Productivity and strategy in Portuguese banks: a qualitative and quantitative approach for IT investment analysis

Transcription

1 Productivity and strategy in Portuguese banks: a qualitative and quantitative approach for IT investment analysis Manuel João Pereira Catholic University of Lisbon Luís Valadares Tavares Technical Institute of Lisbon Florence, May 29-June SeUGI 19

2 Presentation Outline Motivations Methodology Analysis Findings and Scenarios Conclusions

3 Motivations Understand the business impact of IS/IT in financial services Trace previous studies of IS/IT impact on financial organisations and analyse the conclusions Analyse the IT situation of the financial sector in Portugal using SAS Analyst Do a prospective exercise of IT impact in financial services using scenarios for the next years

4 Methodology Mixed using two complementary approaches (qualitative and quantitative), data analysis, focus groups and surveys (data from 1994 to 1998) Financial analysis from Portuguese Banking Association and Bank reports Design and explore two surveys: Clients Employees Validate the results with a Panel of Experts and draw conclusions

5 IT and the Financial Sector: main forces nowadays (Pereira, 1995) Deregulation Human Resources Negócio Banking Bancário Business Competition Technology

6 IT and the Financial Sector: nowadays 5,1% of GNP in 1998 (INE, 1999) Gradual increase of client satisfaction from 1994 (3.95) until 1998 (4.04) % Employees with a graduation: 14.2% (1994) vs. 23.4% (1998) Number of Employees: (1994) vs (1998) Comissions/Services are getting more important: 15,8% (94) vs. 28,6% (98)

7 IT and the Financial Sector: PC per employee and Sector in Portugal Sector Employees PC's PC's/Employee Goods Industry Financial Sector Utillities/Telecomm./Tranport Food, Hotel, Tradicional Commerce Other Services Others Public Adm., Defence, Social Sec Source: IDC Portugal 1999 (in thousands)

8 IT and the Financial Sector: nowadays Number of POS s: (1994) vs (1998) Hardware, Software, IT Serv. (Mill. Contos-Pereira, 2000) Software Hardware Serviços Externos de STI

9 IT and the Financial Sector: nowadays Investments in Telecomunications decreased from 95 to 96 but afterwards there was an increase of 32,9%. Investment in Training: strong decrease of 31,1%. Quality of HR on the long run? Investment in Marketing - strong increase of 39,3% The number of employees per branch was 17 in 1994 and is 13 in 1998.

10 IT and the Financial Sector: quantitative findings Main improvements caused by efficency and productivity improvements less than by sales improvement Client Satisfaction and Investments in IT not correlated Negative Correlations:» CSTI/CA vs. CP/CA» CSTI/CA vs. %EMPADM Positive Correlations:» CSTI/CA vs. %ESP (CSTI- Costs of IT; CA-Administrative Costs EMPADM- Administrative Employees; ESP- Experts)

11 IT and the Financial Sector: Client Survey- qualitative findings client surveys, Grade 1 to 5 - Top Five: - Dressing of employees Personal needs satisfied Reliability of data After-sales service Comissions of products and services Experience of employees

12 IT and the Financial Sector: Client Survey- qualitative findings Bottom Five: - Waiting in a queue Turnaround of Employees Flexibility for new solutions Functionality/Availability of services Front-Desk Service

13 IT and the Financial Sector: Employee Survey- qualitative findings 236 employees surveys Top: - Users friendly interface Introduction of new applications is high Marketing Information More Important questions: - Quicker access 40.58% - Use of tradicional branches 38.93% - Products launched by competiton 33.92%

14 Scenario Analysis Future Perception of Employeesqualitative findings Top Four: - User friendly interface (4.41) - Time lag for introduction of new products (4.39) - Business in Electronic Channels (4.32) - Integration of aplications (4.29)

15 Scenario Analysis Future Perception of Clients - qualitative findings Top Five Worst (variance analysis): - Comissions of products and services (29.69%) - Waiting in a queue (28.06%) - Personalisation of service (17.05%) - Confusion and noise (13.74%) - Speed of service (13.28%)

16 Scenario Analysis Future Perception of Expert Panel - The new role in banking business will be integration - Globalisation will be one of the most difficult challenges - Intelligence will be critical - Focus on buying and selling risk - Branches? - Client Preference of channels

17 Scenario Analysis IT Investment Cycle (Moshela, 1997) Millions of Users (not in scale) Content Centric (Enfoque no Conteúdo) Virtualização Software Sistemas Embebidos Network Centric (Enfoque nas Redes) Internet Intranet Hardware / SoftWare Global PC Centric (Enfoque no PC ) Microcomputador Cliente / Servidor Systems Centric (Enfoque nos sistemas) Dados são a base Time Sharing Mini-Computador

18 Scenario Analysis Consolidation (Source: EC 1999) Target Area UE Buyer Other Buyers Country Internal B DK F D GR IRL I L NL P E UK Total Japan USA Others Total UE Belgium Danmark France Germany Greece Ireland Italy Luxemburg Holland Portugal Spain Great-Britain Non UE Japan USA Others Total 1,

19 Scenario Analysis Fragmentation Retail Bank : Banks are integrated Product Designer Retail Bank 2015 a 2020 Outsource their traditional value to more efficient sellers with scale economies Gateways or client consultant Service supplier to the industry

20 Conclusions Integrate the communication in the Value Chain Push the Client to Migrate to other Channel Increase the traditional boundaries of operation Improve the use of fixed structures Redesign the relation with clients Cooperation with traditional non bank competitors Role of new e-marketplaces

21 Acknowledgements Expert Panel Sr. João Leite, Grupo BPSM Dr. José Miguel Pessanha, BCP Dr. Rui Mendes, Caixa Geral de Depósitos Engª Isabel Ferreira, Montepio Geral Engº José Alegria, BANIF Engº Filipe Santos, SIBS Dr. Amadeu Paiva, UNICRE Dr. Paulo Rodrigues da Silva, BPI Engº Paulino Magalhães Corrêa, Banco de Portugal Dr. Domingos Oliveira, CAP-GEMINI Sr. Álvaro Oliveira de Faria, SAS Institute Portugal Engº Jorge Ferreira Pinto, Bolsa de Valores de Lisboa Engº Carlos Madeira, Gemini Consulting Dr. Pedro Orvalho, Associação Portuguesa de Bancos Engº Sérvulo Rodrigues, BES Prof. Doutor Pedro Brandão Rodrigues, BMI Engº Aristides Meneses, INSAT Dr. Vasco Sousa Ribeiro, Inst. Gestão do Crédito Público/Min. Finanças Dr. Fernando Nunes, Price Waterhouse Coopers

22 Manuel João Pereira Luís Valadares Tavares Acknowledgements: SAS Institute Portugal