The role of the Bank of Moscow in International Financial Centre creation<br />Upstream<br />Nachinkin Denis ↑LevykinaKsen...
Moscow needs to and can develop from regional financial center (FC) to an international financial center (IFC)<br />The be...
Higher per capita income levels and faster rates of GDP growth
Attracting international capital
Increasing the base to capitalizing economy
Expanding access to financial resources of Russian companies
Innovation development of economy
Establishing the base for en effective, low-cost financing of domestic companies
Development of the middle-class
Moscow is the largest  center of capital concentration of the former republics of the USSA and Central and Eastern Europe
Moscow is recognized national financial center in Russia: over than 80% of financial flows in Russia and more then half of...
Moscow produces more than 18% of GDP
The city’s budget is one of the largest among the 10 leading world cities
High rates of economic development accompanied by the creation of a unique legal infrastructure, which is formed by leadin...
Convenient time-zone, extending the working day</li></ul>1<br />2<br />The most realistic scenario for Moscow is to move f...
Global Financial Centers Index reflects that the main area the Bank of Moscow (     ) has to base its strategy on is “Peop...
Territorially closest
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  1. 1. The role of the Bank of Moscow in International Financial Centre creation<br />Upstream<br />Nachinkin Denis ↑LevykinaKseniya ↑Finagin Alexander ↑Shpigel Maria<br />
  2. 2. Moscow needs to and can develop from regional financial center (FC) to an international financial center (IFC)<br />The benefits of making IFC in Moscow are:<br />Now Moscow has already the following competitive advantages:<br />Page 2<br /><ul><li>Russia will become a full participant in the international financial process, and will receive full voting rights in decision-making
  3. 3. Higher per capita income levels and faster rates of GDP growth
  4. 4. Attracting international capital
  5. 5. Increasing the base to capitalizing economy
  6. 6. Expanding access to financial resources of Russian companies
  7. 7. Innovation development of economy
  8. 8. Establishing the base for en effective, low-cost financing of domestic companies
  9. 9. Development of the middle-class
  10. 10. Moscow is the largest center of capital concentration of the former republics of the USSA and Central and Eastern Europe
  11. 11. Moscow is recognized national financial center in Russia: over than 80% of financial flows in Russia and more then half of Russia’s banking capital
  12. 12. Moscow produces more than 18% of GDP
  13. 13. The city’s budget is one of the largest among the 10 leading world cities
  14. 14. High rates of economic development accompanied by the creation of a unique legal infrastructure, which is formed by leading Russian and foreign lawyers
  15. 15. Convenient time-zone, extending the working day</li></ul>1<br />2<br />The most realistic scenario for Moscow is to move from Regional to National quadrant in 2-3 years and only afterwards (in 5 years) eventually become an International FC (leading in CIS countries)<br />In order to take advantage of developing FC in Moscow the Bank of Moscow has to take an active part in the development of this IFC<br />High<br />(full diversity service)<br />Level of diversification<br />Global<br />3<br />National<br />International<br />2a<br />Low (specialized)<br />1a<br />2b<br />Regional<br />Niche<br />1b<br />National (low)<br />Global (high)<br />Moscow (current)<br />Scope (volume of cross-border transactions)<br />Trajectories of FC evolution: possible for FC with specialization,<br /> recommended for Moscow <br />3<br />4<br />1b – 2b<br />1a – 2a<br />See: Appendix 1 and 2<br />Source: group’s design<br />
  16. 16. Global Financial Centers Index reflects that the main area the Bank of Moscow ( ) has to base its strategy on is “People” <br />Current Moscow’s GFCI rating is low not only in comparison with the leading IFC, but also with its close competitors and average<br />The key areas of competitiveness of IFCs are:<br />Page 3<br /><ul><li> Moscow
  17. 17. Territorially closest
  18. 18. BRICS
  19. 19. Close competitors according to CF profile matrix
  20. 20. Top 5
  21. 21. concern of the government
  22. 22. crucial for the strategic moves of</li></ul>Average=592<br />See: Appendix 3 and 4<br />Source: GFCI7 Report<br />Source: case data<br />1<br />2<br />“People” involves mainly the development of “human capital”. In this area lies most significant gap between the existing current FC profile of Moscow and the one needed to it to become IFC<br />This means that from the Bank of Moscow’s perspective the strategic goals (that are quite interrelated) are to:<br /><ul><li>cultivate human capital in the interest of
  23. 23. stimulate the financial activity of Russian people</li></ul>Development of “human capital” includes 2 main aspects of concern:<br /><ul><li>Increase in the popularity of financial services (which needs a closer look from ////viewpoint)
  24. 24. Increase in the standards of living in Moscow (which is only of secondary importance to us as it does not have that instant and significant effect for )</li></ul>3<br />4<br />Source: group’s assessment<br />
  25. 25. Solutions – 1. The main Points of substantial growth: investment funds, pension funds<br />Page 4<br />First issue is the target audience of Bank of Moscow – Moscow citizens and citizens of other Russian citizens. Maximal return can be obtained from the following client segments:<br />In order to increase the popularity of financial services the Bank of Moscow is advised to implement a set of strategic initiatives that are divided in 2 groups:<br />See: Appendix 5 and Excel<br />Source: case data<br />1<br />2<br />It is important to put emphasis on the investment services: promotion of the Bank’s pension fund, mutual funds and equity management. This will exploit the potential of these services and give a significant effect:<br />Banks have already developed almost all types of financial services, however, investment services have large potential, since they are least developed in Russia. In order to promote them and increase awareness of the potential clients about these products it is necessary to create and accomplish educational measures, such as:<br /><ul><li>31%
  26. 26. Provide to all interested clients free of charge short-period courses on financial markets, investments, banking, etc. to increase financial education of customers and stimulate their investment activity
  27. 27. Send annual or quarterly investment prepositions (via post mail or e-mail) to all of the account holders of the bank to inform them about all financial products and services proposed by and all seminars available for free (during which the essence of those products is understandably and professionally explained)
  28. 28. 26%
  29. 29. 65%
  30. 30. 38%</li></ul>3<br />4<br />Source: group’s evaluation<br />See: Excel <br />
  31. 31. Solutions – 2. Development factors: companies – cooperation, products – innovation and people – human capital development<br />Another pool of strategic movements recommended is cooperation with other companies:<br />Page 5<br />At the same time bank needs to use innovative approach - introduce new propositions to satisfy customers’ contemporary demands:<br /><ul><li>Innovative products and services:
  32. 32. Provide customers with free user-friendly programs for managing personal incomes and expenditures
  33. 33. Introduce “Business Muscovite VISA” with bonuses, possibilities of easy usage of card in Internet, electronic ticket for Metro, etc.
  34. 34. Introduce “Bank for life” and “Full-package” bonus schemes
  35. 35. Innovative infrastructure:
  36. 36. Enhance Internet-banking and introduce schemes for banding bank cards to WebMoney and PayPall
  37. 37. Develop offices of a new type (as a digital office)
  38. 38. Insurance companies (as they are complementary to financial services) – provide clients with guarantee of insured deposits and accounts, promote the bank as a bank with high sustainability and reliability
  39. 39. Service companies (such as car insurance companies, mobile network operators, etc.) – stimulate their customers to use contracts with automatic monthly/annual drafts from clients’ bank account
  40. 40. Private pension funds – provide customers with a service to make monthly pension payments automatically with a certain small discount (which is covered by pension fund as it has guaranteed payment on a regular basis)
  41. 41. Companies that provide strong bonus schemes (such as Malina, Aeroflot, etc.) – make bonus card + bank card in one and provide customers with extra bonus for a certain amount spent from the bank card
  42. 42. Car dealers – put a car in front of the bank office and advertise that it could be bought through taking a car loan
  43. 43. Main Russian banks (VTB, Sberbank, etc.) – make an alliance in the sphere of:
  44. 44. withdrawals from ATMs (bank terminals) (free-of-charge withdrawal from any ATM of member bank from this alliance)
  45. 45. sponsorship of TV-news and Radio-news concerning finance analytics making people believe that it is a good idea to invest money through the banks</li></ul>2<br />See: Appendix 6<br />Living standards in Moscow is another aspect of the human capital:<br />Educational system is one of the main factors, we are able to influence and which affects the quality of life:<br /><ul><li>developing business-oriented bachelor and master programs in Banking and Financial spheres on the basis of HSE or/and New Economic School (lectures given by representatives of the and students making practical training within the )
  46. 46. programs of employee development of requalification
  47. 47. provide educational credits for students</li></ul>Also important, but not really possible to influence factors:<br /><ul><li>Transportation system - Security level
  48. 48. Level of informatization - Health system
  49. 49. Environment </li></ul>1<br />3<br />
  50. 50. With suggested actions would not only contribute to the development of IFC in Moscow, but also solve key question of attracting new clients and enhancing their financial activity<br />The above proposed strategic measures could be implemented within the Retail Business Department of the Bank of Moscow. The cascading of goals and initiatives reflects the division of responsibilities among the branches of this department:<br />Page 6<br />2nd branch (retail sales offices)<br />1st branch (engineers of bank products and technologies)<br />1<br />Those strategic actions aim to solve almost all factors that currently block the development of financial activity of people in Russia:<br />62% of Russians prefer not to use any financial services because they perceive then to be too complicated – What could be better to increase the share?<br />It is a great potential for increasing the segments which is concentrated in two aspects:<br /><ul><li>Development of financial literacy
  51. 51. Creation of credibility and trust of the population towards financial institutions </li></ul>As a result in 5 years (when Moscow would become an IFC) Bank of Moscow would have growth in some of its financial products by more than 4 times <br />2<br />3<br />
  52. 52. Page 7<br />Appendix<br />
  53. 53. Page 8<br />Appendix 1. PESTI analysis<br />The main set of macro-factors significantly influencing the bank industry apply to social and infrastructure factors.<br />This are the main areas proposed strategy has to deal with. <br />
  54. 54. Appendix 2. SWOT-analysis<br />SWOT analysis for the Bank of Moscow reflects the situation of emerging possibilities that the bank has to take advantage of and at the same time block the influence of the possible threats using its strengths<br />Strengths<br />Opportunities<br /><ul><li>Moscow becomes an international FC of CIS
  55. 55. Merge of RTS and MICEX
  56. 56. Introduction of IAS in Russia
  57. 57. Russia becomes a member of WTO
  58. 58. Internet usage increase
  59. 59. Loosen restrictions on pension funds investment portfolios
  60. 60. Introduction of extra laws (or rather greater control over law compliance) to protect shareholders and stimulate disclosure
  61. 61. One of the leading universal commercial banks in the Russia
  62. 62. Diversified variety of services to corporate and private clients
  63. 63. Overcame the crisis of 2008 and managed to become a part of top- 500 world financial brands
  64. 64. Large branch network
  65. 65. Own pension fund
  66. 66. «Guide» concept, innovation approach (ex .– digital office)
  67. 67. Government partner on implementing the «Electronic government» and «Informational city» programs</li></ul>SWOT-Analysis<br /><ul><li>Retail banking client base average growth is no more than 3,9% per year
  68. 68. Volume of household deposits declined over the past year by 15%
  69. 69. One of the major shareholders – government
  70. 70. Absence of international auditor
  71. 71. High workload of social functions
  72. 72. Another financial crisis
  73. 73. Low financial activity of people
  74. 74. Low degree of public confidence in financial institutions
  75. 75. Insufficiently developed infrastructure
  76. 76. Political risks
  77. 77. Rising competition
  78. 78. Undeveloped infrastructure</li></ul>Weaknesses<br />Threats<br />Page 9<br />
  79. 79. Page 10<br />Appendix 3. Comparison of American and Russian capital market (harvey balls table) - 1<br />Russian companies lack alternative opportunities to put their capital in <br />
  80. 80. Page 11<br />Appendix 3. Comparison of American and Russian capital market (harvey balls table) - 2<br />In Russia banking sector acts as the key financial intermediary of the economy, whole in the USA there are many alternatives to banks <br />This comparative analysis reveals that there are substantial gaps in the development of Russian capital market. On the one hand, they represent serious backwardness, and, on the other hand, great opportunities for development <br />
  81. 81. Page 12<br />Appendix 4. Competitors’ analysis – 1<br />Moscow’s GFCI is far away from the top-5 leading IFC:<br />FC profile matrix (connectivity/diversity):<br />Moscow<br />Source: GFCI reports<br />1<br />The closest competitors according FC profile matrix:<br />3<br />2<br />Source: GFCI8 Report<br />Source: GFCI reports<br />
  82. 82. Competitors from other BRICS countries:<br />Territorially closest competitors:<br />Page 13<br />Appendix 4. Competitors’ analysis – 2<br />Source: GFCI reports<br />Source: GFCI reports<br />1<br />3<br />There is empirical evidence that significance of being nearby is that geographic proximity matters, in that investors from wealthy countries put considerably more capital into nearby IFCs than those that are far away.<br />That means that we need to take into account territorially closest competitors.<br />Moscow<br />2<br />Source: Rose and Spiegel (2007)<br />Source: case data<br />
  83. 83. Appendix 4. Competitors’ analysis – 3<br />The closest competitors according to BCG-matrix lie in the emerging area:<br />BCG matrix of FC (financial market/growth and development):<br />Page 14<br /><ul><li>Mumbai (Bombay)
  84. 84. Seoul
  85. 85. Sao Paulo</li></ul>All these FC are from countries which economies are:<br /><ul><li>emerging
  86. 86. fast-developing
  87. 87. of modest size</li></ul>Yet these FC are rising stars and Moscow is among them:<br />1<br />2<br />Source: GFCI8 Report<br />Source: Rose and Spiegel (2007)<br />
  88. 88. Appendix 5. Clients and product analysis – 1<br />In our work we assume that all people who use financial services are:<br />In Moscow region, the greatest share of people are wealthy middle aged. Among total amount of financial services users in Moscow they take the first place, being of nearly 38% of all users in Moscow. The proportion of Bank’s clients is slightly different from typical - more «yuppie» presented and less pre-pension employees:<br />Page 15<br /><ul><li>Russian Federation residents
  89. 89. men and women
  90. 90. aged over 18 years
  91. 91. have enough income to fulfil the basic needs, but we will not take into account pensioners and poor youth</li></ul>The scale of our analysis:<br /><ul><li>We take into account the Moscow region and Russia.
  92. 92. We make predictions regarding the next 5 year time period. </li></ul>Source: case dara<br />1<br />2<br />The types of financial products they use are:<br />3<br />Source: group’s design<br />
  93. 93. At first, we would like to find out more about the bank of Moscow financial services:<br />Page 16<br />Appendix 5. Clients and product analysis – 2<br /><ul><li>As for mortgages- we estimate the increase in those given by the by 1,116bln next year.
  94. 94. We estimate increase in usage of debit cards issued by by 10%, with total amount of 84742 next year. And for credit cards this figure would be 58450 cards.
  95. 95. Payroll card is used by slightly more than 63% (only is taken into account), which is 3% higher than the average level in Russia (60%).
  96. 96. Current account shows the expected numbers - but now it is slightly less(35,3%) than average(36%)
  97. 97. Debit cards are used by approximately 9% of people in Russia, while in this figure is 16%, which means great programs or useful advertising.
  98. 98. This is similar to car loan which is of 8% on average and 14,6% in .
  99. 99. As for deposits, it was predicted that they would increase with by 18% next year, but this figure was estimated for the average level 23%, and since in the there are 25% of deposits among their clients, we estimate the future year increase to be about 20%, reaching 30% of deposits among clients. As was stated, the mean value of deposits is 65 000, so the total number would be approximately 9,476 blns of rubles.
  100. 100. Speaking about credits - the average level of people who take credit is 15%, and 10% is predicted increase. As for figures- it is 13,4% and we predict 9% increase, so 14,6% in the next year. So we believe that the level of credits will be 5,340 blns next year (the average period is 2 years).</li></ul>2<br />Another very important aspect is investment - its levels are at extremely low level in Russia. Less than 5% of people use them. There are 2 primary possibilities for investment – UIT (including brokerage services) and pension capital<br /><ul><li>UIT are not used by yuppie and wealthy middle-aged people, because they have enough money to invest them using brokerage services. Other people use UIT for investment. Though it is believed that number of people who invest these ways will double to 2012 to the level of 12mln, reaching 17mln in 2015 (which is still little in comparison with developed countries). More than that, UIT are expected to have an annual growth rate of 38%.
  101. 101. has own pension fund. In mandatory accumulative pension it has 422,660 mln (out of the total market of 4bln). This figure is expected to increase by 25% in year and the part which the bank owns – by additional 40%. In employer sponsored pension - has 349,560mln (out of 20bln). This figure would increase up to 466080 at the end of the year and bank’s share would increase by 10% more.
  102. 102. This would be the main trend of the future years – increase in investment</li></ul>1<br />3<br />See: appendix …<br />Source: group’s design<br />
  103. 103. Page 17<br />Appendix 6. Innovative products, services and infrastructure description <br />

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