AIT Corporate Strategy, Finance & Banking and Strategic IT practices, provide tailored analysis, advice and practical solutions related to those fundamental functions at the heart of each financial institution's business.
A new competitive landscape is emerging in financial services. Deregulation and the globalization of finance are inaugurating industry-wide consolidation as companies merge to gain economies of scale, eliminate excess capacity, and cut costs. While continuing to maintain and control costs, retail bankers are focusing on achieving growth, updating core systems, improving sales and service for greater customer satisfaction and adopting sourcing strategies that will also help meet regulatory demands. |
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The solution area where a bank chooses to concentrate its efforts depends on which of the three main competitive levers an institution’s strategy is founded: products, pricing, or customer service.
The clients of AIT Global, Inc. Corporate and Institutional Banking practice include leading:
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Investment banks;
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Wholesale operations (corporate and institutional banking) of global universal, regional and domestic banks;
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Asset managers and alternative investment funds;
AIT Global, Inc. is widely recognized as an influential thought-leader in the corporate and institutional banking segment. Our practice’s leaders and senior professionals have an exceptional depth of industry experience and several have worked directly in the industry. Drawing on our deep knowledge of our clients’ businesses, as well as our own in-depth industry research and analysis, we focus on developing sustainable strategies for our clients to support their businesses in their ongoing evolution.
AIT deep expertise in the financial services sector enables us to assist our clients with an increasingly complex set of challenges. To develop and deliver this expertise, we have six practice areas.
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Portfolio Management: We assist clients in developing increasingly sophisticated methodologies to quantify, manage and transfer credit risks. Several banks have harnessed our recommended techniques to separate origination from portfolio investment, sometimes by transferring assets/risks to end investors. Where liquidity does not yet exist, we have helped clients realize similar benefits through the creation of internal portfolio groups to proactively manage the credit portfolio. Both scenarios have produced dramatic results, helping clients reduce losses, improve diversification and increase capital velocity.
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Sales and Service Innovation: Transforming from a traditional product management business model, in which each product area makes its own independent sales and service decisions, to a relationship-based model, in which all customer interactions are handled holistically across the business.
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Asset Management: Through our published work and client assignments we have been at the forefront of identifying new growth paths that are being created as the industry undergoes structural change. We are uniquely positioned to advice across strategic issues in asset management, leveraging our detailed and extensive understanding of the fund management industry, our sell-side expertise and the distribution strategy work of our Retail & Business Banking practice, as well as our Insurance and Actuarial expertise.
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Branch Optimization: Changing the customer experience with the traditional bricks-and-mortar branch environment to use this expensive distribution channel more efficiently and link it more closely with other bank operations.
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Credit Processes: Mercer Oliver Wyman uses a proprietary framework to benchmark and analyze the value payback of credit activities. Rather than simple streamlining, as classic process reengineering does, our approach differentiates each sub-process, aligning the level of effort with level of risk and the type of effort required with type of risk incurred. This methodology has enabled our clients to reduce overall process costs by 25 percent to 35 percent, while increasing resources devoted to activities tending to a higher payback.
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Back Office Scaling: Making more effective use of the existing asset base by assessing different options for the supply of products, including pooling resources into shared service centers and outsourcing noncore activities to specialists.
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Each of the above six solutions can impact one or more of the three levers; products, pricing, or customer service. The impact that each solution achieves will vary, so significant efforts planned for any one of the solution areas must be conducted in the context of a bank’s overall strategy, and be coordinated closely with efforts in the other solution areas.
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