by Robert Tripp | Jul 20, 2008 | Articles, Banking Product Engines, Customer Relationship Management, General
What has happened in the last six months? As discussed in the following article, Banks lend to one another to address imbalances in their loans and deposit bases. However, there is no obligation on a bank with surplus cash to lend to another bank; they just do it...
by Robert Tripp | Jun 27, 2003 | Articles, Customer Relationship Management, Management Information
A hypothetical UK Clearing bank might have the following grossly simplified balance sheet and annual earnings figure. In the Quantitative Impact Study (3), the Basel Committee found that the average minimum capital requirement for EU big banks changed by Standardised...
by Robert Tripp | Jun 27, 2003 | Articles, Customer Relationship Management, Management Information
This section describes the nature of Basel 2, written for banking operations managers and IT strategy folk. The reader does not have to be a qualified banker nor an accountant but it does assume some familiarity with the basis of a bank’s balance sheet. It is divided...
by Robert Tripp | Jun 26, 2003 | Articles, Customer Relationship Management, Management Information
We believe that Basel II and IAS 39 provide sufficient financial incentives to justify major restructuring of banks’ MI systems. In particular the whole approach to data warehousing of assets and customer related information needs to be substantially upgraded....
by Robert Tripp | Jun 23, 2003 | Articles, Customer Relationship Management, Management Information
Interview between Ray O’Brien (MD of E1Works, a specialist risk management consultancy based in London and Frankfurt), Robert Tripp and Daniel Forsythe Questions asked by the Howbankswork team are indicated in italics, followed by the response. HowBanksWork...
by Robert Tripp | Apr 27, 2003 | Articles, Channels, Customer Relationship Management
A Customer View The key thrust of the strategies and technologies identified in Banking Operations Strategies and Technologies is to reduce the cost of activities “behind the scenes” by Getting computers to do more of the work Centralising and specialising activities;...
