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Results: Reports: 552 found, Exhibits: 2346 found, Presentation & More: 55 found

                                        

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Trends in US Payments: Noncash Transaction Volume Growing Despite Uncertainty
Analyst Author: Andy Schmidt | December 30, 2011

This Research Note focuses on TowerGroup’s analysis of the overall noncash payment trends found in the 2010 Federal Reserve Payments Study and their implications for FSIs and technology providers. This study was the fourth in a series of triennial studies conducted by the Federal Reserve. The study and its subcomponents, released in December 2010 and April 2011, examined payment volume and value for the following noncash payment vehicles: check, automated clearing house (ACH), online (PIN) and offline (signature)debit card, general-purpose credit card, prepaid cards and emerging payments including bill pay and P2P.

GTS Global Technology Survey: Near-Term Investment Priorities
Analyst Author: Steven Murphy | December 29, 2011

This Research Note summarizes and explores the results of a TowerGroup online survey of transaction banking executives in all regions across the globe. This survey, conducted in July 2011, focused on investment priorities relateding to transaction banking technology and processes for both regional and /or global businesses. It captures high-level organizational technology priorities for the next 2 years in transaction banking (including delivery channels, back-office systems, risk management applications to support cash/treasury management, and trade finance).

Now Is the Time for Community Banks to Abandon Free Checking
ViewPoint Report: Analyst Author: Robert Hunt | December 16, 2011

Increased demand for new services, restrictions on fees, added compliance costs, and a low interest rate environment are impacting bank profits. Although large US banks are implementing new checking account fees, community banks have maintained their free account policy.

TowerGroup believes it is critical for community banks to implement checking fees both to restore profitability and avoid backlash from new customers. This ViewPoint highlights the need for community banks to implement fees on checking accounts and discusses how these fees can be implemented while minimizing customer attrition.

The Social Business Model: An Emerging Path to Competitive Differentiation in Banking
Analyst Author: Rodney Nelsestuen | December 14, 2011

The ability of banks to better orchestrate their resources in a collaborative manner will become a major determinant of who will win in tomorrow’s industry. Banks are facing growing challenges from new market entrants using uniquely interactive approaches, a marketplace fraught with changing demographics and evolving tastes, and increased customer expectations for human and social interaction as elements of business conduct. All this comes at a time FSIs face growing pressure to not merely cut cost, but to reinvent their operations.

Outlook for Loan Securitization in North America and the European Union (2011–2015)
Analyst Author: Craig Focardi, CMB | November 17, 2011

The retail loan securitization funding model is broken, and resulted in the lowest consumer loan origination and securitization volumes in North America in 10 years. Although credit card and automobile loan securitization markets are functioning, residential mortgage markets in the US are stagnant because the securitization market remains in crisis. Conversely, European Union new loan origination volume has declined only slightly from its 2007 peak.

Productivity in Business Process Outsourcing: More Service at Lower Cost Gives Rise to New Risks
ViewPoint Report: Analyst Author: Rodney Nelsestuen | October 25, 2011

FSIs will aggressively increase expectations from their BPO service providers for more services at lower cost. The pressures created by these expectations will improve the efficacy of outsourcing as innovation and technology are applied to BPO services. However, the realistic rate and level of process improvement and service expansion may be accelerated by expectations from FSIs and limited by the ability of vendors to deliver. It is at this point that both sides of the outsourcing arrangement will benefit from a more open, transparent, and collaborative approach.

Commercial Cards: Projected Global Outlook Is More Virtual Growth
Analyst Author: Steven Murphy | October 19, 2011

The commercial cards business has recovered from the 2008-2009 dip in travel expenditures in North America and Europe, caused by the global financial crisis (GFC). Global volumes continue to rise but are driven by varying dynamics based on regional economic growth, market maturity and to some extent government driven priorities. This TowerGroup Research Note reviews the current market in each of these regions, and projects spending volumes forward through 2014. For purposes of this Note, TowerGroup defines commercial cards as commercial credit cards, as opposed to prepaid or debit cards, which are covered in separate Research Notes.

As Customers Exit Large Banks Will Small Banks Be Up to the Opportunity?
Analyst Author: Rodney Nelsestuen | October 18, 2011

The rationalization of products, services, and markets is underway across the banking industry. As large banks seek new ways to improve revenue, manage costs, and target distinct markets, small banks will find new opportunities to grow through acquisition of customers dissatisfied with large bank fees and charges, especially smaller accounts, who are seeking low cost or fee-less basic banking services. Making money on the new wave of smaller accounts will be highly dependent on the ability of small banks to leverage technology. This will open the door for IT vendors to provide leading edge consumer-facing channel and service technologies.

Win, Lose, or Draw: Making the "Right" Offer to Settle Collections Debt
Analyst Author: Frank H. Bria | October 13, 2011

This TowerGroup Research Note focuses on optimal offer decisioning in debt collections. Coverage includes a discussion of making an optimal offer in the context of the full collections life cycle. A description of the technology and necessary data elements are listed along with guidelines to assess organizational readiness. Leading vendors and their solutions in the space are provided along with indications of future directions of the technology.

The Unity and Diversity of European Payments in Practice: Strategies for Market Segmentation
Analyst Author: Leo Lipis | October 6, 2011

Although SEPA has unified the European market in significant ways by creating a single market for payment systems users and allowing them to choose a payment services provider from another country, the payment markets that make up Europe are far from homogeneous. Countries in Europe show strong preferences for certain payment types over others. This report examines these trends, how banks in the European market are responding to them and provides guidance to technology providers interested in selling into Europe.

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Document Market Challenges and Business Opportunities in Data Management

Seventy-five percent of data management executives expect to number of data sources to increase exponentially. However, only 30% of IT business leaders believe they have the capabilities needed to manage this growth.

On Thursday, November 3rd, TowerGroup brought together executives in the Capital Markets and Investment industry to discuss challenges and solutions to improve data management. This session gave executives the opportunity to discuss strategies for optimizing the cost of sourcing financial data, increasing the quality of data, and reducing data integration risk.

TowerGroup Live (Recording) Managing New Standards and Market Volatility with Actuarial Technology (PDF 722 Kb)

Presented by:

Sam Stuckal

With new reserving standards on the horizon and a growing policy base, insurers need to respond with mature processes and sound technology investments in actuarial systems. Our review of actuarial reserving systems will help you automate actuarial processes to drive the risk management of your business in today's challenging environment.

TowerGroup Live (Recording) Mobile Technology and the Wealth Management Client (PDF 690 Kb)

Presented by:

Darrin Courtney

The adoption of smartphone and tablet mobile devices to access the Internet has exploded in the last few years. According to a recent survey, 35% of US adults own a smartphone, and of those owners, 84% access the Internet and 37% check their bank account balance. However, a recent survey we completed of HNW clients shows that mobile technology in wealth management is still in its relative infancy, as no more than 2% of clients use a mobile device to interact with their firm or had information presented to them by an advisor using a tablet computer.

This webinar shows members how best to formulate mobile technology strategies by:

  • Evaluating the use of the mobile channel by clients for interacting with their wealth manager
  • Comparing the impact of tablet computing, mobile access, and real-time monitoring on client and advisor behavior

TowerGroup Live (Recording) Six Pillars of Innovation in Data Management (PDF 1603 Kb)

Presented by:

Gert Raeves

The management of data in financial services is a perennial challenge. Acquiring the data is expensive, and the quality of the data is often uncertain. In 2011 alone, financial institutions will incur expenditures in excess of $24 billion on data and data management. At the same time, data drives every trading and investment decision, is transmitted along the service chain, and is the root cause of many risk and liability mitigation challenges for both the sender and receiver of data.

This webinar demonstrates how to prepare for transformative changes in the data management space over the next three to five years by:

  • Investing in technology innovation to improve data quality
  • Focusing on cost containment to reduce the time-to-benefit
  • Understanding how data democracy creates opportunities for service providers


Document Evaluating Vendor Candidates (PDF 75 Kb)

Firms often give vendors in-depth instructions to make up for their fear of a poorly executed project. This approach is counterproductive and results in increased costs to the firm. Not only does the firm waste time and effort preparing these detailed project requirements, but the process also fails to leverage a vendor’s innovative ideas. Leading firms have instituted a standardized process for presenting project requirements to vendors and evaluating these potential vendors. This limits the miscommunication between vendors and the firm and standardizes the evaluation process. A unified evaluation process ensures that the firm selects the right vendor to complete the project.

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