In last few years, the increasing and diverse needs of the growing corporate sector encouraged the steady growth of financial services market.
UC has covered a wide spectrum of financial services like broking firms, investment services, financial consulting, evergreen national banks, numerous private banks, mutual funds, car and home loans, equity market and other banking services.
Recent illustrative engagements include assisting a US based financial major who wanted to enter the Indian insurance market, developing growth strategy for a leading global bank to identify and dominate top 5 non traditional SME sectors, assessing the needs of prime target customer segmented as “mass affluent class” for a leading bank, improving the customer experience by re-designing key customer interaction points for a leading NBFC company and more.
To view our case studies please click on the links given below or to download click here
Developing growth strategy for a leading global bank to identify and dominate top 5 non-traditional SME sectors
Our client was a leading MNC bank in India, offering a wide range of SME banking products and services in the market. The Client wanted to identify non-traditional (unlike textiles, pharma, etc) top SME sectors, identify needs, products and services used by SMEs in these sectors, study competitors offerings to those sectors and determine a strategy to dominate those sectors.
Assisting a U.S based financial major wanted to enter the Indian insurance, asset and portfolio management space.
The client was a US based financial major who wanted to evaluate an entry into India in the insurance, AMC & PMS space and wanted to assess the varied distribution models that could be adopted for a potential entry.
Client Benefit: A clearly articulated entry strategy with key targets, milestones and penetration timeframe was in place and competitive landscape along with profile of key domestic and international players were mapped.
Improving the customer experience by re-designing its key customer interaction points for a leading NBFC company
The client was one of the leading wealth management, capital markets and advisory companies in India; it served as a strategic advisor to corporations, governments, institutions and individuals. The top management wanted UC to assist them improve their customer experience by redesigning all their customer reporting, thus making it more informative and user friendly.
Client Benefit: Recommendations on alterations in the content and presentation of monthly statements along with modification to existing special reports as well as identification of additional reports that could be generated for clients. Also, identified performance data that was desired by different customer segments.
Identifying potential investee companies in the Indian security broking market for a global multi-lateral agency
The client wanted to invest in companies operating in securities market in India. Top Management wanted to examine the possible ownership of the expanded equity capital of the company with a significant investment.
Assessing the needs of its prime target customer segmented as “Mass Affluent Class” for a leading bank
The client was a professionally managed bank with a globally experienced management team. They intended to expand their presence in the priority banking space catering to the Mass Affluent Class (MAC) segment.
Client Benefit: Customer analysis for each segment and city, wallet size for outlined products and services, market and competitor analysis and a perspective on differentiation opportunities and/ or points of parity.
Defining entry strategy for an electronic bill presentment and payment company in finance and accounts outsourcing space
The client was an India's foremost player in the electronic bill presentment and payment industry. They were largely executing electronic payments through the electronic clearing services (ECS) offered by the RBI. The client was interested in entering the F&A outsourcing domain as a service provider due to synergies with existing business lines. Top Management requested UC to assist them in defining entry strategy in F&A outsourcing.
Entry strategy for the business financial services division of a multinational bank in India
The client was a large multinational bank. They planned to offer banking products and services to Small and Medium Enterprises (SMEs). Top management wanted to understand the market with respect to target manufacturing and services sectors, no. of SMEs in target sectors, geographic clusters of SMEs, preferred banking products & services, market size for preferred banking products & services targeted at SMEs, key competitors, channels of distribution and strategic initiatives to counter competitors.
Client Benefit: Arrived at a future earning scenario based on the competitive landscape, operational and management capabilities of the firm, customer and franchisee acquisition strategy, and the likely trend going ahead in the various asset classes. Go/no go decision was based on the returns achievable based on scenarios in an optimistic equity market and a flat equity market.
Evaluating opportunities for entry in the BPO space for a multinational bank
Our client was a multinational banking group’s India office and was in the process of evaluating opportunities for entry in the Business Process Outsourcing (BPO) space in the country. The client sought to understand the opportunities available for equity participation by the group as well as assess the scope of providing banking services to companies in the industry. The Group was also looking to extend the outsourcing capabilities of one of its subsidiaries to external clients as a new business opportunity. As part of this exercise, the group was desirous of presenting a case for entry in this space to its Board of Directors.
A leading private sector bank was considering an entry into the SME market
The client was a leading private sector bank with established corporate banking and retail banking divisions. Also they had well established branch network across the country. The client intended to explore whether the SMEs across the various industry verticals was an addressable opportunity for the bank. Given that it was a late entrant in this space, Top Management thus requested UC to address a number of strategic questions like feasibility of entry, products and services to be offered, regions to be targeted, industries to be focused, market potential for various products/ services and credit model to be deployed.
Benchmarking distribution models for a large multinational bank in India
The client was a large multinational bank in India and was looking to expand its branch network. However, prior to establishing additional branches, Top Management at the bank was interested in benchmarking distribution models of three leading banks in the country. The parameters required for benchmarking and comparison included understanding of corporate organization structure, retail product distribution set up and branch dynamics.
Defining a framework to assess credit profiles of players in the garment exports industry for a leading foreign bank in India
The client was one of the leading foreign banks in India. The top management in India was in the process of reviewing its businesses, products and customer segments to identify new drivers of growth. As part of the initiatives, top management wished to examine the garment exports industry to determine the credit profile that included definition of parameters for credit profile assessment, development of benchmarks across select countries to ascertain the competitiveness of Indian companies across the parameters. UC was engaged to develop a framework for assessing credit profiles of companies.
Designing sales and distribution processes for an asset management company
The client was second largest mutual fund house in India. The company had 6000 channel partners in India and was faced with the challenge of finding, winning and keeping them, on a continual basis. The company felt the imperative to provide it customers with innovative products and superior customer service with short turnaround times. The company intended to professionalise their operations with an emphasis on sales and distribution process. Top Management at the asset management company discussed the need to standardise and document sales and distribution process, define functionality requirements for sales and distribution process and necessary documents to support current information systems.