• Regulations intended to ensure more precise risk control (Basel III prudential ratios, new governing authorities at the European level …) impose upon companies in the sector that they strengthen the identification and traceability of their risks to optimize allocation of their own funds. The anticipation and monitoring of banking vulnerability have become a genuine challenge in a “mobile” economic context in which risk control (operational, fraud, money laundering, terrorism…) is still far from being achieved.
• On the financial level, the banks are involved in a race for profitability. Cost control and financial anticipation give rise to “pivot” projects of financial consolidation, budgeting over the short, medium and long term. The Management Control Departments become the “guardians” of the long-term survival of the banks.
• Structurally, the sector continues to consolidate and the stated separation of distribution from production via the mutualization of the back-office in shared service centres – in order to reduce costs and increase operational efficiency requiring analytical management of the costs. In this respect, the next few years (or even the next few months) will reveal the birth of a banking model based on “banking production centres” (sometimes mutualized by several banks) aimed at the design and creation of “generic products” which will then become more specific and be “distributed” via the Banks’ distribution systems. This is the case with the major French banks who want their branches to focus on the promotion and sale of “packaged” services”, customized to better address the requirements of their clients and to offer “differentiating” services to capture new clients with strong potential.
• On the commercial level, retail banking is seeking to respond to better informed clients who are more difficult to retain. Knowing the client involves relational marketing and a better use of multichannel CRM (internet, mobile telecommunications, TV…), whereas the need to renew control of the branch activity is required in the networks. As a result, banking must review the whole of its commercial process, right through to the front office. The financial advisor must have available at his workstation in front of his client, operational, decision-making information, even information from external sources (e.g.. electronic documents)  which concern the client. New concepts appear such as the notion of “good prospect”, “high potential prospect” associated with increasingly relevant indicators on “product appetite”, “client profitability” …. Over the next few years and based on events relating to a client, banks will be able to offer the client a “service” suited to its context.
• At the financial innovation level, the investment bank must be able to offer its customers increasingly complex financing solutions (structured financing, hedging mechanisms etc.), while guaranteeing them complete transparency, with the purpose of assisting them in setting up extremely demanding financial packages (guarantees, sustainability and performance).

Banking and finance businesses are a historic market for Keyrus and represent almost one-fifth of its activity. They are for the Group a strategic sector at the heart of internationalization and the development of new methods of exchange and constitutes a place for technological and functional innovation.

A KNOW-HOW COVERING A WIDE SPECTRUM OF OFFERS DEDICATED TO THE BANKING AND FINANCE SECTOR

Keyrus through its consultancy dedicated to the capital market players, Keyrus Capital Markets assists both functionally and technologically "Sell-Side" financial institutions in creating (Investment banks), evaluating (Financial analysts) and distributing (Brokers) products, as well as "Buy-side" management bodies acting for themselves and for third parties (asset managers, hedge funds, pension funds, insurance companies, private investors…). Keyrus Capital Markets also works with investor services (depositories, clearers, trading order intermediaries, information providers, specialised publishers etc.), which play a major role in the operation of the global financial system.

• Keyrus Capital Markets short-term goal is to rapidly become a strategic and acknowledged partner of financial innovation with high value added.

  Keyrus has for a number of years dedicated a business unit to this market and its in-depth knowledge of its businesses, its processes and the ISs of its major banks and financial institutions today make it a valuable partner recognized by the banking sector to meet the new challenges of the profession.

  
  

  • compliance of processes and regulatory risk reporting and control systems with the new regulations;
  • creation and deployment of cost analysis and performance management solutions;
  • development of client interactivity strategies founded on a consolidated view of each client, taking into account all commercial and relational channels:
    • creation of decision-making Master plans aimed at company-wide help in making decisions,
    • decision-making governance;
  • acceptance of outsourcing operations of support functions with the TMA, TRA,  service centre and development centre functions.
  • managed and cloud hosting services.
  • Project management and business service centres (structured financing etc.)
  • IT Project management (Front to Back, STP etc.), project management assistance
  • Program Management, PMO, Business Analysis
  • Technical and functional support
  • Architecture and design of trading and risk management applications
  • R&D, IT Quant, tactical developments, commandos etc.