http://www.capgemini.com/ Capgemini: Collaborative Business Experience en-us http://www.capgemini.com/img/logo.gif http://www.capgemini.com/ Copyright © 2007 Capgemini. This is an XML content feed. It is intended to be viewed in a newsreader or syndicated to another site, subject to copyright and fair use. If your reader/aggregator does not appear in the list to the right, simply copy/paste the URL of this page into your preferred reader/aggregator. http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/noEC0XtCws8/ http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management-for-banking/ <p>Many of today&apos;s challenges for banks can be addressed by a structured enterprise data management initiative</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/A_Case_for_Enterprise_Data_Management_for_Banking.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Data management has been pushed to the forefront today by the multi-pronged squeeze of compliance, risk management, cost efficiency of operations, effectiveness of client relationships and marketing. All of these functions rely on the accuracy of data for effective decision making. Multiple business groups like risk, operations, trading and compliance view the same information differently. This can lead to material disputes about data quality, definitions, information storage, and control. An enterprise data management (EDM) program brings all of these data-related aspects under one umbrella, holding responsibility to establish standards of conformity, integrity and reliability thereby increasing efficiency and throughput.</p> <p>To be successful, the EDM team requires a deep understanding of the drivers for an EDM strategy, the building blocks of an effective EDM implementation and various design considerations.</p> <p>This paper provides an overview of EDM capabilities and strategies and reviews architectural considerations and implementation aspects of an EDM program. It also summarizes the benefits accrued by an EDM implementation.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management-for-banking/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/noEC0XtCws8" height="1" width="1"/> Capgemini 2012-02-06T07:56:00+01:00 http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management-for-banking/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/EkRWehuSw3o/ http://www.us.capgemini.com/insights-resources/publications/business-process-management-in-manufacturing-from-process-to-value/ <p>New Capgemini research shows how organizations can move to the next level of BPM maturity</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Business_Process_Management_in_Manufacturing__From_Process_to_Value.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Business Process Management (BPM) can help manufacturing companies address global competitive challenges and economic pressures, enabling them to reduce costs and improve the value they create as well as their speed-to-market. Though manufacturing organizations have been putting BPM initiatives in place for some time, only now has the underlying technology reached a threshold point where it can truly deliver new potential – by improving cost efficiency, speed-to-market and acceleration of innovation. New Capgemini research shows how organizations can move to the next level of BPM maturity.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/business-process-management-in-manufacturing-from-process-to-value/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/EkRWehuSw3o" height="1" width="1"/> Capgemini 2012-02-03T12:07:00+01:00 http://www.us.capgemini.com/insights-resources/publications/business-process-management-in-manufacturing-from-process-to-value/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/dKMvwqEgOAw/ http://www.us.capgemini.com/insights-resources/publications/the-cloud-time-for-delivery/ <p>The Question is not &quot;If&quot;, but &quot;How, Where&#x26;When&quot;</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/The_Cloud__Time_for_Delivery.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Are the new technologies of cloud, mobility, and big data an IT evolution? Or are they a game-changing revolution as many in the business world seem to think? &#8221;Cloud confusion&#8221; is causing organizations to shy away from embracing the cloud and reaping its rewards. In Capgemini’s new point of view ‘The Cloud: Time for Delivery’, Andy Mulholland explains why both views are correct, arguing that both “inside out&#8221; and “outside in&#8221; approaches are required for organizations to maximize the benefits of the Cloud.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/the-cloud-time-for-delivery/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/dKMvwqEgOAw" height="1" width="1"/> Capgemini 2012-02-03T16:39:00+01:00 http://www.us.capgemini.com/insights-resources/publications/the-cloud-time-for-delivery/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/wjjFU7KyS_U/ http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management/ <p>Many of today’s challenges for capital markets firms can be addressed by a structured enterprise data management initiative</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/A_Case_for_Enterprise_Data_Management.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Data management has been pushed to the forefront today by the multi-pronged squeeze of compliance, risk management, cost efficiency of operations, effectiveness of client relationships and marketing. All of these functions rely on the accuracy of data for effective decision making. Multiple business groups like risk, operations, trading and compliance view the same information differently. This can lead to material disputes about data quality, definitions, information storage, and control.</p> <p>An enterprise data management (EDM) program brings all of these data-related aspects under one umbrella, holding responsibility to establish standards of conformity, integrity and reliability thereby increasing efficiency and throughput. To be successful, the EDM team requires a deep understanding of the drivers for an EDM strategy, the building blocks of an effective EDM implementation and various design considerations.</p> <p>This paper provides an overview of EDM capabilities and strategies and reviews architectural considerations and implementation aspects of an EDM program. It also summarizes the benefits accrued by an EDM implementation.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/wjjFU7KyS_U" height="1" width="1"/> Capgemini 2012-02-01T10:28:00+01:00 http://www.us.capgemini.com/insights-resources/publications/a-case-for-enterprise-data-management/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/P_lmb4mhBy0/ http://www.us.capgemini.com/insights-resources/publications/trends-in-retail-banking-channels-improving-client-service-and-operating-costs/ <p>Key emerging business and technology trends across retail banking channels to meet new client demands and optimize channel distribution costs</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Trends_in_Retail_Banking_Channels__Improving_Client_Service_and_Operating_Costs.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Traditionally, retail banks have used branches, ATM, call centers, mobile, and Internet to interact with their customers, though newer direct channels such as social media have emerged recently. Branches have always played an important role and remain a key banking channel. However the changing needs and preferences of customers, coupled with growing technological innovations, has led to the increased popularity and adoption of direct channels over the last decade. Direct channels are expected to hold the highest share of global banking transaction volume by 2012, though traditional channels are still expected to command the highest share of the sales volume.</p> <p>This paper explores how banks are shifting their customers from high-cost to lower-cost channels to reduce the total cost-to-serve. Globally, banks are investing in enterprise mobile financial service solutions to deliver more mobile-based banking services and reduce the overall cost of operations. As the adoption rate of online banking continues to increase globally, banks are expected to increase their online marketing presence by leveraging technologies such as Web 2.0 and social networks, which have evolved as an integral part of the banking channel mix. Banks are also increasingly spending on customer-centric analytical tools to better understand client buying and channel-usage patterns, which can help build and improve customer relationships.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/trends-in-retail-banking-channels-improving-client-service-and-operating-costs/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/P_lmb4mhBy0" height="1" width="1"/> Capgemini 2012-02-01T08:06:00+01:00 http://www.us.capgemini.com/insights-resources/publications/trends-in-retail-banking-channels-improving-client-service-and-operating-costs/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/KU7e3iM__OQ/ http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-the-front-office/ <p>Key front office trends and the implications for the non-life insurance industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Global_Trends_in_Non-Life_Insurance__The_Front_Office.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>As the economy has improved across most of the world, the global non-life insurance industry has participated in the recovery with written premium growing 4.4% in 2010. This was especially true in Asia where written premiums grew by 16.8% the same year. The growth trend is likely to continue in 2011, although the underwriting margins continue to be under pressure due to the impact of catastrophic and other major claims across the world, such as the devastating earthquakes in Japan and New Zealand. In addition, the uncertainty over economic issues lingers on, and could also affect the future growth of the industry.</p> <p>The non-life insurance industry is witnessing shifting trends across the front office, policy administration, and claims—the three core functions of the insurance value chain. This paper looks at key emerging trends in the front office function of non-life insurance firms.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-the-front-office/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/KU7e3iM__OQ" height="1" width="1"/> Capgemini 2012-02-01T08:02:00+01:00 http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-the-front-office/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/-QqTtJRCT4U/ http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-policy-administration/ <p>Key trends in policy administration and the implications for the non-life insurance industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Global_Trends_in_Non-Life_Insurance__Policy_Administration.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>As the economy has improved across most of the world, the global non-life insurance industry has participated in the recovery with written premium growing 4.4% in 2010. This was especially true in Asia where written premiums grew by 16.8% the same year. The growth trend is likely to continue in 2011, although the underwriting margins continue to be under pressure due to the impact of catastrophic and other major claims across the world, such as the devastating earthquakes in Japan and New Zealand. In addition, the uncertainty over economic issues lingers on, and could also affect the future growth of the industry.</p> <p>The non-life insurance industry is witnessing shifting trends across the front office, policy administration, and claims—the three core functions of the insurance value chain. This paper looks at key emerging trends in the policy administration function of non-life insurance firms.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-policy-administration/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/-QqTtJRCT4U" height="1" width="1"/> Capgemini 2012-02-01T07:56:00+01:00 http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-policy-administration/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/93BJt_dQO4Q/ http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-claims/ <p>Key claims trends and the implications for the non-life insurance industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Global_Trends_in_Non-Life_Insurance__Claims.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>As the economy has improved across most of the world, the global non-life insurance industry has participated in the recovery with written premium growing 4.4% in 2010. This was especially true in Asia where written premiums grew by 16.8% the same year. The growth trend is likely to continue in 2011, although the underwriting margins continue to be under pressure due to the impact of catastrophic and other major claims across the world, such as the devastating earthquakes in Japan and New Zealand. In addition, the uncertainty over economic issues lingers on, and could also affect the future growth of the industry.</p> <p>The non-life insurance industry is witnessing shifting trends across the front office, policy administration, and claims—the three core functions of the insurance value chain. This paper identifies key emerging trends in the claims function of non-life insurance firms.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-claims/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/93BJt_dQO4Q" height="1" width="1"/> Capgemini 2012-02-01T07:51:00+01:00 http://www.us.capgemini.com/insights-resources/publications/global-trends-in-nonlife-insurance-claims/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/FGkpvKhQQjA/ http://www.us.capgemini.com/insights-resources/publications/government-it-reform-collaborating-for-new-solutions/ <p>How the lessons from the federal government can be applied to state and local jurisdictions.</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Government_IT_Reform___Collaborating_for_new_solutions.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>This white paper Government IT Reform: Collaborating for New Solutions examines key elements of the 25 Point Implementation Plan to Reform Federal Information Technology Management and turns it into a tactical implementation plan for State and Local Government agencies. Many elements of the IT reform plan can be applied at the state and local level to transform the way IT is procured and deployed.</p> <p>The influence of private industry on government operations continues to proliferate, bringing with it program management processes that increase the chances of successful IT deployments, as well as budgeting practices that make it easier for governments to share resources, consolidate infrastructure and services, and communicate with each other about IT practices.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/government-it-reform-collaborating-for-new-solutions/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/FGkpvKhQQjA" height="1" width="1"/> Capgemini 2012-01-31T19:14:00+01:00 http://www.us.capgemini.com/insights-resources/publications/government-it-reform-collaborating-for-new-solutions/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/YMobmrkXk4A/ http://www.us.capgemini.com/insights-resources/publications/evolving-demands-on-the-hedge-fund-administration-industry/ <p>Changing demands witnessed by the hedge fund industry since 2007</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Evolving_Demands_on_the_Hedge_Fund_Administration_Industry.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Hedge funds have gained significant prominence and acceptance across both high net worth individuals and institutional investors. However, the robust growth of the hedge fund industry came to an abrupt halt between 2007 and 2008 due to the severe downturn in the market value of assets and the large amount of redemptions by customers. The slowdown of 2007 exposed the complexity of the investment strategies deployed by hedge funds and the weakness of their internal controls. During this period, hedge funds were coming to terms with the changing profile of the client base, especially the rise of institutional investors. The operational complexity of hedge funds has increased due to new demands from institutional investors such as frequent reporting, third-party portfolio valuation, an emphasis on internal controls, increased product complexity, and emerging regulations.</p> <p>This paper reviews the challenges faced by hedge funds and recommends strategies to address them based on the maturity and size of the fund.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/evolving-demands-on-the-hedge-fund-administration-industry/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/YMobmrkXk4A" height="1" width="1"/> Capgemini 2012-01-20T14:03:00+01:00 http://www.us.capgemini.com/insights-resources/publications/evolving-demands-on-the-hedge-fund-administration-industry/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/UqWFIluCZdk/ http://www.us.capgemini.com/insights-resources/publications/data-privacy-in-the-financial-services-industry/ <p>How high-profile data breaches have impacted the privacy landscape</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Data_Privacy_in_the_Financial_Services_Industry.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Divulging personally identifiable information during a business transaction has become commonplace for most individuals, resulting in a deluge of personally identifiable information that banks, capital markets firms, and insurance companies must store as part of their day to day business. Due to the rising threat of data breaches, identity theft, and associated fraud across all industries, companies are increasingly focusing on enhancing data privacy programs. While the problem of data breaches crosses all industries, the financial services industry is a primary target of fraudsters due to the inherent value of the data.</p> <p>This paper discusses the importance of data privacy from the perspective of financial services institutions with an emphasis on the challenges firms face in day-to- day business operations. It also analyzes the role that government organizations across the globe are playing in formulating privacy laws and overseeing compliance. Finally, we look at the steps financial services firms need to take to better protect against data breach incidents through the design of proactive data privacy programs.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/data-privacy-in-the-financial-services-industry/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/UqWFIluCZdk" height="1" width="1"/> Capgemini 2012-01-20T14:01:00+01:00 http://www.us.capgemini.com/insights-resources/publications/data-privacy-in-the-financial-services-industry/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/eBSC3n1P4LQ/ http://www.us.capgemini.com/insights-resources/publications/hr-at-the-executive-table-linking-people-strategy-to-business-outcomes/ <p>Key Levers to Secure HR a Seat at the Executive Table</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/HR_at_the_Executive_Table__Linking_People_Strategy_to_Business_Outcomes.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>To support corporate objectives effectively, HR executives must complete sustainable strategic workforce planning and develop integrated talent management strategies at the global level, enabled by emerging technologies and grounded in a robust operating model—or otherwise risk being viewed by the business as a cost center rather than a value generator and true business partner.</p> <p>Capgemini Consulting publishes its global HR Barometer report to investigate the trends and challenges facing today’s HR leaders and their teams.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/hr-at-the-executive-table-linking-people-strategy-to-business-outcomes/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/eBSC3n1P4LQ" height="1" width="1"/> Capgemini 2012-01-18T22:30:00+01:00 http://www.us.capgemini.com/insights-resources/publications/hr-at-the-executive-table-linking-people-strategy-to-business-outcomes/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/6UKY5Sxwbio/ http://www.us.capgemini.com/insights-resources/publications/debit-card-interchange/ <p>The impact of debit interchange regulation and what financial services institutions can do to support a positive outcome</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Debit_Card_Interchange.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>In 2010, the U.S. Congress passed the Dodd-Frank Wall Street and Consumer Protection Act, a sweeping change to financial regulation in the United States. The Durbin amendment, part of the Dodd-Frank Act, allows the Federal Reserve board to implement a comprehensive system of debit card interchange. The amendment establishes standards for an interchange fee, and prohibits issuers and networks from restricting the number of networks over which an electronic debit transaction may be processed.</p> <p>Several countries have experienced similar reform, with Australia being the first country to implement regulatory changes related to the debit card interchange fee. The impact of these regulatory reforms in Australia has been positive, with the Reserve Bank of Australia concluding that merchants’ lower costs are flowing through as lower prices for consumers. There has also been a stronger growth in new debit accounts since the reforms. Canada, New Zealand, and the European Union have also taken similar actions relating to interchange fees over the last few years.</p> <p>This paper looks at how banks should take a holistic approach to address the new debit card regulation by overhauling payment systems, increasing flexibility to support changing regulations, and enhancing the predictive analytics capabilities required to assess the impact of the regulations in diverse situations.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/debit-card-interchange/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/6UKY5Sxwbio" height="1" width="1"/> Capgemini 2012-01-17T10:51:00+01:00 http://www.us.capgemini.com/insights-resources/publications/debit-card-interchange/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/XyiaLHZrxrM/ http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-issuers/ <p>Key trends faced by card issuers and their implications for the payment card industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Global_Trends_in_the_Payment_Card_Industry__Issuers.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>The payment card industry was relatively resilient to the global economic slowdown primarily due to strong growth in the developing markets of Asia and Latin America. Transaction volumes are expected to continue to grow with developing countries such as China and Brazil as growth engines. The average global value of card purchases has been slowly declining as consumers in developed nations cut down on their big ticket purchases.</p> <p>The key payment card industry stakeholders of card acquirers, card processors, and card issuers are all witnessing shifting trends. This paper identifies three key emerging trends pertaining to the issuing side of the payment card industry.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-issuers/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/XyiaLHZrxrM" height="1" width="1"/> Capgemini 2012-01-16T07:05:00+01:00 http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-issuers/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/2UILHSfp0-k/ http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-processors/ <p>Key trends faced by card processors and implications for the payment card industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Global_Trends_in_the_Payment_Card_Industry__Processors.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>The payment card industry was relatively resilient to the global economic slowdown primarily due to strong growth in the developing markets of Asia and Latin America. Transaction volumes are expected to continue to grow with developing countries such as China and Brazil as growth engines. The average global value of card purchases has been slowly declining as consumers in developed nations cut down on their big ticket purchases.</p> <p>The key payment card industry stakeholders of card acquirers, card processors, and card issuers are all witnessing shifting trends. This paper identifies three key emerging trends pertaining to the processing side of the payment card industry.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-processors/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/2UILHSfp0-k" height="1" width="1"/> Capgemini 2012-01-16T06:59:00+01:00 http://www.us.capgemini.com/insights-resources/publications/global-trends-in-the-payment-card-industry-processors/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/oP4fdRimPnw/ http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-banking-industry/ <p>Key business and technology trends in the banking sector and their implications</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Trends_in_the_Global_Banking_Industry.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>The banking industry has experienced mixed results in the post-crisis period from 2008 to 2010. Industry growth has slowed considerably but risk management and profitability has shown a significant recovery. Profits have returned to pre-crisis levels and the solvency of the industry has witnessed significant improvement. The dichotomy in the growth prospects of banks from developed markets versus those from the emerging markets has also been highlighted by the crisis. Driven by buoyant economic prospects, the banking industry in the emerging markets remained profitable even during the worst phase of the crisis. This contrasts with the performance of banks from developed markets which registered huge losses during the same period. Even in coming years, banks from the emerging markets are expected to drive the growth of the global banking industry.</p> <p>The industry has also entered a period of enhanced regulation. More stringent capital adequacy and risk management standards are now being imposed upon banks, along with a corresponding increased strain on their traditional business models and operating margins. Looking forward, certain key priorities have emerged for the banking industry, prominent among them are: restoration of customer confidence; addressing issues such as low efficiency of existing channels; ageing technology; high operating costs and the existence of complex processes. Technology, including the development of consumer-centric solutions, is increasingly being seen as a key to meeting these priorities. This paper explores major global and regional trends including the replacement and upgrades of legacy core banking systems, evolution of payment processing hubs , and the emergence of business intelligence and customer relationship management as tools to deliver customized offerings and drive greater consumer-centricity.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-banking-industry/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/oP4fdRimPnw" height="1" width="1"/> Capgemini 2012-01-12T10:34:00+01:00 http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-banking-industry/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/At7lg1O0dYU/ http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-client-perspective/ <p>Key emerging client-focused technology trends in the wealth management industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Trends_in_Global_Wealth_Management__A_Client_Perspective.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>The global wealth management industry has been booming with the growth in High Net Worth Individual (HNWI) wealth and population. Growth of HNWIs has been more prominent in emerging markets that were major contributors to global recovery witnessed in 2009 and 2010. Products and services demanded by HNWIs are now much more sophisticated than those offered under normal banking services. Our analysis highlights important trends witnessed across the globe.</p> <p>However, the growth in wealth management business is not without its challenges as HNWI clients have become more demanding in terms of products and services offered. HNWIs are becoming tech savvy—both young and old. They are spending more time online, and are demanding increased communication in this space. Reporting needs of HNWIs is also on the rise as they invest across complex products and demand periodic updates on their holdings.</p> <p>This paper explores trends among wealth management firms to better service clients including: the increased use of mobile and social media platforms; increased spending in online products and services to meet needs of increasingly tech savvy clients; and increased spending on client reporting tools to improve transparency and client satisfaction.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-client-perspective/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/At7lg1O0dYU" height="1" width="1"/> Capgemini 2012-01-02T11:19:00+01:00 http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-client-perspective/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/a0QX2Kos2a8/ http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-business-perspective/ <p>Key emerging business-focused technology trends in the wealth management industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Trends_in_Global_Wealth_Management__A_Business_Perspective.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>The financial markets worldwide bounced back in 2009 from the recessionary lows seen during the financial crisis years. While most of the banks that survived the crisis benefitted from this improved performance, their business priorities underwent significant changes, with most of them altering business models to incorporate lessons learned from past mistakes. During and after the worst of the crisis, there was increased emphasis on the wealth management business by both universal banks and boutique firms. Revenue and profit margins of the wealth management industry remained relatively stable during and following the worst of the crisis. This better performance as compared to other banking divisions led to an increased emphasis on the wealth management business by banks and other financial services institutions, with executives attracted to strong cash generation and low leverage. The wealth management business at universal banks is now emerging as a core competency that can help maximize enterprise value. This was aided by the global growth in wealth and population of high net worth individuals (HNWIs). Many of the larger banks are reorganizing their business divisions and top management teams to rightly position themselves to capitalize on this growth.</p> <p>This paper explores the challenges faced by the wealth management industry such as constantly-evolving regulatory requirements. The industry is grappling with multiple regulations, some of which will alter the way products are distributed by wealth managers. Other regulations, such as the upcoming Basel III norms, will affect capital adequacy requirements for the parents of many wealth management firms, leading to trickle-down impacts. As the industry struggles to cope with the dynamic business environment while meeting client demands, wealth management firms are leveraging advancements in IT to grow their business and improve their operational efficiency. Firms are using the Software-as-a-Service (SaaS) model to create cost-effective and adaptable solutions that better meet advisor and client expectations.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-business-perspective/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/a0QX2Kos2a8" height="1" width="1"/> Capgemini 2012-01-02T07:03:00+01:00 http://www.us.capgemini.com/insights-resources/publications/trends-in-global-wealth-management-a-business-perspective/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/bEHMogqTbT0/ http://www.us.capgemini.com/insights-resources/publications/impact-of-title-vii-of-the-dodd-frank-act/ <p>A look at the business and technology implications of Title VII on financial services firms</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Impact_of_Title_VII_of_the_Dodd_Frank_Act.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>During the financial crisis, the role played by some over-the-counter (OTC) derivatives in perpetuating the crisis came under increased criticism from regulators and government bodies. Post-crisis, OTC derivatives were blamed for propagating the crisis due to the opaque nature of the OTC derivatives market; the faulty ratings which were awarded to OTC products like collateralized debt obligations; the proclivity of financial institutions to indulge in excessively risky derivative trades; and the lack of regulation of the OTC derivatives market.</p> <p>The Dodd-Frank Act was signed into U.S. law on 21 July 2010 as a step towards addressing the crisis-exposed loopholes in the financial system and to prevent a similar crisis in the future. Title VII of the Act laid out provisions for enhancing the regulation of the OTC derivative markets. Though rules for implementing its provisions have been slow to develop, financial services institutions need to prepare for the reality of compliance with heightened regulatory standards.</p> <p>In response to Title VII, affected firms need to take measures to align their business processes and technological capabilities to comply with the new regulatory landscape. This paper takes a close look at the provisions of Title VII and examines the different business and technology implications on exchanges, clearing houses, and market participants. In addition, a business and technology roadmap is included which market participants may adopt to align their businesses with the new regulatory standards.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/impact-of-title-vii-of-the-dodd-frank-act/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/bEHMogqTbT0" height="1" width="1"/> Capgemini 2011-12-28T10:40:00+01:00 http://www.us.capgemini.com/insights-resources/publications/impact-of-title-vii-of-the-dodd-frank-act/ http://feedproxy.google.com/~r/CapgeminiNAthoughtleadership/~3/d3jBAPVOIR8/ http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-capital-markets-industry-financial-intermediary-firms/ <p>Key emerging trends across financial intermediary firms and their implications on the global capital markets industry</p><p><img src="http://www.us.capgemini.com/m/us/tl/thumbnails/Trends_in_the_Global_Capital_Markets_Industry__Financial_Intermediary_Firms.jpg" align="left" vspace="10" hspace="10" alt="Document thumbnail" title="Document thumbnail" /></p><p>Global capital markets continued their recovery in 2010, with the global financial stock of debt and equity surpassing 2007 levels and improved investor confidence leading to increased trading volumes. However, recovery was not uniform across all asset classes as bond trading grew by 19.8% by value, whereas equities trading grew by only 1.8% by value. The discrepancy highlights the skepticism of investors towards relatively riskier asset classes. On the backdrop of the increase in trading activities during 2010, financial intermediaries’ top and bottom line improved significantly in 2010. This paper explores the key drivers for growth in the financial intermediary industry and discusses emerging markets like Asia-Pacific, merger and acquisition activities, and higher spending on IT systems and communication to support the adoption of new technologies.</p><p><img src="http://www.capgemini.com/img/icon_f_pdf.gif" alt="PDF" title="PDF" width="14" height="14" valign="bottom" /> <a href="http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-capital-markets-industry-financial-intermediary-firms/" title="Download entire article in PDF format" />Download entire article in PDF format</a></p><img src="http://feeds.feedburner.com/~r/CapgeminiNAthoughtleadership/~4/d3jBAPVOIR8" height="1" width="1"/> Capgemini 2011-12-15T06:27:00+01:00 http://www.us.capgemini.com/insights-resources/publications/trends-in-the-global-capital-markets-industry-financial-intermediary-firms/