integrated corporate management

Information on value drivers, risk capital allocation and risk-bearing capacity

Your Contact Person

Martin Danne | Managing Partner
Hammer Straße 165
48153 Münster
Germany
Germany

Bank strategy functionalities

zeb.control.strategy


Functionalities

Structuring, aggregating and processing controlling information

zeb.control.strategy - Compass software module

Particularly in the current market environment, the transparent display of relevant management information from an income, cost and risk perspective at the overall bank level becomes a key competitive factor. As a flexible management information system, zeb.control.strategy - Compass provides you with functions for structuring, aggregating and processing a multitude of controlling information. In detail, zeb.control.strategy - Compass supports you with the following functionalities:

 

Standardized reporting system

The comprehensive reporting library that is specifically tailored to the needs of board members builds on the long-standing, practice-tested project expertise of zeb. Hence, the system can be immediately used in productive operation. The reporting system includes specific analyses as well as period and benchmarking comparisons at the level of business segments and products as well as reports on risk development and productivity indicators. Therefore, an informative and clear presentation of achievements of objectives is provided by a speedometer display and trend arrows.

Detailed analysis

Missed objectives of individual key ratios at the bank-wide level can be analyzed by the option of drilling down to the individual business units and control levels. So the achievement of objectives can be evaluated and the causes of the missed goals can be identified in detail. It is also possible to export the reports either in an addressee-specific report book or individual documents (PDF, Power Point and Excel are available as format).

Target-oriented business planning

zeb.control.strategy - Future Grip software module

A volatile market environment, increased competition and new regulatory requirements have led to demand for adjustment to internal management logic. Changed framework conditions — such as stricter regulatory requirements regarding capital, leverage and liquidity — mean that transparency about essential management KPIs will increasingly become a critical factor for the success of banks. A total illustration of implication correlations between balance sheet structure, P&L, central management parameters and regulatory restrictions is indispensable for target-oriented and robust business planning. This facilitates sound strategic decisions about the current banking environment.

Integrated simulation

Total bank simulation uses an integrated simulation of all relevant target values to support strategic decision making based on assumptions about the economic and regulatory environment. These cover return on equity, RoA, profit and balance sheet growth, tier 1 capital ratio, leverage and liquidity coverage ratio and can quickly be extended to include individual management KPIs.

The main strategic functionalities

  • Comprehensive implication analysis of all relevant management parameters of the bank

  • Integrated simulation and planning of balance sheet, P&L, capital and availability of liquid resources for mapping dependencies and impact directions

  • High flexibility and scalability regarding data connection, portfolio granularity and report design

  • Use of zeb.control as a proven platform with various expansion options for integrated total bank management

Application example and use areas

A universal bank with a large share of customer business was supported by zeb and zeb.control as part of the strategic planning process. After defining an adequate planning or portfolio level, the necessary data could be quickly connected. Planning and stress scenarios were defined during the discussion with the bank. The simulation of business development while considering various scenarios based on integrated data started a discussion about strategies. Afterwards, the management board was able to decide between changes depending on certain relevant squeeze factors.

As a result, a robust and sustainable plan was adopted which satisfied demands for volume and margin and also took regulatory restrictions into account.