Outsourcing – a Tool for Increasing the Competitivness of Czech banks

1. Outsourcing – a Tool for Increasing the Competitivness of Czech banks Doc. František Pavelka, CSc Sumy, 26. may 2011, Ukraine

2. Structure of the speech 1. Analysis of the competitiveness of Czech banks 2. Outsourcing – a tool for enhancing the competitiveness of Czech banks 3. Principles of the outsourcing regulation 4. Experiences of the outsourcing usage in Czech Banking System

3. 1. Analysis of the competitiveness of Czech banks Two periods of the Czech bank system development: Last decade of the XXth century- a period of formation and consolidation of the Czech banking system. First decade of the XXI st century - a phase of the formation of the classical, functional banking and financial market.

4. Birth of the two degree bank system 1990 - 2000 Quick development • One Central bank • 7 state owned banks as maximum at 1995/1997 • 28 Czech private banks as maximum at 1994 • 27 foreigner banks as maximum at 1997 • 127 Czech credit unions as maximum at 1999

5. Consequences of the quick development • 5 state owned banks – Consolidation program, preparation for privatization – costs of the rescue 350 billions of Crowns • Czech private banks – massive bankruptcies and revoking of licenses (29 in total), Stabilization program, costs about 30 billions • Czech credit unions - total collapse, today only 14 unions

6. Consequences for bank´s competitiveness • Competitiveness of the Czech banks both state owned and private owned is close to zero. • Czech banking market began to take on foreign banks' capital • 1995 Czech capital 77,2%, foreigner 22,8% • 1998 Czech capital 61,3%, foreigner 38,7% • 2001 Czech capital 30,0%, foreigner 70,0%

7. Birth of the classical bank and financial market 2001 - 2010 Red lines: • Massive entry of the foreigner capital • Stabilization of the Czech bank system • Entry of the country on EU • Consolidation of the financial market regulation

8. Stabilization of the Czech bank system (number of banks)

9. Massive entry of the foreigner capital

10. Consolidation of the financial market regulation

11. The condition for bank's competitiveness ameliorate! Two different tendencies International interbank competition near to zero Internal interbank competition is growing

12. Fatal question on bank's competitiveness How big can be the interest of the foreign capital on the growth of the competitiveness of the Czech economy?

13. Index of the support of the competitiveness

14. 2. Outsourcing – a tool for enhancing the competitiveness of Czech banks „Outsourcing is defined as a regulated entity’s use of a third party (either an affiliated entity within a corporate group or an entity that is external to the corporate group) to perform activities on a continuing basis that would normally be undertaken by the regulated entity, now or in the future“ (Joint Forum, march 2005 at the Bank Committee for Banking Supervision at BIS ).

15. OUTSOURCING

16. PYRAMID SAVINGS SCHEMES

17. Onsourcing Transformatory outsourcing changes on ONSOURCING

18. Onsourcing internal sourcing: ONSOURCING As a form of mutuel transfer of services ADVENTAGE: Diminution of the risk Multiplication of the economies of scale Economies of the unification Effektivness of the cross selling Possibility to avoid regulation rules

19. Onsourcing type of ČSOB group

20. Onsourcing type Wüstenrot

21. 3. Principles of the outsourcing regulation • „Outsourcing has the potential to transfer risk, management and compliance to third parties who may not be regulated, and who may operate offshore. • In these situations, how can financial service businesses remain confident that they remain in charge of their own business and in control of their business risks?“ • (Outsourcing in Financial Services, Joint Forum, 2005

22. Main risk of outsourcing • Operational risks, or risks of a third party (external service provider failure) • reputation risks (loss of reputation due to the service provider failure) • legal risks (adherence to legal regulations – compliance, law enforceability, observing contracts, withdrawal from contract) • concentration risks (hereby is understood the excessive concentration of the whole branch – e.g. banking – on outsourcing of one similar task, important for banks – e.g. IT providers)

23. The main theme of the regulation protection of the consumers‘ interests namely protection of the • personal dates • business dates • information under the banking secrecy

24. 4. Experiences of the outsourcing usage in Czech Banking System • Main stream – onsourcing • Supportive stream – classical (tactical) outsourcing

25. Main streams • Integration and unification of methodology, IT systems, accounting, reporting and so on • Concentration of the realisation of the non banking activities to the one specialised member of the bank group • Cross-selling • Franchising • Decentralization of theDistribution of the product and services

26. Supporting stream Pyramid of the outsourced activities

27. Costs of outsourcing (regulated)end of 2010, million of Czech crowns

28. Herfindahl index of market competition

29. Hirfendahl-Hirschman Index

30. Thanksfor your attention