After the financial crisis that began in 2008, banks are taking steps to improve their performance measurement capabilities in light of changed economic and market conditions and new management needs. For example, new regulatory strictures are affecting the underlying economics of such businesses as payment-card issuing and processing. Capital requirements are increasing for most banking businesses. New channels like mobile phones are becoming more important. Revenue growth continues to be difficult to achieve due to weak economic conditions, low interest rates and regulatory restrictions. Banks are trying to manage costs better, deepen relationships with customers and enhance product mix and pricing decisions. These and other factors are causing banks to re-examine and improve the ways in which they measure and report business performance.
Some major areas of emphasis and trends are emerging across the industry:
- Reviewing and enhancing organizational management profitability-reporting methodologies;
- Emphasizing the use of business-unit key performance indicators (KPIs);
- Refining customer- and channel-profitability measurement and analytics;
- Improving alignment of the components of the performance management process;
- Improving systems support and automation of the performance management process;
- Improving data quality and consistency.