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The Core Meeting the Demand of Payment and Securities Settlement Systems of the Corporate Community...
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Transcript of The Core Meeting the Demand of Payment and Securities Settlement Systems of the Corporate Community...
The Core
Meeting the Demand of Payment and Securities Settlement Systems of the Corporate CommunityBahrain, March 16th, 2005
Alberto Casagrande, The [email protected]
The Core
2
¶ A general framework of analysis.
¶ The Italian case.
CONTENTS
The Core
3
CONTEXT
CORPORATIONS
…demanding safe and efficient payments and securities settlement systems
Retail operators in the context of Payment Systems (PS) and Securities Settlement Systems (SSS) …
…with peculiar needs …
The Core
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MACRO PLAN TO REFORM PS AND SSS FOR CORPORATIONS*
Timing
Implementation
Activities
Phase Diagnostic Prioritization
• Two months
• For each project:- Planning- Pilot- Roll-out
• Function of the projects
• Two months
• Identification of the current status of the system
• Benchmarking with best practices
• Identification of the needs and possible initiatives
• Feasibility analysis for each possible initiative
• Prioritization• Master planning
* Corporate PS and SSS
The Core
5
DIAGNOSTIC OF CORPORATE PS AND SSSMethodology
Products and channels
Trends / Needs
Players and roles
Infrastructures
The Core
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DIAGNOSTIC OF CORPORATE PS AND SSSA useful tool of analysis for corporate PS
Payments from ..
Consumersto .. Corporations Government Foreign
Corporations
Government
Foreign
Consumers
Relevant for our analysis
NOT relevant for our analysis
The Core
7
DIAGNOSTIC OF CORPORATE PS AND SSSA useful tool of analysis for corporate SSS
Securities from ..
Consumersto .. Corporations Government Foreign
Corporations
Government
Relevant for our analysis
Foreign
Consumers
NOT relevant for our analysis
Not Applicable
The Core
8
ORGANIZATION
• A National Council for Corporate Payment and Securities Settlement Systems should be setup, in order to implement reforms in this area, with the following stakeholders: corporations, banks (and other relevant financial institutions), central bank (oversight), other relevant social planners
• The Council should promote various initiatives, driven by the various stakeholders and / or through the support of ad hoc units (see below the case of ACBI for Italy)
The Core
9
¶ A general framework of analysis.
¶ The Italian case.
CONTENTS
The Core
10
MAIN REFERENCES FOR THE ITALIAN CASE
• Survey on ICT and the Corporations conducted by the Bank of Italy, 2004
• Red Book, Payment and Settlement Systems in Selected Countries, April 2003, CPSS
• Ad hoc interviews on main players (corporations, banking associations, central bank)
The Core
11
¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.
Corporations (Users). PS providers. Social planners and other relevant players.
– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
12
BACKGROUND INFORMATION
ICT
0102030405060708090
100
MicroSMELarge
share of revenuesshare of firms
Import/ Export
• Import: 17.5% of GDP• Export: 19.9% of GDP (80% of which coming from SMEs)
Size
• High diffusion of PCs across all industries• Almost all firms connected to the Web (76% of large firms and
49% of SME own a web site)• Very limited E-Commerce activity
- 8% and 19% of firms buy and sell respectively-Volumes of E-Commerce sales and purchases both below 10%
The Core
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MULTI-BANKING
• Liquidity threats are reduced
• Cross-holdings• 14
• Geographically different opportunities
ReasonsThe evidence (Europe)
• Cost comparison with single banking>4
>1
>2
>3
• Making banks compete reduce fees
• 19
• 81• 85 %
• 52• 60
• 26• 36
2001Banks used 1995
The Core
14
CASH MANAGEMENT
“Ex ante”
• Heuristic approach“Ex post”
CommentApproach
• Forecasting is not very common-Lack of relevant information from the banks-Lack of skills within corporations-Herd behavior (although supporting packages
exist and are used elsewhere)
The Core
15
INTEGRATION AMONG PROCEDURES Evidence
• Strong need of integration of financial procedures with administrative, commercial and logistic procedures (integrated procedures still not available)
• Adoption of EBPP still marginal (only 7% of corporations do it)
• Availability of at least some ERP packages widespread across large firms and SME
The Core
16
ORGANIZATION FOR PAYMENTS
SME
• CEO / Owner does everything, supported at times by external certified accountantMicro
CommentType of firm
• CFO is in charge, responsible for administrative and financial operations (one unit for both)
• CEO follows closely• As size increases, liquidity management is
better dealt with• Background skills: accounting or on-the-job
training
The Core
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ORGANIZATION FOR PAYMENTS (Cont.)
Large
CommentType of firm
• CFO has the responsibility, managing for it two separate departments (and two leading roles):
• Finance (Treasury)• Administrative
• Liquidity management becomes sufficiently structured
• Large groups now have a payment factory• Background skills: accounting or on-the-job
training (rarely external courses)
The Core
18
¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.
Corporations (Users). PS providers. Social planners and other relevant players.
– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
19
PS SERVICE PROVIDERS
Payments from ….
Consumersto … Corporations Government Foreign
Corporations
Government
Foreign
Consumers
•Banks
•Banks•Post Office•Credit card providers
•Banks
•Banks
•Not relevant for our analysis
The Core
20
PS SERVICE PROVIDERS (Cont.) Banks - General Features
• Strong competition
• Universal supply of financial products
• Low profitability
The Core
21
PS SERVICE PROVIDERS (Cont.d)Banks and corporate payments
Impact of corporate payments on the bottom line
of banksIndirect
Direct
• Crucial, given the cross-selling opportunity created
• Neutral or negative, especially when dealing with sized corporations
The Core
22
PS SERVICE PROVIDERS (Cont.d)Banks’ organization for corporate payments
The general model Skills
Functions involved for corporate payments
• Two models prevailing:- Product-based
organization- Client-based
(en vogue). In such model corporations are a business unit separated
• Besides various specialists, those who assist corporations on the front-office nowadays have at least a bachelor degree, and receive both on-the-job and external trainings
• IT• Back-Office• Marketing• Customer Service• Planning• Legal• Front-office
(branches always highly involved)
The Core
23
PS INFRASTRUCTURE PROVIDERS
Other providers
Banking Assn.
RolesProviders
Bank of Italy
• Credit and debit cards issuers manage international credit and debit card networks
• The Italian Banking Association manage an infrastructure specifically dedicated to corporations, named CBI (see next slides)
• Bank of Italy manages main clearing and settlement procedures (see Red Book, CPSS)
• Banks manage both the ATM and POS networksBanks
The Core
24
¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.
Corporations (Users). PS providers. Social planners and other relevant players.
– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
25
SOCIAL PLANNERS
Activities
• EC
Role
Antitrust • Pressure on service providers (banks mainly)
Regulation
Institution
• Bank of Italy
Oversight• ECB
• Bank of Italy
• Italian Parliament
• Active through Bank of Italy
• Bill on el. signature• Bill on EBPP
• Bank of Italy
• Data collection• “Ad hoc” investigations
• Bill on payment products
• EC
The Core
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BANKING ASSOCIATIONS
Italian Banking Association
• Initiatives to improve corporate payment system infrastructures
European Banking Federation
Contribution
• Lobbying• Initiatives to improve corporate payment
systems infrastructure- Inter-banks Corporate Banking, (CBI, see above)-Other
• Lobbying
The Core
27
¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
28
PAYMENT PRODUCTS AVAILABLE IN THE ECONOMY
• Cash• Cashier’s cheques from the Central
Bank
• Credit transfers• Bank cheques and banker’s drafts• Collection orders
-Bank receipts-Direct debits
• Payment cards-Debit and credit cards-E-money and card payments over the Internet
Non Cash payments
Cash payments
The Core
29
MAIN PRODUCTS FROM CORPORATIONS
Payments from ….
Consumersto … Corporations Government Foreign
Corporations •Cheques•Credit transfers
•Credit transfers
•Bank receipts
•Direct debits•Credit transfers
•Cheques
The Core
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MAIN PRODUCTS TO CORPORATIONS
Payments from ….to … Corporations
Corporations
Consumers
Government
Foreign •Credit transfers
•Cash•Payment cards•Direct debits•Credit transfers•Cheques
•Credit transfers•Cheques
•Bank receipts•Direct debits•Credit transfers•Cheques
The Core
31
PAYMENT CHANNELS TO AND FROM CORPORATIONS
• Increasingly used (see also next slides)Web
• At an embryonic state, though it might become relevant to settle retail transactionsMobile
• Still predominant for most payment operations
In site
• Scarcely used for payments from and to corporations (and also in general) being considered not very safe
Phone
CommentChannelFocus
The Core
32
E-BANKING % of firms
• 55
• 46
• 50
• 54
EBPP
• 2
• 2
• 3
• 4
• 12
• 4
• 7
• 9
• 83
• 66
• 71
• 77
Type of service
E-Payments E-Loans
SME
Total
Micro
Large
E-Info
The Core
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¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
34
• In general PS infrastructures for corporations coincide with those used by other retail operators (see slides above)
• In Italy an ad hoc PS infrastructure for corporations has been created, CBI (see next slides)
PS INFRASTRUCTURES IN ITALY
The Core
35
CBI Objectives and features
Objectives
• Simplify life to corporations doing multi-banking
• Transfer electronically the consequent paperwork
• It is an infrastructure for the transfer of electronic flows on the basis of “ad hoc” standards
• It allows corporations to do electronic multi-banking by dealing with just one bank
Features
The Core
36
CBI Governance and Impact (YE 2003)
Impact • Over 40% of collection orders and around 15% of payment orders of all corporations are made through the service
• Over 400,000 firms use the service
Governance • Each associated bank conforms to the above standards through own (or external) technical units
• A non-profit association amongst banks (ACBI) sets standards and rules, punishing the non-compliant banks
• Over 95% of banks offer the service
The Core
37
¶ A general framework of analysis.¶ The Italian case.
• PS.– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
• SSS.
CONTENTS
The Core
38
PLAYERS AND ROLES
• Increasingly moving their operations towards the Web• Switching to cost-efficient procedures, among which:
- End-to-end procedures - E-Commerce -Dematerialization of procedures, exploiting the new
bill on electronic signature
Banks
Corporations
• In general, adjusting the supply to the technological progress• In particular, introducing new functionalities for the
corporations, among which:- End-to-end solutions (through the CBI)- EBPP- E-Cash Management - E-Money solutions
Trends / Needs
The Core
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PRODUCTS AND CHANNELSPayment Products in the Economy
2003
1996
Cheques Collection orders
Credit transfers
The Core
40
INFRASTRUCTURES
• Improve the European Payment Systems infrastructures (standardization, clearing and settlement systems)
• Support electronic multi-banking (like CBI)• Support the payment initiation (relevant for E-
Commerce)• Improve cross-border services for corporations
Interna-tional
• Introduce End-to-end functions (forthcoming)• Support settlement on Marketplaces• Improve cross-border services for firms
Italian (ACBI)
Scope Ongoing Initiatives to….
The Core
41
¶ A general framework of analysis.¶ The Italian case.
• PS.• SSS.
– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
CONTENTS
The Core
42
CORPORATIONS (USERS) Strategies to access securities markets and organization
Large firms
• Most times aimed both at an efficient asset / liability management and at collecting funds
Micro firms
Strategies to access securities markets Organization
• In few cases aimed at an efficient ALM
• Very rarely aimed at collecting funds (less than 1% of Italian SME are listed in regulated stock markets)
SME
• In most cases dedicated corporate finance units
• Neither aimed at an efficient asset / liability management (ALM) nor at collecting funds
• No personnel dedicated to corporate finance issues
• Possibly some personnel dedicated to corporate finance issues
The Core
43
Securities from ..
Consumersto .. Corporations Government Foreign
Corporations
Government
Foreign
Consumers
SSS SERVICE PROVIDERS
• Financial institutions
• Stock Exchanges
Not Applicable
NOT relevant for our analysis
The Core
44
SSS SERVICE PROVIDERS (Cont.)Financial Institutions (FIs)
Private equities • Investors-Corporations matching• Technical assistance to access securities markets
FIs
Commercial banks
Investment banks
Venture capital
Main services provided to corporations
• All lending services• Many corporate finance services• Technical and operational assistance to access securities
markets
• Start-ups funding• Technical assistance to access securities markets
• All corporate finance services• Technical and operational assistance to access securities
markets
The Core
45
SSS SERVICE PROVIDERS (Cont.) Italian Stock Exchange
• The Italian stock exchange is managed by Borsa Italiana, a private company whose shareholders include banks, investment funds, issuers and other market players
• Borsa Italiana provides for the organization and the smooth functioning of negotiations for regulated equity, bond, and derivative markets
The Core
46
SSS INFRASTRUCTURE PROVIDERS
Monte Titoli
RolesProviders
Bank of Italy
• Monte Titoli is the Italian Central Securities Depository (CSD)• It plays the following roles in the securities markets:
− Clearing and settlement − Depository− Custody
• Bank of Italy plays the role of liquidity reserve provider for securities settlement procedures
The Core
47
SOCIAL PLANNERS AND OTHER RELEVANT PLAYERS
Main Roles
Other players
• Bank of Italy• Consob
• Investors / Consumers associations
• Securities issuers associations
• Lobbying
• Oversight• Supervision / Market surveillance• Regulators
Institutions
Social Planners
• Italian Parliament• EC
• Regulators
The Core
48
¶ A general framework of analysis.¶ The Italian case.
• PS.• SSS.
– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
CONTENTS
The Core
49
MAIN PRODUCTS FROM CORPORATIONS
Securities from ….
Consumersto … Corporations Government Foreign
Corporations •Equities•Bonds
•Equities* •Equities•Bonds•Financial derivatives
•Equities•Bonds•Financial derivatives
*Only publicly owned corporations
The Core
50
MAIN PRODUCTS TO CORPORATIONS
Securities from ….to … Corporations
Corporations
Government
Foreign
•Equities•Bonds•Financial derivatives
•Equities•Bonds•Financial derivatives
•Bonds
The Core
51
• Few corporations perform their buying and selling operations directly on the web
Web
• In few cases buying and selling operations are performed on site (at FIs’ offices)
In site
• Most buying and selling operations are performed by phone (contacting officers at FIs)
Phone
CommentChannel
SECURITIES CHANNELS TO AND FROM CORPORATIONS
The Core
52
¶ A general framework of analysis.¶ The Italian case.
• PS.• SSS.
– Players and roles.– Products and channels.– Infrastructures.– Trends / Needs.
CONTENTS
The Core
53
TRENDS / NEEDS
• Some financial derivatives (mainly secondary credit market products) should be further developed and offered on a regular basis
Products and channels
• Corporations are increasingly putting more effort on their ALM procedures
• More corporations should access securities markets for funding purposes
Players and roles
Trends / NeedsContext