SME Division

  • Alternative Locations for the SME Division - Pros & Cons:
     - Within Corporate Banking?
     - Within Retail Banking?
     - Divided Between Retail and Corporate Banking?
     - A Separate Division Alongside Retail and Corporate Banking?
  • Organization of Branch-Based Selling
  • Organization of Mobile (Direct) Sales Forces
  • Organization of Product Management
  • Organization of Key Support Functions: Strategic Planning, Marketing & Sales Support, Credit Management, Financial Control, Human Resources Management, IT Liaison

Session 14: Case Study - Segmenting Branches to Boost SME Sales, Service, Productivity & Profitability

  • Information About the Case Study Bank, its Segments and Strategic Options
  • Adjusting Service Quality Levels for SME and Other Market Segments
  • Improving the Ratio of Front to Back Office Staff Across the Network
  • Boosting Branch Selling Intensity
  • Establishing Special Branches for SME’s and Other Key Market Segments
  • Adjusting the Role and Size of Head Office

Session 15: Case Answer - Segmenting Branches to Boost SME Sales, Service, Productivity & Profitability

  • Delegates’ Answers to the Case Study in Session 14
  • Presentation of the Model Answer
  • Discuss About Segmenting the Branch Networks of Delegates’ Banks

Session 16: Best-Practice Relationship Management of SMEʼs

  • The Objectives of Best-Practice SME Relationship Management
  • Choosing Key SME Customers and Organizing Relationship Teams
  • Focusing SME Relationship Managers on to Sales & Service
  • Planning & Controlling Key SME Customer Relationships
  • The “12 Rules” of Best-Practice SME Relationship Management
  • Discussion: Priorities for Upgrading SME Relationship Management in Delegates’ Banks

Session 17: Assessing, Training & Rewarding SME Relationship Managers

  • Performance Appraisal Criteria for SME Relationship Managers
  • Types of Training Provided to SME Relationship Managers by Leading Banks
  • Reward Systems for SME Relationship Managers
     

Day 4

 
THEME 4: WORLD-CLASS CREDIT MANAGEMENT FOR SME BANKS

 
Session 18: World-Class Standards of SME Credit Risk Management

  • The 250 Elements of SME Credit Risk Management
  • World-Class Standards of SME Credit Risk Management
  • The Credit Risk Assessment Methodology – “CRAM”
  • Case Histories: How Illustrative Banks Became World-Class at SME Credit Management

Session 19: Case Study - Pricing SME Loans - Target-ROE Risk-Adjusted Pricing - “TRAP”

  • Explanation of Target-ROE Risk-Adjusted Pricing of SME 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 SME Credit Operating Costs
  • Calculating Margins Needed to Cover SME Bad Debts
  • Adjusting Margins to Exploit Competitive Dominance in SME Banking
  • Discussion About Strengthening SME Loan Pricing at Delegates’ Banks

Session 20: Case Answer - Pricing SME Loans - Target-ROE Risk-Adjusted Pricing

  • Delegates’ Answers to the Case Study in Session 19
  • Presentation of the Model Answer
  • Discussion About Strengthening SME Loan Pricing at Delegates’ Banks

Session 21: Case History: Strengthening SME Credit Management in a Major Bank

  • Changes to Overall Credit Policy
  • Changes to SME Credit Policy
  • Advancements to SME Credit Processes
  • Improvements to the Organization of SME Credit Management
  • Enhancements to SME Credit Training and Certification

Session 22: Group Work - Advancing SME Credit Management in Delegates' Banks

  • Assessment of Important Elements of SME Credit Management at Delegates’ Banks Against World-Class Standards Using the CRAM Methodology (Abbreviated):
    - SME Credit Policy: Segmentation, Formulation, Documentation, Communication
    - SME Credit Management Processes, Including Credit Scoring, TRAP Pricing, Loan Applications Processing, Early Warning Systems, Remedial Management & Recoveries, Portfolio Monitoring & Management, and Operating Costs
  • Identification of the Main Improvements Needed to Reach World-Class Standards
  • Development of an Action Plan and Timetable for Reaching the World-Class Standards
     
THEME 5: PLANNING & CONTROLLING BUSINESS WITH SME’s


Session 23: Case Study - Measuring the Profitability of SME Customer Relationships

  • Understanding the Case Study Bank’s Balance Sheet and Profit & Loss Account
  • Assessing Transfer Rates for Defining SME Profitability and Selecting the Best:
    - “Psychological” Transfer Rates
    - Cost-of-Funds, Single Pool and Dual Pool Rates
    - Mark-to-Market Rates
  • Calculating and Attributing ALM Profits: “Gapping” Profits and “Structural” ALM Profits
  • Calculating and Attributing SME Customer Profits: Deposit Profits, Lending Profits
  • Restructuring the Case Study Bank’s Balance Sheet to Balance Profits and Risks

 
 

Day 5

 
Session 24: Case Answer – Measuring the Profitability of SME Customer Relationships

  • Delegates’ Answers to the Case Study in Session 23
  • Presentation of the Model Answer
  • Discussion About Upgrading SME Profitability Measurement at Delegates’ Banks

Session 25: Case History: How One Bank Boosted the Profitability of SME Business Greatly

  • Introduction to the Case History Bank
  • Best-Practice Calculation of SME Banking Profitability
  • The “Drivers” of SME Banking Profitability
  • Impact on SME Profitability of Individual Best-Practices
  • Impact on SME Profitability of Combined Best-Practices
  • Priority Actions for Boosting SME Banking Profitability 

 
Session 26: Focusing Bank Planning & Control on to SME's

  • Overview of SME-Focused Planning & Control
  • Building Superiority with Strategic Planning
  • Action Planning: Translating Strategy into Practical Action
  • SME-Focused Budgeting, Financial Control and Key Performance Targets
  • SME-Focused Performance Appraisal
  • Key Challenges to Overcome
  • Examples of World-Class SME Planning & Control Systems
  • Discussion: Establishing Best-Practice SME Planning and Control at Delegates’ Banks

Session 27: Group Work - Setting Key Performance Targets for SME Banking

  • Measuring SME Profitability Success
  • Tracking Selling Success
  • Controlling Cost-Effectiveness
  • Monitoring SME Bad Debt Performance
  • Assessing Adherence to Policies and Procedures
  • Determining SME Customer Satisfaction
  • Appraising Development of Human Resources
     
THEME 6: PRIORITIES FOR PROGRESS AT DELEGATES’ BANKS


Session 28: Group Work – Priorities for Developing SME Banking in Delegatesʼ Banks

  • Setting Priorities for Establishing SME Best-Practices
  • Defining the Actions to be Taken
  • Proposing Timetables for Moving Ahead

Session 29: Summary of the Course

  • Presentation of Certificates
  • Closure of the Course

Day 1

 
Session 1: Introduction to the Course

  • Course Themes, Subjects and Timetable
  • Introduction of Delegates and the Course Leader
     
THEME 1: THE NATURE & IMPORTANT CONTRIBUTIONS OF SME’s


Session 2: Definitions by Governments and Banks of SME's

  • The Importance of Having Clear and Agreed Definitions of SME’s
  •  Definitions Used in the European Union:
    - Autonomous Enterprises
    - Partner Enterprises
  • - Linked Enterprises
  • Definitions Applied in the USA
  • Definitions of SME’s Used by Illustrative Banks Around the World

Session 3: Important Contributions Made by SME’s

  • Provision of Numerous Goods and Services, Many Crucial to Modern Living
  • Provision of Employment, Usually Large in Most Countries
  • Stimulation of Innovation
  • Spurring of Competition
  • Generation of Tax Revenues
  • Common Barriers to the Development of SME Banking

Session 4: World-Class Standards & Examples of SME Banking

  • The Challenge of Achieving High Profitability in SME Banking
  • Main Elements of SME Banking:
    - Key SME Sub-Segments
    - Main Management Functions
  • World-Class Standards of SME Banking
  • Examples of Successful SME Banking
  • Discussion: Priorities for Upgrading SME Banking at Delegates’ Banks
     
THEME 2: MARKETING & SELLING TO SME’s


Session 5: Case Histories: Successful SME Marketing Strategies

  • Market Segmentation in Banking
  • The Nature and Contributions of SME Marketing Strategy Focused on Profitability
  • World-Class Standards of SME Marketing Strategy in Leading Banks
  • Examples of “Winning” and “Losing” SME Marketing Strategies
  • How Well-Founded and Executed Marketing Strategies Can Increase Bank Profits by 30%
  • Important Practical Lessons
  • Discussion: Priorities for Upgrading SME Marketing Strategy Across Delegates’ Banks

Session 6: Group Work - Segmenting the SME Markets of Delegates' Banks

  • Choosing and Defining Segments of the SME Market
  • Estimating the Sizes and Contributions of SME Market Segments
  • Technical and Political Barriers to Market Segmentation
  • Practical Steps in Segmenting a Bank’s Whole Customer Base
  • Training Bank Personnel and Customers About Segmentation

  

Day 2

 
Session 7: SME Products, Services and Channels Provided by Leading Banks

  • SME Products & Services from Leading European Banks
  • SME Products & Services from Leading Banks in:
    - Russia
    - The Middle East
    -  Asia
  • Sub-Segments of the SME Market Being Targeted by Banks
  • The Growing Range of Specialized Channels Used by SME Banks
  • Key Perspectives and Conclusions About Developments in SME Banking

Session 8: Group Work - Setting SME Product & Channels Development Priorities for Delegates' Banks

  • Product & Service Development Priorities, including:
    - Deposit, Savings and Investment Services
    - Loans and Mortgages
    - Insurance Services
    - International Banking Services
    - Business and Support Services
    - Discussion: SME Product Development Priorities for Delegates’ Banks
  • Sales & Delivery Channels Development Priorities, including:
    - Mobile Sellers Focused on SME’s
    - Tele-Selling to SME’s
    - Dedicated SME Websites
    - Traditional, Non-Segmented Branches
    - Stand-Alone Business Centres for SME’s
    - SME Business Centres Within Dual or Multiple Segment Branches
    - Discussion: SME Channels Development Priorities for Delegates’ Banks

Session 9: Case Study - Formulating a Winning SME Marketing Strategy

  • Defining Mutually-Exclusive Segments of the SME Market
  • Assessing the Attractiveness of SME Market Segments
  • Assessing a Bank’s Competitive Strengths in Different SME Market Segments
  • Setting Development Priorities Across SME Market Segments
  • Specifying Action Plans for Moving Ahead
  • Setting Profit Improvement Targets for Individual SME Market Segments
  • Setting the ROE Target for the Whole SME Customer Base

Session 10: Case Answer - Formulating a Winning SME Marketing Strategy

  • Delegates’ Answers to the Case Study in Session 9
  • Presentation of the Model Answer
  • Discussion About Advancing SME Marketing Strategy at Delegates’ Banks

Session 11: Case History: How One Ambitious Bank Intensified Selling to SMEʼs

  • The Meaning of “True Selling” as Used by World-Class Banks
  • How Selling Intensity Drives Up Cross-Selling and Profitability
  • World-Class Standards of Selling & Cross-Selling
  • Case History: Steps Taken By One Bank That Intensified Greatly Selling to SME’s
  • Impact of Steps Taken on the Bank’s Growth and Profitability

  
 
Day 3

 
Session 12: Group Work - Intensifying Selling to SME's by Delegates' Banks

  • Estimating the Current Selling Intensity Across Delegates’ Banks
  • Increasing the Number of Existing Types of Selling Job
  • Creating New Types of Selling Job
  • Transferring Personnel from Cost-Generating Jobs into Income-Producing Jobs
  • Increasing Selling Time in All Selling Jobs
  • Reengineering Delegates’ Banks to Reach World-Class Standards of Selling Intensity
     
THEME 3: ORGANIZING FOR EFFECTIVE SME BANKING


Session 13: Case History: Building a Successful SME Division

  • Alternative Locations for the SME Division - Pros & Cons:
     - Within Corporate Banking?
     - Within Retail Banking?
     - Divided Between Retail and Corporate Banking?
     - A Separate Division Alongside Retail and Corporate Banking?
  • Organization of Branch-Based Selling
  • Organization of Mobile (Direct) Sales Forces
  • Organization of Product Management
  • Organization of Key Support Functions: Strategic Planning, Marketing & Sales Support, Credit Management, Financial Control, Human Resources Management, IT Liaison

Session 14: Case Study - Segmenting Branches to Boost SME Sales, Service, Productivity & Profitability

  • Information About the Case Study Bank, its Segments and Strategic Options
  • Adjusting Service Quality Levels for SME and Other Market Segments
  • Improving the Ratio of Front to Back Office Staff Across the Network
  • Boosting Branch Selling Intensity
  • Establishing Special Branches for SME’s and Other Key Market Segments
  • Adjusting the Role and Size of Head Office

Session 15: Case Answer - Segmenting Branches to Boost SME Sales, Service, Productivity & Profitability

  • Delegates’ Answers to the Case Study in Session 14
  • Presentation of the Model Answer
  • Discuss About Segmenting the Branch Networks of Delegates’ Banks

Session 16: Best-Practice Relationship Management of SMEʼs

  • The Objectives of Best-Practice SME Relationship Management
  • Choosing Key SME Customers and Organizing Relationship Teams
  • Focusing SME Relationship Managers on to Sales & Service
  • Planning & Controlling Key SME Customer Relationships
  • The “12 Rules” of Best-Practice SME Relationship Management
  • Discussion: Priorities for Upgrading SME Relationship Management in Delegates’ Banks

Session 17: Assessing, Training & Rewarding SME Relationship Managers

  • Performance Appraisal Criteria for SME Relationship Managers
  • Types of Training Provided to SME Relationship Managers by Leading Banks
  • Reward Systems for SME Relationship Managers
     

Day 4

 
THEME 4: WORLD-CLASS CREDIT MANAGEMENT FOR SME BANKS

 
Session 18: World-Class Standards of SME Credit Risk Management

  • The 250 Elements of SME Credit Risk Management
  • World-Class Standards of SME Credit Risk Management
  • The Credit Risk Assessment Methodology – “CRAM”
  • Case Histories: How Illustrative Banks Became World-Class at SME Credit Management

Session 19: Case Study - Pricing SME Loans - Target-ROE Risk-Adjusted Pricing - “TRAP”

  • Explanation of Target-ROE Risk-Adjusted Pricing of SME 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 SME Credit Operating Costs
  • Calculating Margins Needed to Cover SME Bad Debts
  • Adjusting Margins to Exploit Competitive Dominance in SME Banking
  • Discussion About Strengthening SME Loan Pricing at Delegates’ Banks

Session 20: Case Answer - Pricing SME Loans - Target-ROE Risk-Adjusted Pricing

  • Delegates’ Answers to the Case Study in Session 19
  • Presentation of the Model Answer
  • Discussion About Strengthening SME Loan Pricing at Delegates’ Banks

Session 21: Case History: Strengthening SME Credit Management in a Major Bank

  • Changes to Overall Credit Policy
  • Changes to SME Credit Policy
  • Advancements to SME Credit Processes
  • Improvements to the Organization of SME Credit Management
  • Enhancements to SME Credit Training and Certification

Session 22: Group Work - Advancing SME Credit Management in Delegates' Banks

  • Assessment of Important Elements of SME Credit Management at Delegates’ Banks Against World-Class Standards Using the CRAM Methodology (Abbreviated):
    - SME Credit Policy: Segmentation, Formulation, Documentation, Communication
    - SME Credit Management Processes, Including Credit Scoring, TRAP Pricing, Loan Applications Processing, Early Warning Systems, Remedial Management & Recoveries, Portfolio Monitoring & Management, and Operating Costs
  • Identification of the Main Improvements Needed to Reach World-Class Standards
  • Development of an Action Plan and Timetable for Reaching the World-Class Standards
     
THEME 5: PLANNING & CONTROLLING BUSINESS WITH SME’s


Session 23: Case Study - Measuring the Profitability of SME Customer Relationships

  • Understanding the Case Study Bank’s Balance Sheet and Profit & Loss Account
  • Assessing Transfer Rates for Defining SME Profitability and Selecting the Best:
    - “Psychological” Transfer Rates
    - Cost-of-Funds, Single Pool and Dual Pool Rates
    - Mark-to-Market Rates
  • Calculating and Attributing ALM Profits: “Gapping” Profits and “Structural” ALM Profits
  • Calculating and Attributing SME Customer Profits: Deposit Profits, Lending Profits
  • Restructuring the Case Study Bank’s Balance Sheet to Balance Profits and Risks

 
 

Day 5

 
Session 24: Case Answer – Measuring the Profitability of SME Customer Relationships

  • Delegates’ Answers to the Case Study in Session 23
  • Presentation of the Model Answer
  • Discussion About Upgrading SME Profitability Measurement at Delegates’ Banks

Session 25: Case History: How One Bank Boosted the Profitability of SME Business Greatly

  • Introduction to the Case History Bank
  • Best-Practice Calculation of SME Banking Profitability
  • The “Drivers” of SME Banking Profitability
  • Impact on SME Profitability of Individual Best-Practices
  • Impact on SME Profitability of Combined Best-Practices
  • Priority Actions for Boosting SME Banking Profitability 

 
Session 26: Focusing Bank Planning & Control on to SME's

  • Overview of SME-Focused Planning & Control
  • Building Superiority with Strategic Planning
  • Action Planning: Translating Strategy into Practical Action
  • SME-Focused Budgeting, Financial Control and Key Performance Targets
  • SME-Focused Performance Appraisal
  • Key Challenges to Overcome
  • Examples of World-Class SME Planning & Control Systems
  • Discussion: Establishing Best-Practice SME Planning and Control at Delegates’ Banks

Session 27: Group Work - Setting Key Performance Targets for SME Banking

  • Measuring SME Profitability Success
  • Tracking Selling Success
  • Controlling Cost-Effectiveness
  • Monitoring SME Bad Debt Performance
  • Assessing Adherence to Policies and Procedures
  • Determining SME Customer Satisfaction
  • Appraising Development of Human Resources
     
THEME 6: PRIORITIES FOR PROGRESS AT DELEGATES’ BANKS


Session 28: Group Work – Priorities for Developing SME Banking in Delegatesʼ Banks

  • Setting Priorities for Establishing SME Best-Practices
  • Defining the Actions to be Taken
  • Proposing Timetables for Moving Ahead

Session 29: Summary of the Course

  • Presentation of Certificates
  • Closure of the Course

Duration

The concepts will be reviewed in 4 days as this training covers a large scope of subjects.

Content

Module 1: The foundations

The SME market and its core role in economic development
SME definition and market segmentation
SME Banking business models
SME contribution to profitability and value
SME bank strategies and management domains

Module 2: The SME Market


Dynamic multi-dimensional segmentation
Product requirements
SME internal competencies and required support
SME business and financial risks
SME financial reporting

Module 3: SME Banking products

Credit products
Deposit and investment products
Transactional banking

Module 4: SME Marketing and Relationship Management

Sales and distribution strategies
Product push versus product pull strategies
Multiple distribution network (branches, other)
Marketing campaigns versus relationship management
Role and responsibilities of the Relationship Manager
RM Key Performance Indicators

Module 5: SME Credit Risk Management

Credit Process
Credit Risk analysis, scoring and rating models
Credit facilities and collateral structuring
Credit management through the credit contract life
Event Based Credit Management
Management of collections and past dues
Credit Risk Compliance constraints (Basel 2 & 3)

Module 6: SME Market Risk Management

Interest rate risks definitions and management
Liquidity risks definitions and management
Impact on the SME banking products
Compliance (B2 & 3) constraints

Module 6: SME Operational Risk Management

Operational risks definitions and management
Impact on the SME banking processes
Compliance (B2 & 3) constraints

Module:  7 SME relationship profitability and SME pricing

Pricing SME products (loans, deposits, transactions)
Risk Based pricing
Relationship based pricing
Relationship profitability and Value

Module 8: SME bank profitability and value

Profitability analysis, the ROE and RORAC analysis
Value analysis, EVA and DCF analysis
Key Performance analysis
The SME Bank Balanced Scorecard

Why us


We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product