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Oakmount and Partners Ltd. Why It’s Time for Banks to Make Bold Late-Cycle Moves.

Updated: Dec 16, 2019

Why It’s Time for Banks to Make Bold Late-Cycle Moves

An economic downturn is approaching on the horizon. Amid low interest rates and a manufacturing slowdown, industries and investors alike are scrambling to prepare as the window of opportunity closes.


Banking is no different. After a decade of expansion, the industry is showing many signs of a late-cycle economy. On top of this, a staggering 60% of banks are destroying value. Today’s infographic from McKinsey & Company explores the steps banks can immediately take to succeed in the next economic cycle.


How is Value Created?

In the banking sector, three main factors contribute to value creation:

  • The location of the bank

  • The scale of its operations

  • The effectiveness of its business model

  • Given that geographic reach is mostly out of a bank’s control, and scale takes time to build, banks must focus on their business model.

There are three universal business model levers that all banks can immediately act on to change their destiny.


1. Risk Management

Banks can protect returns in an economic downturn by managing risk. For example, new machine-learning models can predict the riskiest customers with 35 percentage points more accuracy than traditional models.


2. Productivity

To radically reduce costs, banks can transfer non-differentiating activities to third-party “utilities”, through outsourcing, carve-outs, or partnerships. This has the potential to increase return on equity by as much as 100 basis points.


3. Revenue Growth

When customers are satisfied, they generate more value for banks—and vice versa. For instance, customers who report low satisfaction with their mortgage experience are almost seven times more likely to refinance with a different bank.


By materially improving decisive points in the customer experience, banks can increase revenue and reduce churn rates within 12-18 months.


The Four Banking Archetypes

Beyond these universal performance levers, a bank should prioritize late-cycle economic decisions based on the archetype it falls under.

  • Market leaders are top-performing financial institutions in attractive markets

  • Resilients are top-performing operators despite challenging market conditions

  • Followers are mid-tier organizations generating returns due to favourable market conditions

  • Challenged banks are poor performers in unattractive markets

  • Different archetypal levers are available depending on each bank’s unique circumstances.

Ecosystem

Banks can find new revenue streams across and beyond banking, leveraging customer relationships and white-label partnerships.

Innovation


Banks can create value by developing new methods, ideas, products and services. To implement this effectively, banks must set goals for the return on innovation as well as the timeframe.


Zero-based budgeting

By justifying expenses for each new period, banks can drastically reduce costs. This involves starting from a “zero base” rather than prior years’ numbers.


For example, while market leaders’ large capital base is best used for ecosystem and innovation plays, challenged banks need to radically rethink their business model or merge with similar banks.


Reinvent, Scale, or Perish

As the late-cycle economy slows even further, no banks can afford complacency. In fact, history has shown that 35% of market leaders drop to the bottom half of peers in the next cycle.


Now is the time for banks to take bold action through universal and archetypal levers—or risk being left behind. Source: Visual Cap.


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