Retail Banking in CEE: Exploiting the Potential of ... - Roland Berger

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24 MICRO STRATEGIES – ELABORATING SEGMENTATION AND SERVICE MODEL While dedicated websites are common, call-centers have a significant development potential when it comes to serving micros The service role of e-banking is in line with expectations, while the underutilization of call-centers indicates cost-efficiency improvement potential for nearly all participating banks (compare fig. 19). Most of the interviewed banks do not have micro-specific call-center operators. The micro segment is mainly served by SME call-centers without micro specialists. The website analysis shows that nearly one quarter of the interviewed banks have no micro website and therefore miss the communication to the market and their clients through this channel. Figure 20 shows a reference case from a CEE bank with an enhanced service model.
MICRO STRATEGIES – ELABORATING SEGMENTATION AND SERVICE MODEL 25 REGIONAL MICRO APPROACHES IN CEE In the CEE region, banks tend to increase their central (regional) control and to invest into best-practice elaboration and standardization. Three years ago, best practices were not collected, local banks had their own segmentations and service models, while first standardized reporting required standardized segment definitions and later best-practice sharing. The centralization process is still ongoing as only 40% of the examined banks have already collected the micro best practices (see fig. 21). In CEE, standardized reporting became usual, while best-practice model elaborations and roll-outs are still rare Source: Roland Berger Strategy Consultants ORGANIZATIONAL RELATIONS OF THE MICRO SEGMENT MANAGEMENT Various banks reviewed their organizational setup of the micro segment and realized that micro businesses belong to Corporate from a legal point of view but are completely heterogeneous concerning business need, risk assessment and service demand. The result of these reviews is that separated SME divisions are getting more popular, especially in banks that are committed to focus on micros in the upcoming years (see fig. 22). Micros were often moved from Corporate to Retail and SME divisions while the number of separated SME divisions has increased Source: Roland Berger Strategy Consultants
Page 1: RETAIL BANKING IN CEE EXPLOITING OP
Page 5: PREFACE 3 PREFACE EFMA AND ROLAND B
Page 8 and 9: 6 SUMMARY OF KEY FINDINGS SUMMARY O
Page 11 and 12: 9 PART I IMPORTANCE OF MICRO BUSINE
Page 13 and 14: IMPORTANCE OF MICRO BUSINESS - HIGH
Page 15: IMPORTANCE OF MICRO BUSINESS - HIGH
Page 18 and 19: 16 MICRO STRATEGIES - ELABORATING S
Page 29 and 30: 27 PART III RISK MANAGEMENT - MANAG
Page 31: RISK MANAGEMENT - MANAGING RISK COS
Page 34 and 35: 32 CROSS-SEGMENT OFFERING - UTILIZI
Page 41 and 42: 39 PART V SUMMARY - RECOMMENDATIONS
Page 43 and 44: SUMMARY - RECOMMENDATIONS FOR "MICR
Page 45: METHODOLOGY AND SCOPE OF THE STUDY
Page 49: 47 Many thanks to the following per

Retail Banking in CEE: Exploiting the Potential of ... - Roland Berger

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