The document discusses corporate-bank relationships since the 2008 financial crisis. It presents the results of a survey that found most corporations believe the crisis highlighted the value of their treasury functions but few received extra resources. While corporations prefer long-term strategic relationships with banks, most believe banks prefer short-term transactional approaches. It also lists political, economic, social and technological trends that will impact future corporate-bank relationships and stresses the importance of risk management and distinguishing service quality over price.

1. Chris Skinner
www.thefinanser.com

2. Corporate2Bank
Relationships –
Brilliant or Broken?

3. Interactive Vote
Do you think that, since the crisis began in
2008, the Corporate-Bank relationships you are
engaged with are:
1. Better?
2. Same?
3. Worse?

4. Corporate2Bank
Relationships –
Brilliant or Broken?

8. Past
• Global platforms • Open Account vs
• Payment Factory Letter of Credit
• Supply Chain • SEPA
Management • e-invoicing
• Working Capital • Treasury metrics /
• IFRS vs GAAP treasury workstation
• Bank consolidation • Standards

9. Present
• Cash management • Regulatory change
• FX: Remnimbi v Dollar • Risk management
• Eurozone • Cloud services
• Hedging strategies • Real-time forecasting
• SEPA end-date • XML
[1 February 2014 ]

10. PwC Treasury Survey 2010
• Nearly 80% of participants believe that the financial crisis
has won them greater boardroom attention.
• Nearly 70% of participants believe that the crisis has
highlighted the value they create within the business.
• Only 20% have secured extra resources as a result of the
crisis.
• More than 70% of participants are keen to sustain a long-
term portfolio-style relationship with their bank, though
60% believe their banks would prefer an individually
profitable transactional approach.
• The proportion of participants rating cash management
and working capital management as highly important has
more than doubled (from 35% pre-crisis to more than 70%
during and after).
• Risk management tops the list of priorities for the future.

11. Top 10 risks for 2012
(2010 results)
1. Macro-economic risk (4)
2. Credit risk (2)
3. Liquidity (5)
4. Capital availability (6)
5. Political interference (1)
6. Regulation (3)
7. Profitability (-)
8. Derivatives (7)
9. Corporate governance (12)
10. Quality of risk management (8)
Source: PwC Banking Banana Skins 2012

12. Future
Political Economic Social Technological
Dodd Frank Eurozone uncertainty Global gossiping Mobile
Volcker Rule Sovereign debt issues Crowdfunding Contactless
Durbin Agreement Remnimbi vs Dollar Social finance Tablet PCs
Vickers Report CIVETS / Growth8 Occupy Wall Street etc Social networking
Merkozy Eurozone New Africa Wikileaks Social media
East-West China divide Russia WTO Anonymous Apps
US elections (2012) China inflation bubble Global connectivity 1:1 Connectivity
French elections (2012) China 2018 or 2047 New economies Chips in everything
UK elections (2014) India post-2020 Virtual currencies Wireless touch
Change
Boring banking vs casino capitalism
Vision
• Products are apps, manufactured in such a way
New regulations
that customers can put them together to suit their
New economies
lifestyle.
Micromoney
• Processing is open sourced, offered to anyone to
Hybrid value management
plug and play with their offerings through APIs.
Global currencies (Bitcoin)
• Retailing is based upon competitive differentiation
through big data analysis to deliver contextual
personalisation.

13. The real issue =
complexity

14. “Even the financiers themselves couldn't
understand the implications or robustness of the
financial derivatives they were trading, or even
how to properly price them.”
Prophets Against Profits? What Occupy Wall Street Misses

15. OTC Derivatives

18. Commercially
robust versus
speculative trades?

24. FX hedging is key

25. What does a bank
need to do?

27. Barclays Treasury Survey 2011

28. Barclays Treasury Survey 2011
“There is a clear message here for banks: in
order to be the risk management partner of
choice, banks need to distinguish themselves
through more than just price. Corporate
treasurers value ideas and quality of coverage.”

29. Strategic Long-term
CEO Trusted Advisor Self-
Actualisation
Executive Strategic Partner Esteem
Management Preferred Supplier Belonging
Supervisory Solutions Provider Safety
Staff Product Physiological
Vendor
Tactical Short-term

30. Future
• Dealing with • Recognising market
uncertainty failures and issues
• Finding returns through • Knowing and managing
growth markets risks
• Managing stagnant or • Getting good advice
contracting old markets

31. Does your bank
care about your
business first and
theirs second?

32. Interactive Vote
Does your bank care about your business first
and theirs second:
1. Yes
2. No
3. Abstain

33. Chris Skinner
www.thefinanser.com