Table of Contents
- Overview
- Catalyst
- Summary
- Methodology
- Executive Summary
- Introduction
- Industry pressures & drivers around core systems (Market Focus)
- Core systems strategies in retail banking (Strategy Focus)
- Technology strategies & best practice in core transformation
(Technology Focus)
- Core banking strategies in retail banking (Databook)
- Table of Contents
- Table of figures
- Table of tables
- Industry pressures & drivers around core systems (Market Focus)
- Summary
- A challenging macroeconomic environment is putting pressure on margins
- Margin pressure is being driven up as markets mature
- Interest rate rises are having a mixed impact
- The US sub-prime crisis will have a lasting impact
- Industry consolidation and competitive pressures require business agility
- New entrants are highlighting the shortcomings of legacy systems of
incumbent banks
- A core systems strategy is key for banks with acquisitive appetites
- Flexibility is a key success factor in an increasingly demanding market
- Product time to market is increasingly important as competition grows
- Customer relationship management can be an important differentiator in
an commoditizing market
- Regulations are acting as a catalyst for core systems investment
- Banks are struggling to meet the increasing regulatory burden with
legacy core systems
- Regulatory compliance can bring business benefits
- SEPA is set to drive pan-European banking
- Core systems strategies in retail banking (Strategy Focus)
- Summary
- A customer-centric approach will be a strategic priority for retail
banks going forward
- Customer service underpins customer retention and cross-sales
- Product origination should be consistent across channels
- Flexibility will be key for banks seeking to move to a future proof
platform
- Product development and time to market to support a customer-centric
focus
- Scalability and breadth to support future growth opportunities
- Acquisitive banks should develop a framework for incorporating new
institutions
- Expanding into new geographies offers the opportunity to leverage
synergies across borders
- Core systems investments should support future regulatory developments
- Cost control and operational efficiency will be the foundations of core
renewal investments
- Total cost of ownership remains a key issue on the IT side
- Improving operational efficiency will improve organizational
flexibility
- Banks will start to consider alternative sourcing strategies to
further improve flexibility
- Information management and internal controls need to be built into core
systems platforms
- Information management is essential to support and improve both the
back and front office operations
- Audit and control should be addressed from an enterprise-wide
perspective, and rooted in the core system
- Technology strategies & best practice in core transformation
(Technology Focus)
- Summary
- Centralization is the key to an efficient, customer-centric bank
- Centralization helps banks take steps towards improving
customer-centricity and operational efficiency
- Moving to a centralized architecture also benefits organizational
audit and controls
- For banks with a pan-regional presence, moving to a centralized,
common platform is an option
- A flexible, real-time architecture will enable banks to address their
business challenges
- Moving to real-time operations will increasingly be a strategic
imperative
- Standardization will facilitate a componentized approach
- Service oriented architecture and process rationalization will enable
process excellence
- A parameterized approach to product origination offers greater
flexibility
- Sourcing options are wide as banks move away from developing in-house
- Banks have a wider range of core systems renewal options than ever
before
- Re-architecting enables banks to bring their proven systems responsive
to the modern-day environment
- Replacement is becoming more acceptable as an option
- Core banking strategies in retail banking (Databook)
- Introduction
- European retail banking core systems IT spend by country, 2006 - 2010
- European retail banking core systems IT spend by source, 2006 - 2010
- Benelux retail banking core systems IT spend by source, 2006 - 2010
- French retail banking core systems IT spend by source, 2006 - 2010
- German retail banking core systems IT spend by source, 2006 - 2010
- Italian retail banking core systems IT spend by source, 2006 - 2010
- Nordic retail banking core systems IT spend by source, 2006 - 2010
- Other Western European retail banking core systems IT spend by source,
2006 - 2010
- Spanish retail banking core systems IT spend by source, 2006 - 2010
- Swiss retail banking core systems IT spend by source, 2006 - 2010
- UK retail banking core systems IT spend by source, 2006 - 2010
- North American retail banking core systems IT spend by country, 2006 -
2010
- North American retail banking core systems IT spend by source, 2006 -
2010
- US retail banking core systems IT spend by source, 2006 - 2010
- Canadian retail banking core systems IT spend by source, 2006 - 2010
- APPENDIX
- Definitions
- Core system
- Internal spending
- External spending
- Hardware
- Outsourcing
- Infrastructure software
- Application software
- Professional services
- Systems integration
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
- List of Tables
- Table 1: European retail banking core systems IT spend by country,
2006 - 2010
- Table 2: European retail banking core systems IT spend by source, 2006
- 2010
- Table 3: Benelux retail banking core systems IT spend by source, 2006
- 2010
- Table 4: French retail banking core systems IT spend by source, 2006 -
2010
- Table 5: German retail banking core systems IT spend by source, 2006 -
2010
- Table 6: Italian retail banking core systems IT spend by source, 2006
- 2010
- Table 7: Nordic retail banking core systems IT spend by source, 2006 -
2010
- Table 8: Other Western European retail banking core systems IT spend
by source, 2006 - 2010
- Table 9: Spanish retail banking core systems IT spend by source, 2006
- 2010
- Table 10: Swiss retail banking core systems IT spend by source, 2006 -
2010
- Table 11: UK retail banking core systems IT spend by source, 2006 -
2010
- Table 12: North American retail banking core systems IT spend by
country, 2006 - 2010
- Table 13: North American retail banking core systems IT spend by
source, 2006 - 2010
- Table 14: US retail banking core systems IT spend by source, 2006 -
2010
- Table 15: Canadian retail banking core systems IT spend by source,
2006 - 2010
- List of Figures
- Figure 1: European banks technology priorities
- Figure 2: European banks business priorities
- Figure 3: European banks' priorities for enhancing business growth
through technology
- Figure 4: Approach to core systems strategy over next years in Europe
- Figure 5: European retail banking core systems IT spend by country,
2006 - 2010
- Figure 6: European retail banking core systems IT spend by source,
2006 - 2010
- Figure 7: Benelux retail banking core systems IT spend by source, 2006
- 2010
- Figure 8: French retail banking core systems IT spend by source, 2006
- 2010
- Figure 9: German retail banking core systems IT spend by source, 2006
- 2010
- Figure 10: Italian retail banking core systems IT spend by source,
2006 - 2010
- Figure 11: Nordic retail banking core systems IT spend by source, 2006
- 2010
- Figure 12: Other Western European retail banking core systems IT spend
by source, 2006 - 2010
- Figure 13: Spanish retail banking core systems IT spend by source,
2006 - 2010
- Figure 14: Swiss retail banking core systems IT spend by source, 2006
- 2010
- Figure 15: UK retail banking core systems IT spend by source, 2006 -
2010
- Figure 16: North American retail banking core systems IT spend by
country, 2006 - 2010
- Figure 17: North American retail banking core systems IT spend by
source, 2006 - 2010
- Figure 18: US retail banking core systems IT spend by source, 2006 -
2010
- Figure 19: Canadian retail banking core systems IT spend by source,
2006 - 2010
|
Related Report
|
View Cart
