UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, banking & financial consulting, evergreen national banks, numerous private banks, mutual funds, car and home loans, equity market and other banking services. UC STRATEGY experience in the banking financial services spans across Growth Strategy, Business Plans and Feasibility Studies.

1. Banking & Financial Services - Cases
May 2018
241994-2018
Amsterdam Copenhagen Hamburg Mumbai New York Oslo Singapore Stockholm
The materials contained in this document are intended to supplement a discussion with UC STRATEGY.

2. Developing Growth Strategy for a Leading Global Bank to Identify and Dominate Top 5
Nontraditional SME Sectors
Client Challenge
Our client was a leading MNC bank in India that offered a wide range of SME banking products and services in
the market. The client wanted to identify the top nontraditional (unlike textiles, pharm, etc.) SME sectors, and
their needs, products and services. It also wanted to study competitor’s offerings to those sectors and determine
a strategy to dominate those sectors.
Our Approach
• To develop the growth strategy, UC STRATEGY adopted the following approach:
• Short-listed 25-30 sectors after analysis of ~100 sectors based on industry size, SME concentration, margins
and growth rate
• Conducted primary and secondary research in the shortlisted sectors to understand key value chain entities,
industry trends (growth/ profitability) and banking requirements to identify attractive segments
• Defined banking revenue pools and used these to arrive at final shortlist of segments
• Analysed the top segments and product offerings of competitor banks to them
• Five segments were selected out of the final shortlist based on banking feasibility (nature of products
required and the ability of a foreign bank to offer those products) and client bank’s internal policies
• Defined products and channels/ penetration strategy for the selected five segments
Our Impact
The client was able to identify a new set of 5 SME sectors that had potential but were under-penetrated by the
banks. The client also received a strategy to gain traction in these sectors.

3. Applying the Principles of Lean Management on Taxation Processes for a Global Biotech
Major
Client Challenge
The client was into agri-input products attracting multiple types of direct and indirect taxes. The client undertook
a BPM (Business Process Management) initiative to be implemented in all the business processes across the
organization. Tax process was a pilot project for initiating the BPM exercise. Although the company had
implemented SAP ECC 6.0, there were certain inefficiencies in the tax processes that led to delays, penalties,
non-compliance and non-value added activities.
Our Approach
• Developed a detailed understanding of the key issues and pain points in the ‘As-Is’ processes through
discussions with all the stakeholders
• Applied principles of lean management to unearth the ‘waste’ in the process:
• Value Stream Analysis: Classified activities as value added and non-value added (waste)
• Root Cause Analysis: Used a fish-bone analysis, identified the root causes for issues
• Voice of Customer (VOC): Captured key pain points and issues by the stakeholders
• Defined and validated future state with process owners
Our Impact
UC STRATEGY helped the client define the BPM template and standards for global implementation. The client
was able to realise a saving of ~ 25 man-days annually, by reducing 20 – 25% of the activities, which were found
to be non-value added, facilitating timely payment of tax liability and avoidance of any penalty. The client also
received a recommended policy change in inter-company transactions, which would enable the client to claim a
tax credit and implementation of CIN module in SAP.

4. Defining the Product Portfolio of a Financial Services Company and Financial Services
Requirements of Industry Segments
Client Challenge
The client, a financial services company was facing the following challenges:
• Dependence on the Top Management for sourcing business
• Dependence on small number of clients
Our Approach
To define the product portfolio of the client and financial services of various industry segments, UC STRATEGY
adopted the following approach:
• Analysed the current and future market scenario by interviewing competition and industry experts
• Identified the spectrum of financial services that the organisation could offer and mapped them to the
various industry segments they would be attractive to
• Studied the trends in the financial services industry, global and Indian and the likely impact on the Indian
market
• Defined an alliances strategy for the organisation in the offerings that it did not have core capabilities in
• Benchmarked its current processes against the best practices for market services and executive services
• Defined the market size for the services the organisation offers and identified targets to be achieved in the
next 5 years
• Laid out a ‘Strategic Action Agenda’ for the firm
Our Impact
UC STRATEGY provided a shortlist of services that the client could focus on going forward to enable it to achieve
its growth targets. The client also received a competitive landscape of the market.

5. Developing a Market Landscape of Wealth Management Services for Non-Resident Indians
for an Investment Banker
Client Challenge
The client, an investment banker had developed a hypothesis that the Non-Resident Indians (NRIs) wealth
management was an attractive market space. The largest constraint in this industry was the lack of information.
A comprehensive and clear map of the NRIs and the insights into their wealth had to be developed.
Our Approach
• To develop a clear understanding of NRI’s and the wealth managed by them, UC STRATEGY adopted the
following approach:
• Defined the NRI wealth categories into High Net worth Individuals, Mass affluent and Moderately Wealthy
Aspirants based on the practices and wealth / investment habits of NRIs
• The understanding of the investment habits and the practices was developed based on detailed focus
interviews with peer group investment and commercial banks, brokers and NRI sample population
• Developed a wealth distribution pattern based on the countries of residence grouped into geographical
clusters
• Undertook a competitor scan to understand current offerings and unmet investment needs
• Developed the points of differentiation
• Highlighted marketing efforts to chart an action plan for the NRIs
Our Impact
The client received a map of different customer segments to be targeted and potential marketing initiatives that
could be undertaken to gain traction within the market.

6. AMSTERDAM
QVARTZ
Piet Hein Buildings – Wit, 8e etage
Piet Heinkade 95a, Amsterdam
Netherlands +31 6 11000204
HAMBURG
QVARTZ
Neuer Wall 40, DE-20354
Hamburg, Germany +49 40 298 13 470
NEW YORK CITY
QVARTZ
1185 Ave. of the Americas, 3rd floor, Suite 213
New York, NY 10036, USA +1 646 492 9913
SINGAPORE
QVARTZ
One George Street, Level 10-01
Singapore 049145 +65 91 59 94 17
COPENHAGEN
QVARTZ
Ryesgade 3A, DK-2200
Copenhagen N, Denmark +45 33 17 00 00
MUMBAI
UNIVERSAL CONSULTING INDIA PVT LTD
Shivsagar Estate D
Dr Annie Besant Road, Worli
Mumbai 400018, India +91 22 66222100
OSLO
QVARTZ
Wergelandsveien 21, NO-0167
Oslo, Norway +47 22 59 36 00
STOCKHOLM
QVARTZ
Birger Jarlsgatan 7, SE-111 45
Stockholm, Sweden +46 (0)8 614 19 00