Paul Camp, global head of cash management financial institutions, global transaction banking, Deutsche BankBanks are under pressure to generate revenue, reduce costs and mitigate risks in the recession. At the same time, investment needs have never been higher. So which is the best way forward for banks attempting to meet client demands for cash management services?
In these straitened times, effective cash management has rapidly become the priority for both banks and their customers, but this return to so-called back-to-basics banking is anything but basic. This guide charts the changing cash management landscape and how banks can navigate it in order to come out on top when the global economic downturn subsides. Writer Charlie Corbett
If efforts to avert a deepening global recession are to succeed, support for global trade is vital, but banks that have avoided the consequences of the subprime crisis cannot carry the trade finance burden alone. Ashutosh Kumar, global head of trade product management at Standard Chartered Bank, outlines ways in which these banks can make further capacity available.
Islamic finance covers many areas and in this exercise The Banker did not want to exclude any Islamic financial institution. Clear definitions of what constitutes a non-bank institution need to be improved but we wanted to include not only investment banking operations and Islamic investment companies, as distinct from banks, but also Islamic insurance operations.