zeb/ – your partner in stormy times

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The long-term strategic orientation of portfolios has to be redefined. By a targeted reduction of risk positions, i.e. by deleveraging, investment portfolios are adjusted to the bank’s own risk appetite. In addition, the crisis has raised questions regarding the right allocation of assets. A purely statistical approach is not in line with the increased requirements and the complex market environment any longer. zeb/ offers an advanced approach – with a better performance.

As a stable pillar, customer business returns to the focus of all financial institutions. Precisely for that reason, competition for each customer will further intensify. Banks have to fall back on their own strengths – i.e. they have to reinforce existing customer business fields through determined measures of sales activation and to exploit earnings potentials neglected so far in a structured way. Who are the focal customers? How can sales strengths be brought into play? How is management and sales control to be designed? zeb/ supports you in answering these questions – with full commitment.

A well-functioning internal control system that covers all risk management processes and procedures forms an essential part of a successful business model. In-house rules have to be defined and legal requirements need to be met. Internal compliance with those regulations has to be ensured. This requires an efficient reporting system. But this is not enough. Internal risk culture needs to be filled with life  in all corporate areas: from top management to the sales staff in the branches. This is a demanding challenge – exactly the right task for zeb/’s experts.