Our clients ,players in the insurance, banking, payments, CIB & asset management sectors ,are faced with numerous challenges in regards to growth, transformation and innovation, which require a high level of business expertise amongst our consultants.
Casualty Insurance (IARD), Assistance, Retirement Savings, Health, Disability, Dependencyn
Insurance companies are facing increasingly complex challenges: historically low interest rates, ongoing legislative and regulatory changes (Solvency 2, Hamon Act, ANI (National Interprofessional Agreement), Distribution Directive, etc.), substantial customer demands in terms of service and responsiveness, increased competitive pressures due to the transparency of offerings, etc. They are therefore facing major transformation challenges in a wide range of areas, such as creating new products and services, adapting distribution networks, optimising operational models and controlling costs, going digital, grasping the opportunities created by big data and connected objects, managing the age pyramid and the necessary evolution of business lines.
Branch and multichannel banking,
Retail banking covers all banking services for individuals, professionals and SMEs. Its players, local banks, online banks, private banks and credit institutions are the preferred point of contact for customers for the day-to-day management of their accounts and the preparation of their projects. They have the capacity to provide a comprehensive response with banking solutions, insurance and even telephony solutions.
This sector is also undergoing far-reaching changes which are forcing banking operators to reinvent their customer relationship processes and their commercial structures by integrating digital and mobile channels, to position themselves in relation to the encroachment of FinTechs and to develop offerings that take account of social changes and the globalisation of the economy, while at the same time integrating all the regulatory constraints and markets changes which are impacting their organisational processes and income streams.
Cards & payments
Debit cards, credit cards, prepaid cards
E-payment solutions for merchants
E-M commerce, mobile payments, wallets
SEPA flows and cash management
Payments play a key role in the business model and the relationship strategy of retail banks. The growing volume and importance digital and dematerialized payment solutions have up to now helped to develop the profitability of this industry from which banks have profited.
The positive trend has however faltered since the beginning of 2010, as a result of increased regulatory and security pressures (EMD, PSD1 and 2, regulation of interchange fees, PCI-DSS, etc.), opening up to competition, and the acceleration of innovation driven by the smartphone boom. All of these factors have helped to make the payments value chain a new playing field which, one link at a time, is changing profoundly and attracting new players that are challenging this once highly profitable business model for banks. Having already withdrawn from the business of the acquisition of e-money flows in some countries, and being disintermediated by payment service providers (PSPs) in the acceptance of e-commerce flows, banks will now have to contend with the advent of account aggregators authorised by PSD2 to originate payments. Lastly, pressure from the ECB to develop real-time transfers in Europe will trigger the emergence of a new generation of payments truly in sync with tomorrow’s digital world, a digital world stongly linked to the extension and growing industrialisation of the risk of fraud.
CIB & asset management
Corporate Investment Banking
The world of Corporate Investment Banking (CIB) has been the financial services sector most affected by the 2008 crisis.
Jacques de Larosière’s report on the unprecedented crisis criticised in particular the negligence the negligence of liquidity management on markets, the weakness of models, the problems of methodology in bank rating systems, but above all the lack of governance in banks. In response regulatory requirements have grown, targeting specific weaknesses, and the regulator has increased the pressure on banks in terms of capital requirements and the management of short and medium-term liquidity.
As a consequence, all of the major banking groups in France, for example, have, therefore, considerably deleveraged their balance sheets. This has, above all, affected Corporate Investment Banking, which is faced with many new challenges: new regulations to protects savers (Volcker Rule); new qualitative and quantitative requirements in terms of capital; higher financing costs; an overhaul of portfolio activities and improved risk management.