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关系银行变革 (Executive Interview: Revolutionising Relationship Banking)

专访渣打银行交易银行部常务董事暨全球零售业务主管Tarek Anwar

2009年对于关系银行的讨论很多,我们看到许多关于银行调整销售模式的公布。近三年前,渣打银行就已在交易银行业务中实施了以关系为重的模式。在本专访中,我们与渣打银行交易银行部常务董事暨全球零售业务主管Tarek Anwar共同探讨这一举措的实际意义,是他发起了这一业务转型。

您认为过去的一年里,银企关系发生了哪些最显著的变化?

我认为很清楚的一点是,银行——和企业——终于认识到关系银行(而不只是银行产品提供商)的价值。渣打银行的交易银行业务从销售产品转变为重视关系始于2006年末,因此,这一文化演变中我们在许多方面比其他银行要超前很多。甚至早在此次危机之前,我们就知道,如果我们与客户在其财务活动的各方面紧密合作,而不是孤立地着眼于产品,我们就能提供更好的服务,并获得更高的客户满意度。对营运资本的全面管理是关系银行模式的关键,它着眼于企业现金流的所有驱动因素,并提供能加速并强化财务供应链的解决方案。然而,要使关系银行模式运作需要时间、培训、文化转变和高管激励方式的变化,并不是所有银行都做好了实现这一目标的准备。

Published 
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Executive Interview: Revolutionising Relationship Banking

What do you see as some of the most considerable changes in the relationship between banks and corporates over the past year?

What has been clear to me is that banks – and corporates – are finally recognising the value of relationship banking as opposed to banks simply being suppliers of banking products. For Transaction Banking within Standard Chartered, the move from product selling to a relationship focus started in late 2006, so we are in many ways further ahead than other banks in this cultural evolution. Even before the crisis, we knew that we could deliver a better service and higher levels of customer satisfaction if we worked in close partnership with our clients across their financial activities rather than looking at products as silos. A holistic approach to working capital is critical to a relationship banking model, looking at all the cash flow drivers in the business and delivering solutions to accelerate and strengthen the financial supply chain. However, it takes time, education, a cultural shift and a change to the way that executives are incentivised to make a relationship banking model work, and not all banks have yet equipped themselves to achieve this.

What prompted this decision, bearing in mind that the economy was in a strong position?

We recognised that relationship banking was the right model whatever the economic situation. We looked back to Black Monday in 1987, the Asian crisis in 1997 and the loss of market confidence following the Enron scandal. Although these events differed from the most recent crisis, they all created issues for corporates seeking to raise funding and capital, with liquidity becoming scarcer and more expensive. Working capital was gaining more attention, with a number of studies illustrating the billions of dollars of ‘trapped’ cash within organisations. We needed to help our clients to unlock their internal source of funding, reduce working capital requirements and find new ways of accessing liquidity when required, rather than always being at the mercy of the markets.