Credit Suisse’s Asia decision making to stay in the region after overhaul, BFSI News, ET BFSI

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Credit Suisse‘s key decision making power for Asia Pacific will stay in the region despite the previously separate division being integrated into the bank’s broader structure as part of its new strategy, its regional chief executive said.

The Swiss-based bank last week said Asia Pacific would no longer be a stand alone division and its wealth management and investment banking units would be absorbed into global divisions as part of a paring back of the bank .

The decision has stoked worries from local bankers who fear a loss of autonomy could contribute to the bank’s already declining market share in key investment banking divisions in Asia, two sources said.

“We have always worked together with our global colleagues, whether they are in Europe or the U.S., for example on deals that have required a global solution for clients, and the collaboration across APAC will also continue. Nothing will change on that front,” Helman Sitohang, Credit Suisse’s Asia Pacific chief executive told Reuters on Monday.

Sources said Credit Suisse’s standalone Asia private bank was a differentiator for both customers and bankers.

Under that structure, senior managers usually had leeway to take decisions such as balance sheet lending and staff promotions, unlike many private banks in the region that relied a lot on their headquarters for key approvals.

One source said that despite assurances by management, there were worries that risk taking would be curtailed and the speed of decision making might slow down.

“As a region, we continue to be empowered to make decisions such as those related to market presence, key clients and HR-related matters, and at the same time maintain our speed of decision-making and connectivity to the global infrastructure that certain deals require,” Sitohang said.

For years, Credit Suisse has been one of the most active investment banks in developing markets such as Indonesia and Vietnam, as it won mandates from entrepreneurs and business families, often backed by financing.

Asia Pacific contributes about 20% of Credit Suisse’s global revenue, according to its most recent financial results. Its investment banking market share in Asia Pacific, including Japan, has fallen so far in 2021, according to Refinitiv data.

The bank sits tenth on the announced mergers and acquisition league table with a market share of 3.1%, down from 4.9% for the full year in 2020.

In equity capital markets – a key driver of fee revenue in Asia – it has a 2% market share, down from 3.1%, the figures showed.

Sitohang said Credit Suisse’s Asian investment banking performance had been “difficult because of the various headwinds we have had as a firm globally”, pointing to scandals involving hedge fund Archegos and supply chain financier Greensill.

But he was confident the business could rebound.

“The intent is to come back strongly and regain our market position,” he said.



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Account number issues main reason for failed bank payments, BFSI News, ET BFSI

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Failed payments are estimated to have cost the global economy $118.5 billion in fees, labour and lost business in 2020 according to the latest study from Accuity, a risks solutions company.

The total cost of failed payments regionally was $41.1 billion in EMEA, $33.7 billion in the Americas and $43.7 billion in Asia-Pacific (APAC). The report shows that the average cost of failed payments varied across the globe, depending on the type of organization. Banks spent on average approximately $360,000 in 2020 on failed payments – which includes all fees, labour and costs related to customer attrition – whereas the average corporate firm spent just over $200,000.

What’s a failed payment?

A failed payment is a payment that is rejected by a beneficiary bank or an intermediary bank in the payment flow. Payments can fail for several reasons including inaccurate or incomplete information, data entry issues due to human error or poor reference data and validation tools.

The impact

The study also found that 60% of respondents are losing customers because of failed payments and about 80% of organizations with over 20,000 failed payments per day reported having lost customers as a result. Failed payments have the biggest impact on customer service, with 37% of organizations reporting a severe impact and nearly 50% indicating some impact.

Although fewer than 50% of respondents stated they were actively trying to reduce the number of failed payments, the study found that a failed payments rate of 5% or above was the tipping point that compelled 80% of organizations to act.

Failed payments can result in a major impact on customer service – 50% reported some impact, and 37% reported a severe impact.

Tangible costs such as fees and labour might be easier to measure, but the intangible – including customer relationships – can be more difficult to repair, the study said. The payments market is fiercely competitive, so it is vital for organizations to take greater measures to improve their payments data to reduce their failed payment rate, it said.

The reasons

Account number issues were the cause of one-third of failed payments and inaccurate beneficiary details were the result of another third. Overly manual processes that are prone to human error were among the other reasons. Manual processes introduce human error and slow down the payment process, making it less efficient. Further, one-third of organisations say they still manually validate payment data, and two thirds (66%) find the reduction of manual processes ‘extremely challenging’.



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