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Power Pricing in the Private Banking Sector by kellena92

VIEWS: 49 PAGES: 7

									        Financial Services
             Banking




 Power Pricing in the
Private Banking Sector
   Dr. Georg Wuebker and Dieter Lauszus




                        SIMON KUCHER & PARTNERS
                        Strategy & Marketing Consultants

                        Bonn Boston Frankfurt London
                        Milan Munich Paris Tokyo
                        Warsaw Vienna Zurich      1
                             T   he private banking sector is still quite healthy. The
                                 question is, for how much longer?

                             In fact, the digital age is presenting traditional banks with a
                             colossal challenge. The information transparency offered
                             by the Internet together with a host of new competitors
                             spawned by it, have begun to erode traditional sources of
                             revenue. Innovation and well thought out marketing
                             strategies are increasingly the most important factors for
                             profitability. Moreover, only banks that are sufficiently pro-
                             fitable will be in a position to afford the ongoing high cost
                             of the information technology which is essential to success
                             in the new economy. Indeed, capital markets will punish
                             banks that have poor cost-to-revenue ratios with low
                             valuations, making them easy acquisition targets.

                             There are two levers for maintaining profitability: cost and
                             revenue. While the cost lever has been addressed by most
                             banks, surprisingly little attention is being paid to the
                             revenue lever. Most banks continue to rely almost solely
                             on brokerage fees, even as these begin to decline. Intelli-
Only banks that are profi-   gent, creative pricing concepts that take advantage of pri-
table enough to afford the   vate banking customers’ willingness to pay for services other
ongoing high cost of         than broking remain the exception. In many cases banks
infor mation technology
                             have also failed to recognize the strategic relevance of pricing
will survive as indepen-
dent companies.              to customer retention.

                             Although the implementation of ”power” pricing in pri-
                             vate banking undoubtedly offers significant profit potential,
                             the risks associated with getting the pricing strategy wrong
                             should not be underestimated. In particular, lack of
                             knowledge about the relationship between price and
                             demand (price elasticity) for specific products is quite
                             common, turning pricing into a hit-and-miss exercise. Once
                             the homework has been done, however, price
                             differentiation concepts offer an attractive mechanism for
                             raising profitability and increasing customer loyalty.Price
                             differentiation refers to the concept of varying prices
                             according to the value perceived by different client
                             segments. Private banking clients are a heteroge-neous
                             group of individuals, each with his or her own needs, which
                             can be grouped into segments, such as onshore and off-
                             shore or discretionary and non-discretionary clients. Serving
                             these clients with a one product-one price approach is in
                             most cases not the profit-optimal strategy because too much
                             revenue potential is foregone. The revenue potential can be
                             better leveraged by offering segment specific products at
                             segment specific prices. The above chart depicts this
                             principle.



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                                                  A successful product/price differentiation strategy must be
                                                  based on the right information. Only by knowing the utility
                                                  which each target segment perceives for each product/




                             Unit Price
                             Unit Price                                     Segment Specific Prices
                                                                            Segment Specific Prices


     Volume                                                     Volume



                             „Foregone
                              Profit “
                                                                            P3
                                                                                           Incremental
                                                                                              Profit
                                            „Money Left
                                P1                                                  P2
                                            on the Table“

                                                                                           P1
           Our Profit*                                               Old Profit*



                                                   Price                                                 Price
                                                                         Pre-Condition: Specific
        * Presumption: Variable Costs = 0                                   Client Segments




                                                  product feature, the segment’s willingness to pay and the
                                                  relationship between price and volume (price elasticity),
                                                  can products that are ideally suited to the needs of each
                                                  segment be developed and optimally priced.

                                                  This information can be acquired based on modern market
Only by knowing the wil-                          research methods such as conjoint measurement used in
lingness of each customer                         conjunction with market simulation models, an approach
segment to pay for various
                                                  with a proven track record in private banking. The crucial
services can an optimal
product and pricing stra-                         point is to include both external market data and existing
                                                  customer data. Two of the most successful price
tegy be developed.
                                                  differentiation concepts are described below.

                                                  Bundling/Packaging
                                                  Bundling refers to combining a number of separate bank
                                                  services into a package that is offered to customers at a
                                                  price which, as a rule, is lower than the sum of the
                                                  individual component prices. Packages work because the
                                                  value perceived by customers for a combination of products
                                                  and/or services can be better matched with their willingness
                                                  to pay than is the case with individual products or services.
                                                  At the same time, customers can no longer identify the
                                                  prices of individual elements within the package, for
                                                  example broker’s fees. Of course, detailed knowledge of
                                                  customers’ willingness to pay is essential, since additional
                                                                                                                 3
                                                           profit can be generated only if incremental revenue is greater
                                                           than the cumulated price discount given plus increased
                                                           variable expenses due to higher volume.
                                                           Thus, the development of appropriate product/service
                                                           bundles and shifting as many customers as possible to them,
                                                           is an excellent strategy for maintaining or even increasing



                                                Individual Products
                                                Individual Products                                                      Package
                                                                                                                         Package


                                             Client A
                                             Client A                Client B
                                                                     Client B                                 Client A
                                                                                                              Client A               Client B
                                                                                                                                     Client B
                     Willingness to Pay




                                          Current Price 200 Euro
         Service 1
         Service 1                                                                                        Package Price 500 Euro

                                                                                                              100 Euro
                                             100 Euro               300 Euro




                                                                                     Willingness to Pay
                                                                                                                                     300 Euro
                     Willingness to Pay




                                                            Current Price 300 Euro

         Service 2
         Service 2
                                                                                                              400 Euro               200 Euro


                                             400 Euro               200 Euro



                                             300 Euro
                                             300 Euro               200 Euro
                                                                    200 Euro                                  500 Euro
                                                                                                              500 Euro               500 Euro
                                                                                                                                     500 Euro


                                                         500 Euro
                                                         500 Euro                                                        1000 Euro
                                                                                                                         1000 Euro




                                                           profits in the face of further declining brokerage fees.
                                                           Bundling (bundles solution, flat fees etc.) will be the trend
                                                           in the next years.

                                                           This idea has been applied very successfully by Microsoft,
                                                           whose Office-Package has a quasi monopoly position with
                                                           a market share of over 80%, and by fast-food chains such
                                                           as McDonalds, which have successfully used their menus
                                                           to increase revenue per customer.
Higher revenue per client
through packaging.                                         Non-linear Price Structures
                                                           Non-linear pricing is a pricing approach that sets the price
                                                           for private banking services depending on the level of usage.
                                                           Non-linear pricing strategies consist of two components.
                                                           As a rule, a fixed price which is independent of the level of
                                                           use plus a usage-related variable price are paid. Good
                                                           examples of non-linear pricing are the Deutsche Bahn’s
                                                           BahnCard and the electricity tariffs of many utilities
                                                           companies. From the customer ’s perspective, the fixed
                                                           pricing component is an ”entry ticket” that gives access to
                                                           usage-related, cheaper prices.


                                                                                                                                                4
                                              Non-linear pricing offers several advantages. The existing
                                              willingness of customers to pay can be better leveraged
                                              than with linear pricing structures, resulting in higher sales
                                              per customer. Non-linear pricing leads to a decrease in the
                                              average price paid per transaction as usage of the service
                                              increases, providing the customer with a tangible benefit.
                                              Moreover, the impact of non-linear pricing on customer




                  Linear Price Structure
                  Linear Price Structure                                    Non-Linear Price Structure
                                                                            Non-Linear Price Structure



                                                                                                 Fixed +
                                                                                                  Fixed +
      Willingness to                                                                 Only
                                                                                     Only        Variable
                                                                                                 Variable
                              Unit Price
                              Unit Price                           Willingness to
      Pay                                                                           Variable
                                                                                    Variable
                                                                   Pay

                   Foregone
                   Foregone
                    Profit
                     Profit

                                               Too
                                                Too
                                             Expensive
                                             Expensive     Fixed
                                                           Price




                                           Volume                                               Volume




                                              loyalty is significant. Since the price for each transaction
                                              effectively decreases, there is a strong incentive for clients
                                              to continue doing business with the same bank and even
                                              to shift business, for example from other banks with more
                                              traditional pricing approaches. Thus, banks can increase
                                              both revenue and customer loyalty with non-linear pricing.

                                              Implementation
                                              A centrally imposed new pricing system can only be
Non-linear pricing results                    successful if the concept is supported by sales and customer
in additional profits by                      service personnel. Typically, however, the path of least
increasing client loyalty
                                              resistance, i.e. higher rebates is taken, because their
and by encouraging clients
to shift assets from other                    remuneration system encourages sales staff to maximize
banks.                                        volume rather than profit.

                                              The purpose of an optimal incentive system is to align the
                                              goals of customer-serving personnel with those of the bank.
                                              In this context, it has generally proven useful to link
                                              compensation not only to volume (e.g. number of new
                                              contracts closed or growth in assets invested), but also to
                                              profits. Only thus way can a bank’s long-term viability be
                                              ensured.

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                                          In order to counter pressure from customers and
                                          competitors, the compensation system ideally incorporates
Any pricing system, no                    a contribution-linked variable incentive component.
matter how good, can be                   Moreover, by incorporating this variable element into the
under mined by sales
                                          bank’s customer interface IT-system, service personnel is
people.
                                          made aware of the impact that a price discount will have
                                          on both profitability and their own pay. Such an incentive
                                          component can often be integrated into the existing
                                          compensation scheme, as shown above. Sales people who
                                          get above average prices can thus increase their total
                                          compensation.




                                                                         Bonus on Top of
      Existing Pay System                       New Component:
                                                                          Existing Pay
                                        4%                                                       Object

      Variable Compen-
      sation based on:       +
                             Bonus on
                                        3%

                                        2%
                                                                                           The „price
                                                                                           premium“ of the
                                                                                           sales team is linked to
          Number of           Top of
          Contracts Closed
                             Existing   1%                                                 increasing prices
                               Pav                                                         which have been
                                                 “poor"               “better"
          Revenue                       0%                                                 realized. This
                                                 Below              Above
                                              Average Price       Average Price            improves the price
                                        -1%
                                                                                           implementation of the
                                                       Average                             sales team in the
                                        -2%
                                                      Current Price                        market.




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Dr. Georg Wuebker is a Partner and global head of the Financial
Services division of Simon Kucher & Partners and he is managing
director of the Zurich office of Simon Kucher & Partners.




Dieter Lauszus is a Partner and head of the Financial Services
division of Simon Kucher & Partners in Bonn.




Simon Kucher & Partners is an international consulting firm
with a focus on strategy, marketing and sales. We are one of
the world’s leading organizations in the field of pricing. The
Professional Pricing Society in the USA and the economic
magazine Business Week called Simon Kucher & Partners
“the leading pricing experts in the world“.




For further information:

SIMON KUCHER & PARTNERS
Strategy & Marketing Consultants

Bonn Boston Frankfurt London
Milan Munich Paris Tokyo
Warsaw Vienna Zurich

Haydnstrasse 36
D - 53115 Bonn
Phone: ++49 / 228 / 98 43 253
Fax: ++49 / 228 / 98 43 448
E-mail: Georg.Wuebker@simon-kucher.com
       Dieter.Lauszus@simon-kucher.com
Internet: http://www.simon-kucher.com

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