Knowledge Highlights

A selection of recent Financial Services Practice reports

The Myths and Realities of Cash Management
Global Payments, September 2011
Despite its fundamental role for banks, cash management is often misunderstood. A survey of global transaction banks confirms some widely held beliefs and exposes others as myths.
Download (PDF—92K)

Global Challenges, Local Opportunities: Trends in Merchant Acquiring
Global Payments, September 2011
Merchant acquiring may look like a commodity business with common factors across markets, but these factors play out in very different ways from one country to the next. Understanding how global changes affect local markets is crucial.
Download (PDF—124K)

The Road to Mobile Payments Services
Global Payments, September 2011
With new players redrawing the battle lines, financial services providers must now adopt innovations in mobile payments and marketing to deepen relationships with consumers and sustain their competitive advantage.
Download (PDF—121K)

Capturing IRA Rollovers: The Net New Money Opportunity for Wealth Managers
North America Wealth Management, Asset Management & Retirement, July 2011
To capture more than their fair share of IRA rollovers, wealth managers need to overcome common advisor misconceptions and understand the IRA consumer decision-making journey.
Request a copy of the report

2011 McKinsey Private Banking Survey: First Signs of Renewal
EMEA Banking, July 2011
In 2010, private banks enjoyed their second successive year of asset growth based on strong capital markets performance. With margins still at low levels and continuing changes in regulation, customer demand, technology and the competitive landscape, the renewal of the private banking industry is set to continue.
Download (PDF—1M)

International Banks: Laying New Organizational Foundations
EMEA Banking, June 2011
Banks are striving to justify their increasingly global presence by reaping the advantages of scale and scope. But their attempts to do so by building a more centralized organizational structure have often brought frustration and triggered growing levels of organizational complexity. Such frustrations, we have found, are driven not so much by poor or ineffective organizational design as by flawed execution of their chosen model.
Download the article (PDF—911K)

For more Knowledge Highlights, visit our Practice Knowledge Pages:

Consumer & Small Business Banking

Corporate & Investment Banking

Wealth Management, Asset Management & Retirement

Payments

Insurance

Marketing & Distribution

Operations & Technology

Organization