Processes, People, and Technology in Transaction Banking
Create a vendor selection project & run comparison reports
Click to express your interest in this report
Indication of coverage against your requirements
A subscription is required to activate this feature. Contact us for more info.
Celent have reviewed this profile and believe it to be accurate.
3 September 2009
The requirements of transaction services by corporate clients are all centered on the prerequisite of a strong relationship level. They expect their bank to play a partnership role by presenting strategic vision and commitment to the transaction services business. Building strong transaction services capabilities requires the ability to meet the requests of large corporate clients, even though it will be hard to banks to be consistent in all points. The foundation of a successful partnership with corporate customers is established on three pillars: Processes, that help understand the correlations between the physical and the financial chains. A process-centric approach allows a better segmentation of the bank’s customer base along criteria that go beyond basic demographic data. People, that engineer and deliver the transaction services through organized structures. More and more banks are consolidating their product and development efforts in Payments, Cash Management and Trade Finance into an overarching transaction banking group. Technology, that enables the execution of the transactions and builds intelligence from basic “raw” data, adding, hence, value to the relationship.