Credit Suisse outsources structured products business to Delta Capita

21 March 2017

European bank Credit Suisse has appointed Delta Capita to manage its structured products business across Europe, the Middle East and Africa (EMEA). The London headquartered financial services consultancy will serve as service provider for issuance and product governance of Credit Suisse’s structured offerings.

The structured products industry – which comprises financial products such as derivatives, securities, options, indices, commodities, or foreign currencies, and to a lesser extent, swaps – has seen rapid growth over the past decade. Against the backdrop, in combination with the rise of more complex products such as speculative knock-out warrants or factor certificates, the industry has in recent years introduced a range of regulations and standards that are geared at improving control, financial prudence and information for private investors. The majority of those focus on standardising the way in which products are packaged and delivered, down the line improving product governance standards and the quality of products for end clients.

One of the larger players in the landscape, Credit Suisse, recently announced that it has selected Delta Capita as managed service provide for its structured products business across the EMEA region. The international professional services firm specialises in the financial services industry, and has, besides a management consulting and technology implementation arm, a practice that provides managed services, by means of a blended solution of on-site, off-site and offshore services delivered by the firm’s London and Johannesburg offices.

Credit Suisse outsources EMEA structured products business to Delta Capita

Commenting on the deal, Larry Fletcher, head of Credit Suisse’ Solutions business in EMEA, says the outsourcing agreement will enable Credit Suisse to improve its standards and operations whilst lowering costs for end customers. “We expect Delta Capita to be a leading player in delivering these improvements.”

The announcement follows Delta Capita’s appointment as managed service provider to the Plato partnership in September last year – the deal also includes the oversights of its research and analytics unit, MI3. The consulting firm had prior to that been heavily involved in the Plato Partnership, a not-for-profit industry group of buy and sell-side firms, carrying out the role of advisor and project delivery in the early stages of its launch. And earlier this year Delta Capita was appointed by a consortium of banks responding to the regulation on key information documents for Packaged Retail and Insurance-based Investment Products (PRIIPs).

As part of the deal, a number of existing Credit Suisse professionals will transfer to Delta Capita, joining the firm’s London hub, located at Canary Wharf. Joe Channer, Chief Executive Officer of Delta Capita, says that the partnership will allow Credit Suisse to focus its efforts on product development for its clients safe in the knowledge that it can rely on a “scalable and high quality service, coupled with a platform capable of supporting their business.” He expects this to result in a more consistent approach, an improved efficiency (i.e. lower operational costs) and an improved experience for clients.


The business and operating models of digital-only banks

04 April 2019

In recent years, several digital-only banks have successfully managed to nestle themselves in the banking landscape, with their popularity continuing to increase. Looking at it from the customer’s point-of-view, there is little difference between these FinTech unicorns; looking at the bigger picture, however, reveals significant variation in their business models. Matyas Fekete, a consultant at KAE, explores some of the main similarities and differences in digi-bank business and operating models. 

What about the profit?

Unlike in the UK, in most of continental Europe, bank accounts and corresponding banking services are historically paid-for services. The fact that digital banks offer most of their services free of charge has undoubtedly helped them build a large customer base. On the other hand, despite comparatively low set-up and minimised operational costs compared to that of traditional banks, and given the lack of revenue stemming from the typically no-fee model, profitability has proved difficult to achieve. Monzo, for instance, recorded a net loss of £30+ per customer in its most recent financial year. 

In the start-up world, it is customary to focus on expansion rather than profit – see the case of Uber, for instance. Still, while profitability might not be their number one priority in their early stages of development, it must be a long-term goal of any business. With their ever-growing customer base, digital banks are increasingly under pressure to turn their business from loss- to profit-making. 

Credit where credit is due

Digital banks pride themselves on their fair (often meaning “free”) proposition and have so far stayed clear of offering loans (including credit cards & overdrafts), traditionally amongst the most lucrative products for traditional providers. Though somewhat reluctantly, newcomers are also realising that offering lending products is one of the most straightforward ways to offset losses made on their free, often high-cost services (e.g. overseas ATM withdrawals). Monzo, N26 and Starling have recently started offering credit products to their customers, with their loan offering expected to be extended to a wide range of services, from mortgages to overdrafts. Correspondingly, creating a lending portfolio can also pave the way for launching an interest-paying savings offering – a proposition seen as a basic banking product that is yet to feature in most digital banks’ portfolios. 

The business and operating models of digital-only banks

The premium customer

While most digital banks offer most of their products for free, some have extended their offering by paid-for premium services in order to create a revenue stream. As these premium features – including different types of insurance, unlimited free transfers/withdrawals, faster payment settlement or concierge services – are often offered in a subscription format, customers are typically prompted to pay for the full package rather than just the desired service(s), providing a significant revenue stream for the bank. Revolut, for instance, was amongst the first digital banks in Europe to break even earlier this year, a feat largely due to revenue from its premium subscription.

SMEs like digital too

Traditional banks typically service small and medium sized businesses under their retail rather than corporate banking arm. Having their product offering tested with consumers, and consequently gaining a reasonable customer base, digital banks have also identified SMEs as an ideal segment to extend their target audience to. The five FinTechs profiled have already gone, or plan to go, down this path by following up their consumer solution with a business account. While both propositions are typically built on similar features, some providers charge businesses a monthly subscription (e.g. Revolut), while others apply additional fees to specific services (e.g. TransferWise), banking on the expectation that businesses are more likely to be willing to pay for banking – something they are already used to doing. 

The marketplace model

While most digital banks offer a wide range of banking services, some of these tend to come from partnering with third-party providers. For instance, Starling Bank’s only proprietary product is its current account, which serves as a basis for the provision of ancillary services, ranging from loans to insurance, to investment opportunities. Instead of developing these services in-house, Starling enables a select group of partnering financial service providers access to its platform in exchange for a fee. In effect, Starling is using its customer base to create a market for its partners, charging a commission for each acquired customer. 

In such cases of digital banks applying this marketplace model, the majority of their income often comes from partners rather than customers. Naturally, only banks with a large enough customer base can be successful in this set-up, underlining the current intensity of competition amongst digital banks.

Banking as a Service

While customer-centricity is heralded amongst the main USPs of digital banks, some are looking beyond offering consumer-facing services to diversify their revenue streams. Starling, which is among the few digital banks built on its own proprietary platform, has recently leapt into the Banking as a Service (BaaS) industry, making its technology available to other start-ups looking to launch a digital bank. Naturally, this raises the question whether the two offerings could threaten each other’s success. Generally, as long as such partners operate in different markets, the two business lines should be able to thrive alongside each other. Further along the line, however, such partners could easily end up expanding their banking solution into the same market(s) as they aim for global success, and by doing so, becoming direct competitors. 

Different approach, same result?

It is fair to say that consumers in Europe looking to bank with a digital-only provider would have a difficult time finding relative advantages/disadvantages amongst the leading players in the industry. Still, despite the limited surface-level variety, exploring the business models of leading digital banks reveals different approaches to the challenge of making money. Alongside the more straightforward method of offering paid-for premium features/subscriptions, some are banking on the value that access to their customer base offers to third-parties, while others outsource their technology to neobanks wanting to focus on the Fin rather than the Tech. With competition amongst digital banks heating up, it will be interesting to see which business model(s) prove to be the winning formula in the long term.