www.pwc.com Cost Optimization for Financial Institutions (COFI) - 금융기관비용효율화지원서비스 Aug. 2013 Financial Service Consulting Group
저성장저금리의 New Equilibrium Background 비용구조개선을위한근원적, 구조적접근이필요합니다. [ 향후 ROE 전망 ] RoE 20% (Pre-Crash) 9% ~ 11% (New Equilibrium) 12% (Pre-boom) 7%(Crisis fall-out) 저성장저금리기조의장기고착화 구조적저수익구조를비핵심사업의매각, 비용절감을통해이익을창출하는방식으로이미전환중임. 금융사전반의수익성악화에따라손익보전을위한비용절감, 사업구조변경에대한필요성이과거어느때보다도증가하였음. 2003 2007 2011 Time [ 향후 Economic Spread 전망 ] 10% 금융규제강화및사회적요구증가등비용부담의가중 3% 2003 2007 2011-3% 1% ~ 2% (New Equilibrium) Time 신정부의소비자보호강화, 금융의사회적책임강화의기조는금융기관의과도한수익성지향의영업관행을어렵게하여수익성제고에추가적인장애요소로인식되고있음. Economic Spread: RoE - CoE 기존사업구조유지 단기적비용절감 다운사이징 % 삭감방식의비용절감 저성장저금리구조에따른사업구조개편 단기적비용절감아닌비용체질개선통한효율화 미래유망사업관련비용확대 저수익사양사업관련비용억제 PwC 2
PwC 의비용절감 Approach 국내금융기관의경우일괄적인예산삭감등단기절감방안에치중하나비용구조및체질의근본적개선을위한중장기적접근이필요합니다. Target cost savings Global 금융사의경우인력 / 채널구조변화및중장기적비용구조변화에초점 국내금융기관의경우단기적비용절감중심 > 20% 10-20% RESTRUCTURING ( 인력 / 조직 / 점포 ) FAST IMPACT TRANSFORMATION ( 단기비용절감방안 ) LONG TRANSFORMATION PROGRAM ( 중장기효율화 ) 고수익중심의사업재편 Simplification( 단순화 ) Standardization ( 표준화 ) 중복제거 / 기능통합 5-10% BUDGET CUTS ( 예산삭감 ) Short Term (6-18 months) 아웃소싱 Long Term (24-36 months) Saving realization timeframe PwC 3
PwC 의비용효율화대안 PwC 는비용효율화를위한다양한대안및성공사례를보유하고있습니다. PwC 의비용효율화 Option Restructure the cost base Do Different 1 2 사업철수 (Closure & Exit) IT 통합 (IT Consolidation) 3 투자조정 (Investment Adjustment) 이류수준의사업부문폐쇄 무수익고객, 상품 seg 판매중단 IT 플랫폼, 하드웨어, 소프트웨어의통합 투자효율이낮은투자는규모를조정또는포기 시급성이낮은투자안은연기또는재검토 자본예산 4 전략적소싱 (Strategic Sourcing) 외부구매자와활동의통합, 쉐어드서비스구축, 비핵심부문의아웃소싱, 시스템대체, 해외아웃소싱등 Create efficiencies 5 자산최적화 (Property Optimization) 부동산면적이용의효율화, 자산처분기회검토, 부동산관련비용의재검토 Do Better 6 프로세스개선 (Process Improvement) 7 기능통폐합 / 중복제거 (Business Simplification) 복잡성과에러감소를위한프로세스개선 주요프로세스의표준화 역할과활동의단순화및중복제거 유사기능과활동의통합 / 합리화 경비예산 Cut costs 8 인력 / 조직구조변경 (Activity & Headcount Reduction) 팀활동, 업무량의검토 Do Without 9 구매 / 계약관리개선 (Spend Reduction & Demand Mgt) PwC 4 자유재량비용감소 구매계약의재검토
FAST IMPACT TRANSFORMATION 2 고정비의변동비화 1 고정비절감 비용절감의원칙 불요예산제거 3 예산관리및경상적비용절감을위해비용절감의원칙및비용절감수단 ( 대안 ) 을고려하여효과를극대화할수있습니다. 엄격한수요관리 유휴자산재활용을통한신규구매억제 Rescope /Reduce ( 수요조정 ) Stop ( 중단 ) 비용절감수단 (Levers) Non-Business 목적의경비통제 중복투자제거 Invest ( 투자 ) 변동비 2 고정비 1 불요예산 3 필수예산 Renegotiate ( 재협상 ) 1 고정비절감 : 전용면적효율화, 임차료절감, 2 3 구매 / 계약단가조정 단가 / 볼륨재계약 고정비의변동비화 : 성과급비중확대 저비용, 고효율시스템 /Facility 불요예산제거 : 사업전략과예산연계, CBA 분석강화 PwC 5
LONG TRANSFORMATION PROGRAM 금융기관내각기능별절감방법론및효과의사례는다음과같습니다. 절감영역적용방법론절감효과 PwC 고객사 Sales and Marketing 영업생산성분석 캠페인비용에대한 ROC 분석 캠페인 Cycle Time 개선 캠페인전략수정, 마케팅비용 10% 절감 캠페인 Hit rate 향상 : 수익증대 Lloyds TSB, BankWest, Top 10 US Bank Contact Centres Agent 생산성분석 Unit Cost Analysis Repeat call, Internal transfer 원인분석 고객응대센터 Transformation : 12~22% 비용절감 고객응대전략수정, 일부업무아웃소싱유도 :$28~55m 절감 CBA, NAB, RBS, CIBC Branch Network 직원생산성분석 Peak load resourcing 분석 고객응대 대비 비고객응대 시간분석 영업점운영비용 13% 절감 영업 Cycle Time 50% 단축및비용 15% 절감 BankWest, HSBC, ANZ, Top 10 US Bank Operation 오류, 재수행 Cost 분석 주요프로세스 Cycle Time 개선 비가치활동에대한 Value 분석 카테고리별비용분석 프로세스재설계 : 비용 30% 절감, 매출 15% 증가 NAB, CBA, ANZ, Bank of Montreal, Citizens Bank, Royal Bank Organisational Design 조직구조재설계 업무재설계 KPI 재설계 128 개개선기회도출 약 $70m 이익 (Benefit) CBA, Lloyds TSB, RBS, ING, Scotiabank 6 PwC
RESTRUCTURING ( 인력 / 조직 / 점포 ) 금융시장환경변화를고려할때비용효율화는전략적채널최적화와연계고려되어야합니다 추진전략 Action 활용도구 대면채널축소지향 Off line 영업점축소 / 통폐합 Smart Branch 점포수익성분석 저수익점포이전 / 통폐합기준 점포유형구분기준 점포형태별 CBA 분석 채널최적화 소형다점포지향 대면 / 비대면융합 소형다점포화 Branch In Branch ( 복합점포 ) 가상브랜치 On/Off 채널융합 타산업과의융합 In Store Branch, Mini 점포, 이동점포, 지역별특화점포등다양한유형의점포사례 BM 비정형 data, Big data 분석에근거한맞춤형서비스개발 채널간연계 / 복합서비스 타산업 ( 예 : 통신, 전자 ) 융합 인력운영방안 점포별적정인원 요구 Skill Set 점포유형별적정인원산정 인력개발 / 성과관리방안 필요 Skill Set 및 Qualification 정의 PwC 7
Contacts For more information, please contact: 김재식 전무 FS 그룹 Leader T +82 2 3781-9570 정희철 상무 금융 PI Leader T +82 2 3781-9381 강정민 이사 COFI Product Champion T +82 2 3781-0111 2013 Samil PricewaterhouseCoopers. All rights reserved. Not for further distribution without the permission of PwC. "PwC" refers to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm's professional judgment or bind another member firm or PwCIL in any way. PwC 8
www.samil.com 2013 Samil PricewaterhouseCoopers. All rights reserved. Not for further distribution without the permission of PwC. "PwC" refers to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm's professional judgment or bind another member firm or PwCIL in any way. PwC 9