How to increase the quality and depth of client relationships and create client dependency to the bank, through strategic thinking, adapted product or solution development and sale, and the on-going development and delivery of ideas of strategic importance to the client rather than a series of transactions dependant on price competitiveness.
To be an effective the Corporate (and/or Institutional banking) Relationship Manager must have many human and technical skills and competencies. He must also operate in an organizational environment that leverages interdepartmental expertise and a spirit of collaboration to achieve a common goal.
To develop an efficient relationship management capability, different competencies are required. The components of this training have been developed over time through direct “in the field” experience and exchanges with many banks around the world. The management concepts and the related case studies have been taught to banks in many countries in Western and Eastern Europe, Africa and Asia, with a very high satisfaction rating by all participants. The proposed management model is used in all leading corporate banks.
The training is organized for maximum 24 participants because of its interactive nature.
This course is directed towards:
Bank corporate sales and marketing teams:
- Corporate Industry Team Leaders,
- Institutional banking Team Leaders (Sovereign Relationships, the Banking clients, Insurance clients and Pension Funds, Asset Management and securities firms…),
- Corporate Relationship Managers (SME and Large Corporate and Institutional).
Bank product specialists and support teams:
- Treasury client teams and financial engineering teams,
- Corporate Finance and Investment Banking specialists (origination and sales).
Bank support units
- Senior Bank Management and Finance Management,
- Risk management staff (credit and other financial risks),
- Corporate legal teams.
Participants must have a minimum knowledge of corporate or institutional banking and a good understanding of financial markets. They should have minimum financial analysis competencies (understand a balance sheet and income statement).
Participants must be willing to participate actively in the case study and role play game.
The objective of this program is to develop competencies to optimize “value based corporate client relationships”. We propose methodologies and management process that will maximize the efficiency of relationship managers (RM’s) and help them maximize the benefits that their customers will derive from a partnership relationship with the bank.
We believe that banks should move from market share and wallet share (retail banking concepts) to a concept of “share of the mind”. This will generate rewarding client partnerships (profit and financial value optimization). To achieve this RMs require financial and management skills and access to product specialists and other competencies of the bank. More specifically they must get the support of the Product Specialists (PS’s): Treasury, capital markets and Investment Banking, Risk Managers etc…
This approach implies good technical competencies and skills in financial value based management, corporate finance, project management competencies as well as soft skills such as leadership, selling and negotiation skills.
The Desired Outcome of the process is to increase the quality and depth (penetration) of client relationship and create client dependency to the bank, through strategic thinking, adapted product or solution development and sale.
The core processes of the approach are:
- to generate a flow of “proprietary client information”,
- to develop value based analytics,
- to convert the information into creative ideas of strategic importance to the client,
- to manage a Client Response Team including all the subject matter experts required,
- to structure and price the proposed solution on a relationship based and risk based approach.
- to sell and negotiate efficiently for a win-win outcome.
The success of the process is the on-going development and delivery of ideas of strategic importance to the client rather than a series of transactions dependant on price competitiveness.
The program is organized to review of theoretical concepts and methodology required to implement a Relationship Management capability based on a “Corporate Finance Model”, focused on client value maximization rather than a “Product Push Model” which is these days inappropriate. The competencies required to go beyond the simplistic sale of “off the shelf product”. They are those required to build a 1 to 1 partnership with the client. The proposed approach allows a true understanding of the customer needs, value drivers and Key Performance Indicators and hence allows the bank to respond in a focused and rational approach with high value product and service.
The Role Play Simulation Case Study will give the participants the opportunity of implementing in a quasi-real life situation all the ideas and concepts reviewed with them. Through this approach we place participants in a situation that is close to the daily responsibilities of client executives and product specialists, but in a controlled way so that we can check the implementation of the methods and concepts. We also believe that RM’s must produce their best results in a competitive environment. Hence the case study is created so as to develop competition between the participants. For a description of the case study please see below.In practical terms we will review the concepts in the morning and apply them in the afternoons through the case studies. The concepts reviewed include:
The Relationship Management Process
– Determining high potential prospects and clients
A four-part analysis for high value client selection
Information sources and their management
Building the Knowledge Base
– RM process and methodologies
Idea generation and deal structuring
– Management templates
Applied Corporate Finance for Relationship Managers
Why Financial Management skills and Corporate Finance skills?
– Review of Corporate Finance principals
Corporate Finance Introduction
Corporate Value Analysis: qualitative and quantitative analysis
Value Creation variables and valuation methodologies
Develop and manage client value by focussing on “value drivers”
– Review of Financial Management principals
Financial Markets and Products
Basic financial contract valuation techniques
The building blocks approach and financial engineering
Pricing and managing complex financial solutions
– The “Corporate Finance” model organisational impacts
The CF model from the marketing and sales perspective
The CF model from the product delivery perspective
The CF model from the support unit perspective
The Rain Man with the Role Play Case Study
– Introduction: the Rain Man!
Relationship and sales performance measure
Marketing versus Sales
– Managing Multidimensional relationships
Relationship dimensions and stages
Marketing yourself, the organisation and the products and services
Relationship assessment (with self assessment exercise)
– Selling & negotiation skills
Review of the prerequisites from an effective negotiation
Negotiation tips and tricks
Role Play Case Study description:
Group divided into 2 banks and 2 corporate prospects (or any other combination as decided by the trainer on the basis of the number of participants).
- All banks and companies are managed by a team of 2 to 5 managers;
- Banks have Relationship Managers and Product Specialists,
- Companies have only global management representatives.
- All banks and companies have known business characteristics and some “confidential and specific characteristics” only known by those that need to know.
The two companies both have a new project that requires financing and/ or other financial services/ products needs. The projects have been mentioned in the press. Meetings will occur between the banks and the companies to:
- Discover the details of the potential transactions;
- Decide on the financing needs. Companies will express their requirements and banks develop an appropriate “solution”;
- The “confidential information” has value and will only be shared with the other party if a true partnership can be developed. This confidential information is essential to make the best proposition.
- Present the requirements, the offer and negotiate conditions
- Make a choice of partnership.
Bank/Client meeting will last between 30 and 45 minutes and preparation and debriefing meeting will last between 20 minutes and 1 hour. Classroom meeting will occur between each step of the simulation game for the course director to comment on what he heard and saw and to expand/ review some of the skills or technical characteristics required.
At the conclusion of the program the participants will have gained a real practical and pragmatic understanding and skills in:
- How to generate fruitful partnerships with their customers and prospects,
- How to develop innovative value based financial solutions that meet their clients real strategic needs,
- How to manage the Bank’s Product Specialists to ensure a smooth delivery of the proposed solution,
- How to quantify the contribution of the relationship to the value and profitability of the bank
- How to sell and negotiate all conditions (including price) with the bank management and with the client.
The case study although simple (it does not require in depth credit analysis and a lot of data modelling) is very close to participant’s day-to-day reality.
The course avoids generic academic management concepts and models, to focus on real life, innovative Corporate Banking Relationship Banking models as they have been applied in the leading international corporate banks.
The participation of product specialists of the bank is enriching for them and for the RMs participating in this training, as is the participation of market specialists and corporate managers.