Global Financial Services Sector


Investors don’t like banks much these days…

Submitted by Mike Steinharter
May 10th, 2012

There’s a lot of reasons why investors are not liking banks right now, not least of which is that shareholder returns are almost -10% per year since 2007, worse than pretty much any industry, according to Boston Consulting Group, as published in the Economist this week.   Macroeconomic issues and sovereign defaults lead the list of concerns.  Today’s bailout of Bankia by the Spanish government almost begs the question of who is going to then bail out the Spanish government?

Add to these worries the ongoing demonstrations against top bank executive compensation.  This has now gone well beyond hand wringing.    Citi held their annual shareholder meeting down in Dallas, presumably to avoid some of the noise, only to hear a resounding thud when they put executive comp to a vote.  And now we say goodbye to the CEO of Aviva, largely over controversy from his pay package.  Brian Moynihan of BAML survived but took plenty of heat on this subject.   I think this ‘market correction’ to executive compensation is probably a serious one and one that will see what is often called a ‘dead cat bounce’ i.e. not coming back anytime soon.

http://www.citywire.co.uk/money/why-investors-hate-banks-the-unflattering-comparison-with-utilities/a585607?re=18889&ea=131827&utm_source=BulkEmail_Money_Daily&utm_medium=BulkEmail_Money_Daily&utm_campaign=BulkEmail_Money_Daily

Account Management – a key to serving clients proactively

Submitted by Mike Steinharter
May 8th, 2012

Sounds a bit like motherhood, I know.  I’m out at the Strategic Account Management Association (SAMA) annual conference in San Diego.  Okay, it wasn’t hard to get talked into a guest speaking slot in San Diego in May, I admit…but the conference is also quite interesting.  It’s remarkable to see how many companies are so keen to make sure that they have a top notch Strategic Account Management program, and perhaps not surprising to see how many are struggling with how to get it right.  The session I participated in examined the relationship between a firm’s Services strategy (i.e. consulting, outsourcing, technical services) and Strategic Account Management.  Thanks to the Insight Group (http://www.insight-group.com/), we had a  room full of people and I joined Professor Stephen Brown of Arizona State University along with a senior executive from Dupont on a panel.

From  my perspective the linkage is quite real.   A company that has few or simple offerings may or may not benefit from Strategic Account management.  For those firms like mine, who have undergone a significant transformation, from being a product (printers) company to being a global services and solutions firm (now the largest BPO company), Strategic Account Management is vital.  Without a Strategic Account Manager developing deep knowledge of his/her client’s business, strategy and potential for us to add value…well, we’d just be answering RFPs.

I have the greatest respect for Strategic Account Managers – having been one, I know that it can be the most difficult job in a company…and the most rewarding.  Back to the conference…

Meetings

Submitted by Mike Steinharter
May 1st, 2012

Meetings, meetings, meetings.  I remember once when my kids were young and somebody asked one of them at school “what does your daddy do for a living.”  Her enthusiastic reply was “he goes to meetings!”

Are meetings the scourge of business?  sometimes.   Clearly I spend a good amount of time in meetings, but many of them are fantastic.  A meeting with a client is always the best meeting -it’s the only time any economic value can be created.  Whether the client meeting is a good one, a great one or otherwise, its still more valuable to be with a client than anywhere else.  Internal meetings?  My view is that internal meetings are all about preparing for those moments of truth in front of your clients.    Good meetings are small and are run tightly by people who make sure that the dialogue is honest and open.  I’m not a big fan of meetings that are ‘staged’ for senior management.  Sometimes I wonder if people spend as much time preparing for a client meeting as they do for internal reviews.  I suppose it’s natural, when your standing or even your position is in the hands of someone more senior that you will take extra care to make sure the ‘review’ is delivered with all the spin required for the circumstance….but still.  How many meetings do we really need to prepare for the real meeting with the big boss, which is all just preparation for the meetings with the client anyway :-)

What does this all have to do with Financial Services?  dunno, it was just my rant for today.

Revenue is back

Submitted by Mike Steinharter
April 14th, 2012

Just when you thought you might never see spring again, here it comes…those little shoots of green have developed into a solid quarter for at least a couple of the big guys.  JPMC and Wells Fargo (now the largest bank in the US) announced their numbers and for the first time in what seems like a while, their revenue grew.  Federal Reserve data in fact shows that total bank lending grew at an annualized rate of 5.4% in the first two months of 2012.  JPMC grew revenue by 6% to $26.71B, partly bevause of a strong emand for mortgages, business loans and some reasonably healthy trading volumes on Wall Street.  Wells Fargo also grew by 6%, the highest level in over two years.

These were the first two to announce.  Let’s see how the rest of the pack fares..

London may be tops, but Singapore thinks they’re tops…

Submitted by Mike Steinharter
March 21st, 2012

The other day I posted a piece from the FT about London being rated (by a London-based think tank) as the top Financial Center.  Only fair to post this one today, from The Banker, which says that Singapore is still getting the most inbound investment in their financial sector.  While down considerably (gray to red) from the prior year, they still appear to lead the world in this regard.

Perhaps I’ll stumble upon another study that puts NY first, or Frankfurt or Dubai or Hong Kong…stay tuned.

A bank getting creative with Social…

Submitted by Mike Steinharter
March 21st, 2012

There aren’t many, I daresay.  At a “customer experience” event in London yesterday, however, I heard a bit about what Lloyds Banking Group are doing.  Using Faceboook, Youtube and Twitter for their primary brands LloydsTSB, Halifax and Bank of Scotland, these folks seem to be leading the pack, at least in the UK.  While very few hands went up in the audience when asked if their bank were doing ANYTHING on social, Lloyds offered the following strategy:

Youtube is the place to go for advice and guidance.  Facebook for community and customer service..and a bit of fun (see their LloydsTSBMe page for a bit of it), and Twitter is their favorite story.  They use Twitter for realtime customer service, citing “Ask Twitter” as a means for resolving customer issues.  Examples?  Suppose you are travelling abroad and forgot to tell your bank…next thing you know your credit card is denied.  A quick tweet to Lloyds and they can fix it.  Not bad for a start, i thought.  They are convinced it gives them insights into the customer, instant feedback on products and services and is great for troubleshooting.  They also claim that 96% of complaints are handled on channel when they get them, ie they don’t need to refer to another channel to solve.

Well done, Lloyds, for at least not fearing the new world.  Looking for more stories if you’ve got them.

London stays top…

Submitted by Mike Steinharter
March 19th, 2012

It’s funny what shows up in the London copy of the Financial Times, but not in the US copy.  I subscribe in the US, and thereby get access to the online version, but this week am in London, so of course picked up my copy at WE Smith in T4 of Heathrow when I landed.  The headline on page 3 is London stays top of finance league.  I tried to insert a copy of the graph that proves that London is ahead of NY and everyone else, but sadly it’s not in the online version that I get (the US version).  Funny that.

So if you’re in NY you’ll never know that London’s “rating” is 781, just above New York at 772, Hong Kong at 754, Singapore’s 729, Tokyo, Zurich, Chicago, Shanghai, Seoul and then finally Toronto filling out the top 10.  This is some sort of rating system by a Think Tank (i wanna be part of a think tank some day…) called the Z/Yen group.    Oddly enough, they are based in London.   Congratulations, all.

Optimism or no? US bank profits rise.

Submitted by Mike Steinharter
March 1st, 2012

The FDIC this week released it’s quarterly report (folks like me look forward to these reports.  no comments please on what that means about me).  http://www.fdic.gov/news/news/press/2012/pr12023.html

The summary, for those who will read blogs but not government reports:  Commercial banks and savings institutions insured by the FDIC reported and aggregate profit of $26.3B in Q4, a $4.9B improvement from the previous year.  This is the 10th consecutive quarter that earnings have registered a year-over-year increase.   Good news?  i suppose, on the surface.  But why are earnings continuing to improve.  Well the first indication is that – just like in each of the previous 9 quarters – lower provisions for loan losses were responsible for the yty improvement in earnings.  So bad loans are on the decline.  That’s okay in and of itself.  In addition, 63% of all institutions reported improvements in quarterly NI.  4th quarter loss provisions were down about 40% (wow).

However – net operating revenue (net interest income + total noninterest income) was down 2.3% from the earlier year…because of a 7.4% decline in noninterest income.

Now, loan balances are up, for the 3rd quarter in a row mind you, by 1.8%.  Loans to commercial and industrial buyers was up, residential mortgages were up and credit card balances were up. So not all bad news.  Now if we could get interest rates up a bit…

The Oracle is hanging in there, but he’s not always right.

Submitted by Mike Steinharter
February 26th, 2012

http://www.berkshirehathaway.com/letters/2011ltr.pdf.  I must admit; I really enjoy reading Buffet’s annual letter to shareholders.  This year, the press focused on the fact that he’s chosen a successor.  To me, that’s just something to dread, a passing that will be sad to observe.  The rest of his letter is still vintage Buffet. It’s 22 pages long, so requires a good sitting, but it’s worth it.  He waxes on about Berkshire Hathaway’s performance of course, but mixes in so much good folk wisdom and investment advice that they are much more than your average Chairman’s letter to shareholders.  Buffet’s net worth is about $50B (98% of his net worth is in Berkshire stock) and as he says, “when you look at Berkshire, you are looking across corporate America.”   And there’s nothing like someone like this who can admit when he’s wrong:  ”last year, I told you that a housing recover will probably begin within a year or so.  I was dead wrong.”

Buffet highlights four important companies that he holds significant equity interests in:  IBM, Coca-Cola, American Express and Wells Fargo.  I particularly enjoy his explanation of the Insurance business:

Property-casualty (“P/C”) insurers receive premiums upfront and pay claims later. In extreme cases,
such as those arising from certain workers’ compensation accidents, payments can stretch over decades. This
collect-now, pay-later model leaves us holding large sums – money we call “float” – that will eventually go to
others. Meanwhile, we get to invest this float for Berkshire’s benefit. Though individual policies and claims
come and go, the amount of float we hold remains remarkably stable in relation to premium volume.
Consequently, as our business grows, so does our float. And how we have grown, as the following table shows:
Year Float (in $ millions)
1970 $ 39
1980 237
1990 1,632
2000 27,871
2010 65,832
2011 70,571
It’s unlikely that our float will grow much – if at all – from its current level. That’s mainly because we
already have an outsized amount relative to our premium volume. Were there to be a decline in float, I will add,
it would almost certainly be very gradual and therefore impose no unusual demand for funds on us.
If our premiums exceed the total of our expenses and eventual losses, we register an underwriting profit
that adds to the investment income our float produces. When such a profit occurs, we enjoy the use of free
money – and, better yet, get paid for holding it. Unfortunately, the wish of all insurers to achieve this happy
result creates intense competition, so vigorous in most years that it causes the P/C industry as a whole to
operate at a significant underwriting loss. For example, State Farm, by far the country’s largest insurer and awell-managed
company besides, has incurred an underwriting loss in eight of the last eleven years. There are
a lot of ways to lose money in insurance, and the industry is resourceful in creating new ones.
As noted in the first section of this report, we have now operated at an underwriting profit for nine
consecutive years, our gain for the period having totaled $17 billion. I believe it likely that we will continue to
underwrite profitably in most – though certainly not all – future years. If we accomplish that, our float will be
better than cost-free. We will profit just as we would if some party deposited $70.6 billion with us, paid us a fee
for holding its money and then let us invest its funds for our own benefit.

He goes on to offer insights into the energy industry, transportation, and several others.  Have a look, via the link above, and read about one of the coolest guys in the world.

Is the tablet the most significant technology to hit the business world?

Submitted by Mike Steinharter
February 21st, 2012

The ipad was designed for consumers, not businesses.  It’s not clear to me that Apple has put a lot of effort into business applications for the device…yet it will probably change business forever.  A recent Morgan Stanley study http://www.appleinsider.com/articles/12/02/15/apples_ipad_driving_accelerated_enterprise_transition_away_from_printing.htm l asserts that printing is in decline, paper sales are down, and this is a wonderful thing – environmentally friendly and cool at the same time!  Paper and printing companies (including mine) must either embrace this phenomenon or be prepared for a long painful death.  For me, helping this along seems the smarter route.  Let’s help companies get rid of paper, not use more of it.  Tablets will be excellent tools in banking, for everything for new account opening to pitchbooks.  You read a post from me last year about an insurer in Tokyo who used tablets to manage claims after the tsunami and earthquake.   There’s no putting this one back in the bottle, folks!