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By :
IRFAN
Roos Indra Djaja
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¦ adquart r d in Toronto, Canada
Consid r d on of Canada¶s f full-s rvic , national
and int rnational financial stablishm nts
RBC Financial Group s rvic s; 5 main ar as of practic
- P rsonal and comm rcial r tail banking (RBC Royal
Bank)
- Insuranc (RBC Insuranc )
- W alth manag m nt (RBC Inv stm nts)
- Corporat and inv stm nt banking (RBC Capital
Mark ts)
- Transaction proc ssing (RBC Global S rvic s)
RBC Financial Group
Consid r d Canada¶s larg st bank h n m asur d in t rms of
ass ts and mark t capitalization
$270 Billion in ass ts
23 Million r tail accounts
700 Products
58,000 Employ s
10 Million p rsonal, comm rcial, corporat , and public s ctor
custom rs s rv d in North Am rica and much of th orld
!#Ô¦$Ô
Cli nts in mid-lif , and/or busin ss¶ that ar still groing
th ir ass ts and hav high cr dit and financial advisory.
Strat gy: R tain, gro, consolidat th s r lationships
Consists of mor matur custom rs in th accumulation
and pr s rvation phas s ith significant pot ntial for full
RBCFG off rings.
Valu proposition: trust d s rvic and r f rral to
sp cializ d r sourc s
S gm nt manag rs comp t d for r sourc s alon ith product
manag rs and functional ar a manag rs.
Th ³fri ndly comp tition fost r d clos collaboration b t n
th s ar as.
Th r as r sistanc to th chang s ithin th n custom r and
c nt r d organization.
Part of th probl m as th inability to communicat ho th n
program ould ork, po r shifts from product manag rs to
custom r manag rs
Consolidation of r gional sal s and mark ting groups m ant that
branch s r c iv d compil d lists from sal s and mark ting offic s in
Toronto rath r than r gional offic s.
Royal bank cr at d a small, sp cializ d group that produc d ad-hoc
and follo-up l ads as r qu st d by th branch s.
Th goal as to r plac oft n-haphazard sal s l ads proc ss at th
local l v l ith c ntraliz d and standardiz d sal s l ads
No th l ads ar g n rat d c ntrally and v ryon has dir ct
acc ss to th m, th y sitch d from pap r bas d to b ing
availabl l ctronically
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Aggr gat Information vs. Actual Data
20% custom rs account d for 100% profit
³A custom rs mad th most profit
³B custom rs mad som profit
³C custom rs brok v n or lost mon y
NCR ± Valu Analyz r
Calculat d Profitability fast r
¦igh Proc ssing Po r
Mor accurat spr ad of information
Cr at d a B tt r Und rstanding of
Custom rs
¦ lp D t rmin Custom r tol ranc
%
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1) Calculat Pr s nt Valu of Profit
Assuming profitability p rc ntil of cli nt r mains
constant
2)Factoring in Variabl s
(Eampl : Ag , T nur ith Bank, , Numb r of
Products ¦ ld, Acquisitions)
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