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Re-engineering of business processes as a bank efficiency method

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ModTech 2018 IOP Publishing
IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
1234567890‘’“”

Re-engineering of business processes as a

bank efficiency method

P Topala1 and V Postolache2

1
”Alecu Russo” Balti State University, Republic of Moldova, Department of Machine
Manufacturing Technology, str. Puşkin, No. 38, MD-3100, Balti, Republic of
Moldova

E-mail: [email protected]

Abstract. Currently, the most advanced commercial banks that have undergone expansion and
cost reduction have realized the need for a differentiation strategy - ensuring margin over the
market average and / or loyalty by personalizing customer relationships. Although the burden
of customer base growth and market share gain is still relevant, it is necessary to pay more
attention to retaining profitable customers and increasing revenue growth from existing
customer base. A business model defines how the bank creates and delivers value to customers
and then converts payments received into profits. To take advantage of innovation, business
people need to excel not only in product innovation, but also in designing the business model,
design options, and the technological needs of customers. The main objective of the research is
to identify business processes in a client-oriented bank that would ensure the achievement of
goals by controlling the quantitative indicators. In this context, it is necessary to determine not
only the methodology of optimizing the business processes within the bank, but also to
successfully implement the results of business process reengineering. The most promising
strategy for establishing long-term contacts with existing and potential customers is a strategy
based on the Customer Relationship Management (CRM) concept. This concept implies a
reorientation of the strategic directions of banking business development from the products and
characteristics of the bank's internal device to the client's needs and expectations. We mention
that the process of implementing CRM systems in banks is linked to a rather complicated
integration process with many back-office and front office applications used for passive and
active operations, card processing, call centre automation, etc. This requires changing many
internal processes and bulky investments. In addition, the CRM system differs from standard
solutions, as it is associated with service provision rather than with goods. In a client-oriented
bank, the activities of all subdivisions are subordinated to one main objective - to increase sales
through a fast, high-quality customer service. With such an organization of the commercial
bank, the subdivisions that perform the basic functions are coordinated with each other, being
links of a horizontal technological chain and fulfilling the tasks of serving the sales
subdivisions. Today, in the face of a changing economic situation, the reengineering of
business processes involves a radical and revolutionary restructuring of obsolete business
processes and is one of the ways to increase banking efficiency.

1. Introduction
Modern economic realities have greatly changed the main focus of the theoretical and practical
approaches to banking business processes that dominated the market in previous decades. The rapid
technological breakthroughs in communications, the end of the industrial period, and the
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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
1234567890‘’“”

predominance of the globalization concept have significantly shifted the attention of researchers and
managers from the production processes and products to the customer and its needs. The economic
crisis of recent years has in fact shown that one of the strongest competitive advantages of the
commercial bank lies in its long-term relationships with customers. Thus, customer-oriented
philosophy can rightly be considered a new market paradigm, following the customer relationship
management strategy, being one of the best development factors under conditions of economic
instability.
However, developing a successful customer-oriented business model is insufficient to provide a
competitive advantage, because imitation is often easy: a differentiated (and difficult to imitate)
business model is more efficient and more effective and has more chances to get profits. The business
innovation model may itself be a way towards a competitive advantage, given that the model is
sufficiently differentiated and difficult to reproduce for both traditional operators and new entrants.

2. The description of the problem and critical state-of-the-art

Distinctive signs of a customer-oriented structure of banking business are summed up by a clear
segmentation of all departments within the five-component organizational structure that repeats the
logic of banking business processes: product, customer, operational units, infrastructure unit and
administrative units, as shown in figure 1.

Figure 1. Banking structure oriented towards the client.

Source: elaborated by the author

Each sales point is equipped with all the necessary operational and infrastructure subdivisions for
the customer, and the headquarters are focused on the departments that aim at "facilitating" sales and
coordinating the sales network (coordination, registration of representations, agencies, development of
centralized policies, methodological support activities and others).
The approach of business processes in the perspective of customer orientation has been researched
by various economists, among which the studies conducted by Crosby L.A. [2], Day G.S., Formant C.
[3], Foss B. [4], Khirallah K., Liu H-Y. and others.

Table 1. Conceptual approach to the concept of “Customer Relationship Management”.

The author Definitions
Dyche’ the infrastructure that enables the delineation of an increase in
customer value, and the correct means by which to motivate valuable
customers to remain loyal-indeed, to buy again [5]
Onut et al. banks and other service providers realize the importance of
Customer Relationship Management (CRM) and its potential to help
them acquiring new customers, retain existing ones, and maximize
their lifetime value [6]
Crosby L. A. the intelligent use of information about customer needs will create
long-term two-way relationship with the customers. This will bring
many advantages to the banking sector since long term customers are
less costly to serve and smooth-running relationships are less
resource demanding [2]

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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
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Philip Kotler CRM is the process of carefully managing detailed information

about individual customers and all customer ‘touch points’ to
maximize customer loyalty[7]
Zablah, Beuenger, and suggest that CRM is a philosophically-related offspring to
Johnston relationship marketing which is for the most part neglected in the
literature,” and they conclude that “further exploration of CRM and
its related phenomena is not only warranted but also desperately
needed [8]
Stone, Merlin and Neil CRM is a term for methodologies, technologies, and e-commerce
Woodcock capabilities used by companies to manage customer relationships [9]
Parvatiyar, Atul and Jagdish N. CRM is a comprehensive strategy and process of acquiring,
Sheth retaining, and partnering with selective customers to create superior
value for the company and the customer [10]
Hobby 1999 CRM is a management approach that enables organizations to
identify, attract, and increase retention of profitable customers by
managing relationships with them (Hobby 1999)
Source: elaborated by the author based on the mentioned studies

In our view, CRM systems are relevant irrespective of the chosen business development strategy.
In the product model, transactions, software tools, in particular, the sales of priority products are
increased, and in the case of client-oriented strategy - a more diverse set of tasks is solved.
Implementing the CRM is the first step towards the path from the product-based model to the client-
oriented business model of the banking business.
In a client-oriented bank, the activities of all subdivisions are subordinated to one main objective -
to increase sales through a fast, high-quality customer service. With such a commercial bank
organization, the subdivisions that perform the basic functions are coordinated with each other, being
links of a horizontal technological chain and fulfilling the tasks of serving the sales subdivisions.
This principle makes it possible to define clearly the limits of departmental responsibility to avoid
duplication when working to determine the structure and form of transmission of results from one
subdivision to another (type of client-executor relationship). The structure of processes significantly
increases bank management due to the presence of the leader in each process, which is responsible for
the outcome of the correct implementation. As processes process end-product exchange, simplification
of the development of an efficient employee compensation system is taking place, as it makes it easier
to understand each employee's contribution to the Bank's objectives, as well as significantly increasing
the productivity of bank staff.
We mention that the process of implementing CRM systems in banks is linked to a rather
complicated integration process with many back-office and front office applications used for passive
and active operations, card processing, call centre automation, etc. This requires changing many
internal processes and bulky investments. In addition, the CRM system differs from standard
solutions, as it is associated with service provision rather than with goods.
The complexity is the desire of banks to create individual products that are difficult to manage with
standard functionality. However, the use of analytical CRM systems allows us to segment the
customer base, identify lost customer loyalty, and form a proposal to "keep" them. Another aspect of
the app is managing cross-selling. One example is when the call center operator, along with the
customer response to the account balance, offers a "suggestion" product that is automatically
generated by the CRM system. And yet another direction is building end-to-end business processes
using CRM systems: from the customer's call to solving the problem or selling the banking product.
The implementation of the CRM principles provides for a significant restructuring of all banking
activities. The implementation of the objectives and goals formulated in developing a client-oriented
strategy involves restructuring the key business processes of the bank by targeting them to the client.
The aggregated structure of all business processes in the client-oriented bank is presented in table 2.

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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
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Table 2. Aggregate structure of business processes in a client-oriented bank.

General banking Customer Technical - Banking Ensuring banking
management Relationship organizational operations activity
Management development
Strategic Determining Customer Execution of bank Human resources
management potential information operations management
customers management
Enhanced Customer Banking products
Planning identification management IT systems
Quality management
management
Risk Attracting Stock management External Relations
management customers Management
Economic Keeping Reengineering the Supporting
planning and customers business process banking
controlling operations
Asset and passive Management of General
management organizational administration
Internal control Developing development Ensuring banking
contractual security
Corporate relationships Other corporate
Program services
Management
Source: elaborated by the author

On the other hand, this model describes the internal processes necessary for the existence of an
organization as a subject of economic and legal relations, irrespective of the specific activity or
technology used. When building this model, processes are highlighted as control objects in table 3.

Table 3. The bank's business processes.

Objects of management Business processes
The business model Elaborate agreed working conditions
Technologies Elaborating new products and changing existing
ones
Client Sale of the requested products
Providers of financial resources Attracting resources
Employees (Human Resources) Staff training
Technical equipment Reproduction of technological means
Finance and stability Finance management
Permission to perform Operational activity
operations
Source: elaborated by the author

3. Methodology and data

The research methodology of business process reengineering is based on the system approach and the
application of universal scientific methods - analysis, synthesis, analogy and modelling. For example,
in the process of collecting, reviewing and organizing data for the study, use of induction and
deduction methods, content analysis and comparative analysis, aiming both to identify and aggregate
existing aspects of customer concepts and their current strategic importance for the successful
development of the bank and the relevance of the information selected for the purpose of the research.

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Business processes in the bank are segmented into main and auxiliary (supply). The main objective is
aimed at meeting the needs of the bank's clients by offering banking products and providing banking
services, as shown in figure 2.

Figure 2. Managing key business processes in a client-oriented bank.

Source: elaborated by the author.

Their features are as follows: start and end of the process - the external client; bring the main
contribution to the value of the bank; have a direct effect on the customer.
Auxiliary processes are designed for the normal operation of the main processes. They do not add
value directly, accompany central processes, and generate regular data, information, or administrative
procedures.
In implementing the client-oriented strategy within the bank, it is necessary to work on regulating
transaction procedures within business processes. The development of a system of procedures,
regulations and algorithms for interaction between the bank's subdivisions is based on a common
strategy as well as business logic based on the interaction between all back and front office processes.
For each of the processes, a regulation is formed, the structure of which is recommended by us in the
table 4.
Table 4. Structure of the business process regulations of a commercial bank.
Compartment Content
The goals of activity are indicated as optimization tasks: what should be achieved
during the activity and under what constraints
The result of activity describes the main outcome of the banking business process
The process owner in the bank the post is indicated and reference is made to the bank
account holder's bank statement or to the administrative
document defining the scope of ownership of the bank's
business process
Organizational implementation indicate where the compartment is carrying out the business
process, reference is made to the subdivision or to the
administrative document, which defines the field of
responsibility of the banking unit
Structure of business processes are listed the business processes included in the process
described by the bank

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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
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Exits of the banking business the results of the bank's business process: products, services,
process and its consumers documents, information. Brief information about the exit.
Consumer: Indicates who is the consumer of the exit from
the bank's business process
Inputs of the banking business inputs of the bank's business process: products, services,
process and its suppliers documents, information. Short entry information. Provider:
Specifies who is the provider of this entry or the external
initiator of the bank's business process
Management inputs business process inputs that define performance
requirements and establish the order of work performance:
plans, regulations, methods
Criteria for measuring the indicators the section contains a list of indicators for impact assessment
of measuring the results of the (result / costs) and customer satisfaction in the bank's
banking business process business process
Order of bank business owner describes in what form and frequency the owner of the
reporting inferior process reports to the owner of the top-level process
Source: elaborated by the author

Thus, the result of this phase is formalized by the emergence of a system of procedures and
regulations describing the interaction between the bank's subdivisions, the performance measurement
indicators and the efficiency of its operations, the workflow and reporting, the requirements towards
personnel, working instructions.
A particularity of the customer-oriented strategic management of the bank is the presence of a
significant number of criteria that characterize the achievement of the strategic objectives of customer
relationship development. Therefore, the main criteria for the efficiency of business processes in the
implementation of client-centred strategies will be found in the customer service area, as shown in
figure 3.
The circuit of customer relations

To find To attract To maintain To develop

Segmentation Target management Customer Customer needs

Advertising Customer needs endorsement analysis
Processes

campaigns assessment management Forecast business

Planning on the Transaction Speed of customer needs
client management service Additional sales
Individual offers Complaints Classification analysis
management

Number of new Cost of taking over Average increase

Indicators

clients Sales period Customer Loss Rate in transaction

Sales share Number of contacts per Cost of customer volume
Cost of shares day service Sales rate
Sales share Rate of operational Additional sales
Average transaction errors rate per customer
size
Number of contracts

Figure 3. Indicators of business process efficiency in a customer-oriented bank.

Source: elaborated by the author

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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
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In order to successfully implement the results of business process reengineering, we need to

reconcile it with the restructuring of the bank's organizational structure. The traditional organizational
structure of banks, as a rule, does not allow the implementation of a client-centered strategy. Its
deficiencies are manifested at the following levels:
- the bank's marketing services are often structured according to certain types of banking products for
which marketing plans are being developed that are not coordinated with plans for other banking
products, although all can be directed to the same customer groups;
- numerous distribution and marketing networks for banking products and services often pursue
competitive objectives;
- each bank subdivision in direct contact with clients focuses on its operations and control over its
"costs" without coordinating activities with other entities.

4. Results
Following the description of business process efficiency indicators in a client-oriented bank, we need
to identify the bank's problems in customer service and business, depending on the results presented in
the financial statements. Stepping up the optimization of business processes within the bank is
outlined in figure 4.

Problems in the current system of

business processes

Requirements for processes Performance

resulting from business strategies Principles and
indicators of business
optimization criteria
processes
Analyzing the state of the business
processes

Figure 4. Methodology optimizing business processes within bank.

Customer-benchmarked banking performance can be judged on the basis of several indicators, the
most representative of which are included in productivity rates, also known as employee-to-employee
and branch-based rates.
The productivity per employee, of major importance for the bank, is as follows:
a) assets per employee - is expressed by the ratio of bank assets to the number of employees;
b) average wage per employee - is determined by the ratio between the total expenses and the number
of employees;
c) the level of credits per worker, which is calculated by reference to the ratio between total loans and
the number of employees;
d) the level of deposits mobilized per worker - is calculated by the ratio between the total deposits and
the number of employees;
e) the net income per employee - is calculated using the ratio between the net banking income and the
number of employees.
The evaluation of these indicators is presented in table 5.

Table 5. Dynamics of Banking Productivity Indicators of the Banking Sector

of the Republic of Moldova, mil. Lei.
Indicators 2013 2014 2015 2016 2017 2018 2019
total assets / number of employees 6.97 9.17 9.03 9.26 10.10 10.93 11.75
total credits / number of 3.86 3.99 5.01 4.52 4.25 4.31 4.37

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employees
total deposits / number of 2.54 3.07 3.13 4.42 4.35 4.88 5.18
employees
total expenditure/ number of 0.51 0.68 0.91 0.9 0.61 0.62 0.66
employees
net profit/ number of employees 0.09 0.08 0.15 0.19 0.19 0.2 0.23
Source: elaborated by the author based on the data from
http://www.bnm.md/bdi/pages/reports/drsb/DRSB6.xhtml

The results presented in table 5 show a good productivity per employee, depending on the results
obtained by banks in the banking sector of the Republic of Moldova. Thus, the total active ratio /
number of employees is increasing in the periods when the banking system has achieved excellent
results in attracting assets, as there is a massive acceleration in the period 2013-2014, from 6.97
million lei per employee to 9.17 million lei per employee, out of which 3.86 million lei and 3.99
million lei respectively belong to the credits granted by an employee. Subsequently, during the period
2014-2015, we see a decrease in the active capital ratio as compared to the number of employees to
9,03 million lei, of which 5.01 million lei belong to the credits per 1 employee. Dynamically, for the
years 2015-2017 in the banking sector there was an increase of the total active ratio to the number of
employees from 9.03 million lei to 10.10 million lei. The implementation of a more secure and
advantageous client-oriented strategy in the bank business model will generate an increase in the
results in the years 2018 - 2019 to 10.93 million lei and 11.75 million lei due to the increase of both
assets banking, as well as the number of employees of the banks.
The total ratio of credits granted to the number of employees starting with 2015 is reduced from
5.01 million lei to 4.25 million lei in 2017, indicating that the banking system risks being dispersed
and avoiding concentration only in a non- a direction or type of operation or a banking product. For
the years 2018 and 2019, an improvement in the banking lending situation is expected due to lower
costs for these banking products, and as a result a bank employee will provide on average credits of
4.31 million lei and 4,37 million.
Unlike bank credits, bank deposits remained attractive for the population, the only ones that in
terms of the number of employees increased in the years 2013-2016 from 2.54 million lei to 4.42
million lei and only in 2017 decreased to 4.35 million lei. The favourable economic conjuncture for
the development of the banking sector will, in 2018 - 2019, increase the ratio of deposits / total
employees to 4.88 million lei and 5.18 million lei.
From the results presented for the total expenditure ratio and the number of employees, we
conclude that they showed a different trend from year to year, depending on the number of employees
and the volume of expenditures made by the bank. At the same time, bank expenses also influenced
the value of the net profit per banking sector, which in terms of the number of employees varies in the
value range of 0.08 million lei per employee and 0.19 million lei per employee. For the years 2018 -
2019, the values obtained in the banking sector as a result of the re-engineering of the business
processes could amount to 0.2 million lei and 0.23 million lei.
Productivity ratios per affiliate consist of reporting the most important items to the number of
branches available to the bank. The main rates are:
- productivity from credit activity, which is calculated by the ratio between total loans and the number
of subsidiaries;
- the productivity of the deposit activity - the determination of which takes place through the fraction,
the numerator of which are the total deposits, and the denominator is the number of branches;
- the productivity of bank income - is calculated by the ratio of total income to the number of
subsidiaries.
The reference values for subsidiary productivity rates are included in figure 5.

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IOP Conf. Series: Materials Science and Engineering 400 (2018) 062029 doi:10.1088/1757-899X/400/6/062029
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Figure 5. The dispersion of the productivity rates per subsidiary in the banking sector
of the Republic of Moldova.
Source: elaborated by the author based on the data from
www.bnm.md/md/financial_indices_of_bank_system

The values obtained from the reporting of the amount of credits granted to the number of branches
existing in the banking sector show a disruptive development due to the closure of the banks following
the theft of the billions of euro and the promotion of a monetary-credit policy oriented in the years
2015-2016 towards the increase of the basic interest rate of the minimum reserves kept by banks at
NBM. Thus, the ratio of loans granted to the number of branches varied between 30.5 million lei per
subsidiary and 46.91 million lei per subsidiary in the period 2013-2017, and in the years 2018 it would
increase to 42.95 million lei and 43.58 million lei, respectively, only from the increase in the volume
of credits granted by the banking sector as a result of the decrease of the interest rates paid by the
clients.
Reporting total deposits to the number of subsidiaries we notice that it increases in the investigated
years from 22.3 million lei per subsidiary in 2013 to 43.15 million lei per subsidiary in 2017. Of
course, for the next two years the value of this indicator follows to continue to grow as a result of the
remodelling of the deposit policy according to the current development priorities of the banking
business.
The results for the last rate of productivity are increasing for the years 2013-2016 from 5.13 million
lei per branch to 10.7 million lei, and then in 2017 it is reduced to 8.13 million lei per subsidiary due
to the substantial decrease of the total revenues per bank sector from 8606.3 million lei to 6453.6
million lei. In the years to come, we expect an increase in the results to 8.69 million lei and 9.07
million lei only from the increase of the total revenues under the influence of the increase of interest
income on loans.

5. Conclusions
Business modelling in one form or another takes place in all commercial banks, the difference being
only in the level of development and depth of this work. However, banks, as they develop, are aware
of the need to formalize their activities and, therefore, to build an integrated business model. Thus, the
benefits and advantages the bank receives when building a customer-oriented integrated business
model are:
1. An integrated business model is of great importance for mergers and acquisitions of banks. As a
rule, different banks have different organizational structures, different business processes, strategies
and other management elements. When merging banks, it is necessary to join these different elements

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and reorganize them. And if these elements are not formalized as business models, then this task
becomes quite problematic;
2. The integrated business model is very important for the development of the bank's activity in
other regions and countries. As a rule, successful modern banks create a typical business model of the
subsidiary, including its business processes, its organizational structure, the IT systems and
operational resources structure, the branch interaction scheme and the central office. Thus, an
integrated business model facilitates and accelerates the process of opening new subsidiaries,
increasing stability and quality of their operation;
3. The integrated business model is particularly effective as a tool for generating order at the bank,
increasing the transparency of operations and the manageability of the bank. Thanks to an integrated
business model, a variety of tasks can be made quickly and easily for the development of the bank:
efficient automation, selection and motivation, development and launch of new products and services,
business process optimization, improved operational risk management, etc.;
4. Integrated business model is an important step towards building and certifying various
management systems (information security system, quality management system - ISO 9000 standards,
risk management systems). This, in turn, leads to an improvement in the bank's image and market
value;
5. Due to the integrated business model, the bank can increase its ratings, attributed by international
rating agencies (Fitch, Moody's, S & P, etc.). This is due to the fact that rating methods include the
analysis of the materials and mechanisms that are necessarily present in the integrated business model;
6. The integrated business model is one of the key factors for the successful implementation of the
bank strategy as it links the strategy to all the bank's elements and management systems (business
processes, personnel, projects, information technologies, etc.);
7. The complex business model, due to the availability of real business models, regulations and
rules, allows managers to free their time from performing their routine functions, making timely and
accurate managerial decisions.
As mentioned earlier, building an integrated business model is important and profitable for the
bank. But if each bank builds an integrated business model from scratch, then it will not be entirely
appropriate and economically efficient. Each bank is unique in this way, each has its own differences
and competitive advantages, but all can assemble common elements in management and operation,
which are, in fact, similar to most banks.
In conclusion to those addressed in this study we mention that building a model based on processes
should be done taking into account the requirements and limitations of owners, consumers and
management bodies.

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http://necsi.org/events/iccs/2002/NAp12_OnutCRMICCS2002-2Fixed.pdf [Accessed 17th

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