{"id":32824,"date":"2022-04-07T09:24:15","date_gmt":"2022-04-07T08:24:15","guid":{"rendered":"https:\/\/www.elixirr.com\/?p=32824"},"modified":"2025-10-30T14:46:02","modified_gmt":"2025-10-30T14:46:02","slug":"corporate-banking-as-a-service-is-the-future-not-the-big-banks","status":"publish","type":"post","link":"https:\/\/www.elixirr.com\/en-us\/corporate-banking-as-a-service-is-the-future-not-the-big-banks\/","title":{"rendered":"Corporate Banking as a Service (CBaaS) is the future. Not the big banks."},"content":{"rendered":"\n

Whether we loved or hated them, the big global banks have dominated the financial services industry for years. Consumers and institutions have had very little choice in the matter. However, the tables have recently turned. Why? The problem is threefold; big global banks have proven unable to innovate at speed, they\u2019re slow to shift to a customer-centric mindset and they rely on a tangled mess of legacy technology. As a result, retail consumers are rapidly turning towards Neobanks and technology firms that can provide them with the seamless digital experience they\u2019re seeking. Small and medium enterprises (SMEs) are now looking to Fintechs for fast and accessible lending \u2013 as opposed to the limited and high-cost funding that traditional banks were offering. This leads us to the forgotten sector: large corporate institutions. <\/p>\n\n\n\n

Time has run out for excuses<\/strong><\/h2>\n\n\n\n

Truth be told, traditional banks have excuses that are hard to discount, but this doesn\u2019t make their inaction any more valid. Corporate banking is far more complex than retail banking. With services that are less productised and tailored, processes can have numerous permutations and require ongoing position and portfolio management. Corporate banking has \u2018forever\u2019 had a culture of success being driven by in-person relationships. Therefore, a seismic shift to digital will inevitably be met with reluctance, as it goes against the grain. The costly relationship model and high fixed costs have also meant that corporate banks are very selective in who they provide services to. This is based largely on profitability, meaning a lot of business are turned away. Yet, the biggest issue facing traditional banks is outdated legacy technology. This inflexible technology acts as a barrier to innovation, meaning traditional banks are unable to keep up with consumer demands and industry pace of change. So, why don\u2019t they just invest in new technology? If the answer was that simple, the large global banks would have done this years ago. The reality is that layer upon layer of legacy technology, spanning across numerous functions and business lines, is entangled and needs buy-in from countless stakeholders. Coupled with trying to understand all the dependent processes, this seems like an impossible task, and a problem to delay as long as time allows. Unfortunately, time is up for these large global banks. <\/p>\n\n\n\n

Below par client experiences are unacceptable in the modern day<\/strong><\/h2>\n\n\n\n

Corporate institutions should not need to put up with \u2018old school\u2019 processes. Individuals wouldn\u2019t put up with it in their personal lives and, after all, it is individuals that run these organizations. It currently takes between 90-120 days to onboard corporate banking customers.\u00a085%\u00a0<\/sup>of corporates have poor know your customer (KYC) experience, and\u00a012%\u00a0are already changing banks as a result. Imagine being asked to provide countless paperwork (much of which is already publicly available or has been provided before), having to sign documents with wet ink, being asked for information sporadically with little context, and having no visibility on the status of your onboarding process \u2013 to the point even your Relationship Manager (RM) doesn\u2019t know. And, once finally onboarded, being faced with disjointed, time-consuming manual processes, limited transparency across all transactions, a lack of data and integrated digital experience, and limited innovation and customisable products to meet your evolving needs. Certainly, you would get the impression the big banks don\u2019t really care.<\/p>\n\n\n\n

\n

Corporate clients are not asking for a superior digital experience, they are expecting one<\/p>\n<\/blockquote>\n\n\n\n

Corporate clients are not asking for a superior digital experience, they are expecting one. A survey undertaken by BCG of 660 companies globally shows that 95% of those who conduct their personal banking online expect the same capabilities for their corporate banking needs. Further, 90% would be interested in engaging with their RMs digitally \u2013 a fundamental step change from the traditional model offered by the big banks. This, and the fact that 60% are willing to switch to a bank offering client-centric digital capabilities, highlights an opportunity for a truly digital corporate bank to take advantage.<\/p>\n\n\n\n

What do we mean by a truly digital corporate bank?<\/strong><\/h2>\n\n\n\n

Digital is a word frequently thrown around with little thought. A truly digital corporate bank is not just one that replicates existing processes and puts them online or on mobile, it goes beyond this. A truly digital bank considers its clients\u2019 core objectives, how their products and services can provide seamless value end-to-end in an integrated client-centric way, and how they can constantly evolve based on client needs. This includes everything from a swift onboarding process to straightforward processing, analytics to optimize cash management structures and liquidity, and tools to assist working capital management and employer services, etc. <\/p>\n\n\n\n

The industry is already starting to see some first movers within this space, none more so than Apex Group<\/a>. Apex Group has quickly understood the need to go digital \u2013 providing agile and responsive services for its corporate clients from an end-to-end perspective. It has built a leading digital onboarding platform that is paperless, successfully manages and collects AML data, and will onboard corporate clients within 5 days<\/a> of receiving the necessary documentation. It has also integrated it with a client-centric digital banking platform with inbuilt security, transparency and flexibility that continues to evolve based on its clients\u2019 needs. This demonstrates the advantage that smaller firms have; they can respond to clients in an agile, nimble way. Furthermore, they\u2019re free from the burden of challenges and bureaucracy that the big global banks currently have. <\/p>\n\n\n\n

\n

A truly digital corporate bank is not just one that replicates existing processes and puts them online or on mobile, it goes beyond this<\/p>\n<\/blockquote>\n\n\n\n

However, client-centric technology is only half the problem. Organizational structure and culture are integral to the success of any digital corporate bank and, as is clear, can\u2019t be overlooked by leadership teams. In a survey of IT leaders involved in digital transformation, culture only came fourth in the challenges of executing a digital transformation. Cultural change needs to be initiated from leadership with a clear vision, direction and goals set out firmwide. It is essential that employees embrace the vision and adopt the right collaborative- and data-orientated behaviors internally, and that the right individuals are hired where there may be gaps. If leadership doesn\u2019t get this right, they may as well write off the technology investment as a sunk cost. <\/p>\n\n\n\n

It’s time we saw corporate banking as a service (CBaaS)<\/strong><\/h2>\n\n\n\n

In today\u2019s modern age, corporate banks can no longer be seen as benefiting from capitalism and making money. Instead, there is a pivotal role they must play if they are to prosper in the digital age and be seen as a \u2018partner\u2019 as opposed to a \u2018headache\u2019. Simply: to make the life of corporates easier. Within the retail\/SME space, we already <\/em>see banks capitalizing on this opportunity to provide integrated solutions to customers. <\/p>\n\n\n\n

Take Starling Bank and Holvi, for example, who have opened up their application programming interfaces (APIs) to significantly benefit their clients. So, the question stands: why are corporate banks not able to do the same? For example, a key pain-point for corporates is payroll. Here, corporate banks not only have an opportunity to provide an integrated service that helps with corporates\u2019 financial health, they can go one step further, supporting them with transitioning to flexible pay; an increasingly popular and desirable employee benefit. By partnering with forward-thinking companies, like Cloud Play, corporate banks can effectively support their clients in this move. And that\u2019s just one example\u2026<\/p>\n\n\n\n

Could this be the last straw for the big players?<\/strong><\/h2>\n\n\n\n

For years, corporate banking has been the reliable powerhouse for large wholesale banks. It has helped to drive their return on equity (RoE) and growth, with the exception of the pandemic where it sustained significant adverse economic impact that was counteracted by performances across IBD and Markets. Retention is key, due to corporate banks\u2019 small clientele and the difficulties of new client acquisition. Clients will not move unless there is compelling reason to do so, as the process of unwinding previous bank relationships can be tedious. Corporate banks already lose about 10-15%<\/a> <\/sup>revenue annually due to attrition. With truly digital banks entering the market, the \u2018powerhouse\u2019 that is so pivotal to wholesale banks is at risk. Hence, the viability of their current business model.<\/p>\n\n\n\n

The time is now <\/strong><\/h2>\n\n\n\n

It may be too late for big banks, but the time is now for smaller corporate banks to act fast and utilize the fintech ecosystem to be truly digital. Smaller corporate banks should capitalize on corporate clients looking for alternatives that not only meet their expectations in terms of experience and products and services offered, but that also use innovative approaches to provide both analytics and decision-making tools and integrated services that optimize their clients\u2019 businesses and help drive growth.<\/p>\n","protected":false},"excerpt":{"rendered":"

Whether we loved or hated them, the big global banks have dominated the financial services industry for years. Consumers and institutions have had very little choice in the matter. However,…<\/p>\n","protected":false},"author":1,"featured_media":32911,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[116],"tags":[129,176],"related_service":[],"related_industry":[42,78],"class_list":["post-32824","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","tag-financial-services","tag-retail-corporate-banking"],"acf":[],"yoast_head":"\nCorporate Banking as a Service (CBaaS) is the future. 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class=\"wp-component-card edwp-component wp-component-card--resource wp-component-card--link js-card-link\n edwp-fade-in\">\n <figure class=\"wp-component-card__image-wrapper\">\n <img width=\"2400\" height=\"1440\" src=\"https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2.png\" class=\"wp-component-card__image\" alt=\"\" decoding=\"async\" srcset=\"https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2.png 2400w, https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2-300x180.png 300w, https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2-1024x614.png 1024w, https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2-768x461.png 768w, https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2-1536x922.png 1536w, 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https:\/\/www.elixirr.com\/en-us\/wp-content\/uploads\/sites\/2\/2022\/04\/website@2x-2-1640x984.png 1640w\" sizes=\"(max-width: 2400px) 100vw, 2400px\" \/> <div class=\"wp-component-card__preview-icon\">\n <span class='edwp-svg '><svg width=\"47\" height=\"47\" viewBox=\"0 0 47 47\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n<g>\n<path d=\"M23.4141 0.539062C36.1232 0.539183 46.4258 10.8416 46.4258 23.5508C46.4257 36.2599 36.1231 46.5624 23.4141 46.5625C10.7049 46.5625 0.402465 36.2599 0.402344 23.5508C0.402344 10.8415 10.7048 0.539062 23.4141 0.539062ZM23.4141 1.68945C11.3606 1.68945 1.55273 11.4974 1.55273 23.5508C1.55286 35.6041 11.3607 45.4111 23.4141 45.4111C35.4673 45.411 45.2743 35.604 45.2744 23.5508C45.2744 11.4974 35.4674 1.68957 23.4141 1.68945Z\" fill=\"currentColor\"\/>\n<path d=\"M19.2841 33.6992C18.9579 33.6986 18.6374 33.6111 18.3543 33.4454C17.7167 33.0759 17.3203 32.3585 17.3203 31.5797V15.8189C17.3203 15.0379 17.7167 14.3227 18.3543 13.9531C18.6442 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Not the big banks.\n <\/h2>\n <\/a> <div class=\"wp-component-card__description\">\n Whether we loved or hated them, the big global banks have dominated the financial services industry for years. Consumers and institutions have had very little choice in the matter. 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