Synopsis
• This report is the result of an extensive survey drawn from Timetric and VRL’s exclusive panel of leading banking industry executives. The opinions and forward looking statements of 206 industry executives have been captured in our in-depth survey, of which 33% represent directors and C-level respondents.
• The research is based on primary survey research conducted by Timetric and VRL accessing their B2B panels comprised of senior marketing decision makers and leading banking organizations.
• The geographical scope of the research is global - drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Middle East and Africa.
• Key topics covered include economic outlook, business confidence, threats and opportunities in the industry, key growth markets and high demand products.
• The report covers data and analysis on company marketing budgets, marketing and sales strategies, and business practices.
• In the report, companies identify factors to maintain their business and the key actions being taken by industry players to overcome the leading business threats.
• The report examines current practices and provides future expectations over the next 12–24 months.
• The report provides qualitative analysis of the critical business success factors and vital channels for growth and contains full survey results.
Summary
“Global Banking Industry Outlook Survey 2012–2013: Industry Dynamics, Market Trends and Opportunities, Marketing Spend and Sales Strategies” is a new report by Timetric and VRL that extensively analyzes how the media spend, marketing, sales strategies, practices and business planning of banks are set to change in 2012–2013. This report provides information on the current size of marketing and advertising budgets of global banks and views into how spending by financial institutions will change, providing an insight into marketing behavior. In addition, the report also identifies future growth areas for banks and other financial institutions, and investigates M&A activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions and business priorities. The report also provides access to information categorized by company type, region and size.
Scope
The report features the opinions of global banking industry respondents related to the following:
• Revenue growth and future developments in business structure
• Merger and acquisition activity
• Change in staff recruitment activity
• Key regions of growth
• High demand products and vital channels of growth
• Business concerns and success factors
• Annual marketing budgets and change in marketing expenditure
• Future spending outlook on media channels
• Marketing agency selection criteria
Reasons To Buy
• Benchmark your sales and marketing spend with industry peers to effectively determine strategy.
• Identify the specific marketing approaches your competitors are using to win business.
• Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.
• Secure stronger customer relationships by understanding the leading business concerns and changing strategies of banking industry companies.
• Project how the industry will grow, consolidate and where it will stagnate.
• Uncover the business outlook, key challenges and opportunities identified by banks and other institutional investors in the industry.
Key Highlights
• A total of 58% respondents from banks and 64% from other financial institutions expect an ‘increase’ or ‘significant increase’ in the level of merger and acquisition activity.
• China, India, Brazil and Russia are the emerging markets that are expected to offer the strongest growth opportunities to the global banking industry. China has been identified as the leading emerging market by 47% of bank respondents.
• In total, 42% of respondents from banks expect an increase in their marketing budgets in 2012–2013, while 38% of respondents from other financial institutions expect ‘no change’ in their marketing expenditure.
Global Banking Industry
Table of Contents
1 Introduction
1.1 What is this Report About?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents
2 Executive Summary
3 Global Banking Industry Dynamics
3.1 Revenue Growth Expectations
3.1.1 Revenue growth expectations by company type
3.1.2 Revenue growth expectations by company turnover
3.1.3 Revenue growth expectations by region
3.1.4 Revenue growth expectations by senior-level respondents
3.2 Future Developments in Business Structure
3.2.1 Future developments in business structure of banks
3.2.2 Future developments in business structure of other financial institutions
3.3 Planned Change in Staff Recruitment
3.3.1 Planned change in staff recruitment by company type
3.3.2 Planned change in staff recruitment by company turnover
3.3.3 Planned change in staff recruitment by region
3.4 M&A Activity Expectations
3.4.1 M&A activity expectations by company type
3.4.2 M&A activity expectations by company turnover
3.4.3 M&A activity expectations by region
4 Global Banking Industry: Market Growth Outlook
4.1 Demand in Emerging Markets
4.1.1 Demand in emerging markets by company type
4.1.2 Demand in emerging markets by company turnover
4.1.3 Demand in emerging markets by region
4.2 Growth Expectation in Developed Countries
4.2.1 Growth expectation in developed countries by company type
4.2.2 Growth expectation in developed countries by company turnover
4.2.3 Growth expectation in developed countries by region
4.3 High-Demand Products
4.3.1 High-demand products by company type
4.3.2 High-demand products by company turnover
4.3.3 High-demand products by region
4.4 Vital Channels of Growth
4.4.1 Vital channels of growth by company type
4.4.2 Vital channels of growth by company turnover
4.4.3 Vital channels of growth by region
5 Threats and Opportunities for the Banking Industry
5.1 Key Drivers of Growth
5.1.1 Key growth drivers by company type
5.1.2 Key drivers of growth by company turnover
5.1.3 Key drivers of growth by region
5.2 Leading Business Concerns
5.2.1 Leading business concerns by company type
5.2.2 Leading business concerns by company turnover
5.2.3 Leading business concerns by region
5.3 Critical Business Success Factors
5.3.1 Critical business success factors by company type
5.3.2 Critical business success factors by company turnover
5.3.3 Critical business success factors by region
5.4 Essential Features of Customer Attraction
5.4.1 Essential features of customer attraction: banks
5.4.2 Essential features of customer attraction: other financial institutions
5.4.3 Essential features of customer attraction by company turnover
5.4.4 Essential features of customer attraction by region
6 Global Banking Industry Marketing Spend Activity
6.1 Annual Marketing Budget
6.1.1 Annual marketing budgets by company type
6.1.2 Annual marketing budgets by company turnover
6.1.3 Annual marketing budgets by region
6.2 Planned Change in Marketing Expenditure
6.2.1 Planned change in marketing expenditure by company type
6.2.2 Planned change in marketing expenditure by company turnover
6.2.3 Planned change in marketing expenditure by region
6.3 Future Investment in Media Channels
6.3.1 Future investment in media channels by company type
6.3.2 Future investment in media channels by company turnover
6.3.3 Future investment in media channels by region
7 Marketing and Sales Behaviors and Strategies in 2013
7.1 Key Marketing Objectives
7.1.1 Key marketing objectives by company type
7.1.2 Key marketing objectives by company turnover
7.1.3 Key marketing objectives by region
7.2 Key Marketing Initiatives: Budget Allocation
7.2.1 Key marketing initiatives: budget allocation by banks
7.2.2 Key marketing initiatives: budget allocation by other financial institutions
7.3 Essential Amendments to Marketing Activities in 2012–2013
7.3.1 Amendments to marketing activities by company type
7.3.2 Amendments to marketing activities by company turnover
7.3.3 Amendments to marketing activities by region
7.4 Critical Success Factors for Choosing a Marketing Agency
7.4.1 Critical success factors by company type
7.4.2 Critical success factors by company turnover
7.4.3 Critical success factors by region
8 Appendix
8.1 Survey Results – Closed Questions
8.2 Methodology
8.3 Contact Us
8.4 About Timetric
8.5 About VRL Financial News
8.6 Disclaimer
List of Tables
Table 1: Global Banking Industry Survey Respondents by Company Type, 2012
Table 2: Global Banking Industry Respondents by Job Role (%), 2012
Table 3: Global Banking Industry Respondents by Company Turnover (%), 2012
Table 4: Revenue Growth Optimism in the Global Banking Industry (%), 2012–2013
Table 5: Revenue Growth Optimism by Company Type (%), 2012–2013
Table 6: Revenue Growth Optimism by Company Turnover in the Global Banking Industry (%), 2012–2013
Table 7: Revenue Growth Optimism by Region in the Global Banking Industry (%), 2012–2013
Table 8: Revenue Growth Optimism by Senior-Level Respondents in the Global Banking Industry (%), 2012–2013
Table 9: Key Expected Changes in Business Structure of Banks in the Global Banking Industry (%), 2012–2013
Table 10: Key Expected Changes in Business Structure of Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Table 11: Planned Change in Staff Recruitment by Company Type in the Global Banking Industry (%), 2012–2013
Table 12: Planned Change in Staff Recruitment by Company Turnover in the Global Banking Industry (%), 2012–2013
Table 13: Planned Change in Staff Recruitment by Region in the Global Banking Industry (%), 2012–2013
Table 14: M&A Activity Expectations by Company Type in the Global Banking Industry (%), 2012–2013
Table 15: M&A Activity Expectations by Company Type in the Global Banking Industry (%), 2012–2013
Table 16: M&A Activity Expectations by Company Type in the Global Banking Industry (%), 2012–2013
Table 17: Demand in Emerging Markets for Banks in the Global Banking Industry (%), 2012–2013
Table 18: Demand in Emerging Markets for Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Table 19: Growth Expectation in Developed Countries for Banks in the Global Banking Industry (%), 2012
Table 20: Growth Expectation in Developed Countries for Other Financial Institutions in the Global Banking Industry (%), 2012
Table 21: High Demand Products by Company Type in the Global Banking Industry (%), 2012–2013
Table 22: High Demand Products by Company Turnover in the Global Banking Industry (%), 2012–2013
Table 23: Vital Channels of Growth for Banks in the Global Banking Industry (%), 2012–2013
Table 24: Vital Channels of Growth for Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Table 25: Key Drivers of Growth by Company Type in the Global Banking Industry (%), 2012
Table 26: Key Drivers of Growth by Company Turnover in the Global Banking Industry (%), 2012
Table 27: Leading Business Concerns by Company Type in the Global Banking Industry (%), 2012
Table 28: Leading Business Concerns by Company Turnover in the Global Banking Industry (%), 2012
Table 29: Critical Business Success Factors by Company Type in the Global Banking Industry, 2012
Table 30: Essential Features of Customer Attraction for Banks in the Global Banking Industry (%), 2012
Table 31: Essential Features of Customer Attraction for Other Financial Institutions in the Global Banking Industry (%), 2012
Table 32: Annual Marketing Budgets by Company Type in the Global Banking Industry (%), 2012
Table 33: Annual Marketing Budgets by Company Turnover in the Global Banking Industry (%), 2012
Table 34: Annual Marketing Budgets by Region in the Global Banking Industry (%), 2012
Table 35: Expected Change in Marketing Expenditure by Company Type in the Global Banking Industry (%), 2012–2013
Table 36: Expected Change in Marketing Expenditure by Company Turnover in the Global Banking Industry (%), 2012–2013
Table 37: Expected Change in Marketing Expenditure by Region in the Global Banking Industry (%), 2012–2013
Table 38: Future Investment by Media Channels by Banks in the Global Banking Industry (%), 2012–2013
Table 39: Future Investment by Media Channels by Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Table 40: Key Marketing Objectives for Banks in the Global Banking Industry (%), 2012–2013
Table 41: Key Marketing Objectives for Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Table 42: Key Marketing Initiatives: Budget Allocation by Banks in the Global Banking Industry (%), 2012
Table 43: Key Marketing Initiatives: Budget Allocation by Other Financial Institutions in the Global Banking Industry (%), 2012
Table 44: Amendments to Marketing Activities by Company Type in the Global Banking Industry (%), 2012–2013
Table 45: Amendments to Marketing Activities by Company Turnover in the Global Banking Industry (%), 2012–2013
Table 46: Amendments to Marketing Activities by Region in the Global Banking Industry (%), 2012–2013
Table 47: Critical Success Factors by Company Type in the Global Banking Industry (%), 2012
Table 48: Critical Success Factors by Company Turnover in the Global Banking Industry (%), 2012
Table 49: Critical Success Factors by Region in the Global Banking Industry (%), 2012
Table 50: Survey Results: Closed Questions
List of Figures
Figure 1: Revenue Growth Optimism in the Global Banking Industry (%), 2012–2013
Figure 2: Revenue Growth Optimism by Company Type (%),2012–2013
Figure 3: Revenue Growth Optimism by Company Turnover in the Global Banking Industry (%), 2012–2013
Figure 4: Revenue Growth Optimism by Region in the Global Banking Industry (%), 2012–2013
Figure 5: Revenue Growth Optimism by Senior-Level Respondents in the Global Banking Industry (%), 2012–2013
Figure 6: Key Expected Changes in Business Structure of Banks in the Global Banking Industry (%), 2012–2013
Figure 7: Key Expected Changes in Business Structure of Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Figure 8: Planned Change in Staff Recruitment by Company Type in the Global Banking Industry (%), 2012–2013
Figure 9: Planned Change in Staff Recruitment by Company Turnover in the Global Banking Industry (%), 2012–2013
Figure 10: Planned Change in Staff Recruitment by Region in the Global Banking Industry (%), 2012–2013
Figure 11: M&A Activity Expectations by Company Type in the Global Banking Industry (%), 2012–2013
Figure 12: M&A Activity Expectations by Company Type in the Global Banking Industry (%), 2012–2013
Figure 13: Top Ten Growth Regions in the Global Banking Industry (%), 2012–2013
Figure 14: Five Leading Emerging Markets in the Global Banking Industry (%), 2012–2013
Figure 15: Demand in Emerging Markets for Banks in the Global Banking Industry (%), 2012–2013
Figure 16: Demand in Emerging Markets for Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Figure 17: Demand in Emerging Markets by Company Turnover in the Global Banking Industry (%), 2012
Figure 18: Demand in Emerging Markets by Region in the Global Banking Industry (%), 2012
Figure 19: Five Leading Developed Markets in the Global Banking Industry (%), 2012
Figure 20: Growth Expectation in Developed Countries for Banks in the Global Banking Industry (%), 2012
Figure 21: Growth Expectation in Developed Countries for Other Financial Institutions in the Global Banking Industry (%), 2012
Figure 22: Growth Expectation in Developed Countries by Company Turnover in the Global Banking Industry (% 'Increase' Responses), 2012
Figure 23: Growth Expectation in Developed Countries by Region in the Global Banking Industry (% 'Increase' Responses), 2012
Figure 24: High Demand Products by Company Type in the Global Banking Industry (%), 2012–2013
Figure 25: High Demand Products by Company Turnover in the Global Banking Industry (%), 2012–2013
Figure 26: High Demand Products by Region in the Global Banking Industry (%), 2012–2013
Figure 27: Vital Channels of Growth for Banks in the Global Banking Industry (%), 2012–2013
Figure 28: Vital Channels of Growth for Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Figure 29: Vital Channels of Growth by Company Turnover in the Global Banking Industry (%'High Focus' Responses), 2012–2013
Figure 30: Vital Channels of Growth by Region in the Global Banking Industry (% 'High Focus' Responses), 2012–2013
Figure 31: Key Drivers of Growth by Company Type in the Global Banking Industry (%), 2012
Figure 32: Key Drivers of Growth by Company Turnover in the Global Banking Industry (%), 2012
Figure 33: Key Drivers of Growth by Region in the Global Banking Industry (%), 2012
Figure 34: Five Leading Business Concerns in the Global Banking Industry(%), 2012
Figure 35: Leading Business Concerns by Company Type in the Global Banking Industry (%), 2012
Figure 36: Leading Business Concerns by Company Turnover in the Global Banking Industry (%), 2012
Figure 37: Leading Business Concerns by Region in the Global Banking Industry (%), 2012
Figure 38: Critical business success factors by Company Type in the Global Banking Industry, 2012
Figure 39: Critical Business Success Factors by Company Turnover in the Global Banking Industry (% 'Critical' Responses), 2012
Figure 40: Critical Business Success Factors by Region in the Global Banking Industry (% 'Critical' Responses), 2012
Figure 41: Essential Features of Customer Attraction for Banks in the Global Banking Industry (%), 2012
Figure 42: Essential Features of Customer Attraction for Other Financial Institutions in the Global Banking Industry (%), 2012
Figure 43: Essential Features of Customer Attraction by Company Turnover in the Global Banking Industry (% 'Highly Important' Responses), 2012
Figure 44: Essential Features of Customer Attraction by Region in the Global Banking Industry (% 'Highly Important' Responses), 2012
Figure 45: Annual Marketing Budgets by Company Type in the Global Banking Industry (%), 2012
Figure 46: Annual Marketing Budgets by Company Turnover in the Global Banking Industry (%), 2012
Figure 47: Annual Marketing Budgets by Region in the Global Banking Industry (%), 2012
Figure 48: Expected Change in Marketing Expenditure by Company Type in the Global Banking Industry (%), 2012–2013
Figure 49: Expected Change in Marketing Expenditure by Company Turnover in the Global Banking Industry (%), 2012–2013
Figure 50: Expected Change in Marketing Expenditure by Region in the Global Banking Industry (%), 2012–2013
Figure 51: Future Investment by Media Channels by Banks in the Global Banking Industry (%), 2012–2013
Figure 52: Future Investment by Media Channels by Other Financial Institutions in the Global Banking Industry (%), 2012–2013
Figure 53: Future Investment in Media Channels by Company Turnover in the Global Banking Industry (% ‘Increase’ Responses), 2012–2013
Figure 54: Future Investment in Media Channels by Region in the Global Banking Industry (% ‘Increase’ Responses), 2012–2013
Figure 55: Key Marketing Objectives for Banks in the Global Banking Industry (%), 2012–2013
Figure 56: Key Marketing Objectives for Other Financial Institutions in the Global Banking Industry (%), 2012
Figure 57: Key Marketing Objectives by Company Turnover in the Global Banking Industry (% ‘Very Important’ Responses), 2012–2013
Figure 58: Key Marketing Objectives by Company Turnover in the Global Banking Industry (% ‘Very Important’ Responses), 2012–
Figure 59: Key Marketing Initiatives: Budget Allocation by Banks in the Global Banking Industry (%), 2012
Figure 60: Key Marketing Initiatives: Budget Allocation by Other Financial Institutions in the Global Banking Industry (%), 2012
Figure 61: Amendments to Marketing Activities by Company Type in the Global Banking Industry (%), 2012–2013
Figure 62: Critical Success Factors by Company Type (%), 2012
Figure 63: Critical Success Factors by Company Turnover in the Global Banking Industry (%), 2012
Figure 64: Critical Success Factors by Region in the Global Banking Industry (%), 2012
