Instant Payments deserves a quick adoption because it will reduce the costs and will benefit Corporate Treasury: education will give a boost.

| 25-11-2016 | Boudewijn Schenkels |

payments

 

Several use cases, like in UK and Australia, implementing Instant Payments proved to be a alternative to checks, cash and debit cards for retail and corporate customers, stated in the World Payments Report 2016 by CapGemini and BNP Paribas. Besides replacing these expensive payment types, Instant Payments will mean extensive benefits for Corporate Treasury.

“To boost the adoption of immediate payments, efforts are required in a number of areas including value-added services development, education of the main stakeholders, and upgrading of merchant and corporate infrastructures”.

For education matters the Payment Report advises the marketplayers (banks, industry organizations, and regulators) to invest in educating key stakeholders including corporates, merchants, and end-customers on the benefits of instant payments. “For example, banks could inform corporates and merchants of the required infrastructures, the ease of transaction, benefits including instantaneous funds and receipt, and how instantly available funds can be better managed.”

Treasury Benefits are specified as:

1. Payments can be initiated at last moment before due date leading to:
– Reduced settlement times and availability of funds for longer durations
– Enhanced liquidity management
– Cost savings as a result of fewer adjustments
2. Implementation of Instant Payments will lead to improved financial control and budgeting for Corporates due to certainty of payment status (irrevocable);
3. Real-time systems generate data, which will help treasurers map companies’ cashcows and financing operations with their stakeholders’ production lines in real time, which will make cashflow easier to manage and forecast;
4. The instant payment finality of Instant Payments reduces credit risk and the temporal risk created by time delay between payment and settlement. This enables instantaneous updates and a constant real-time view of cash positions for corporate clients;
5. Instant payments are expected to enhance the experience of corporates’ customers by providing faster services, real-time notifications, and immediate availability of funds.

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Boudewijn Schenkels

Senior Consultant Payments @ Payments Advisory Group

Kunnen banken zich opnieuw uitvinden of is het inderdaad Kodak revisited?

| 24-11-2016 | Jan de Kroon |

geen-naam

 

Dat alle banken op dit moment stevig ingrijpen in hun business model en bedrijfsvoering behoeft geen betoog. Het staat immers dagelijks in de krant. De topman van ING geeft zelfs openlijk aan dat zijn bank zich transformeert naar een IT dienstverlener en ING is dus een van die banken die aast op over te nemen FinTech-bedrijfjes om het transformatieproces te versnellen. Ook de andere banken switchen in hun businessmodel en voegen zich in de ratrace.

Situatie uit zicht van de bank

Als belangrijk argument geldt steeds de verzwaarde regelgeving die het steeds minder interessant maakt het traditionele rentebedrijf te voeren in combinatie met een toezichthouder die banken op dat punt in de nek hijgt. Een veel meer bemiddelende rol en een vergoeding op provisiebasis lijkt het logische antwoord. Tegelijkertijd wil je als bank wel een beetje grip houden en dus een belangrijke rol in het verloop van geldstromen houden. Om daar nog iets aan te verdienen moet je dan wel mee in de technologie. En dus mee in de uitdagingen die FinTech bedrijven bieden.

Juist daar lijkt de historische vergelijking met Kodak op te gaan, waar oprichter Eastman alle nieuwe technologische innovaties wilde omarmen, op voorwaarde dat een filmrolletje een vast onderdeel was van de oplossing. Ook banken transformeren zich waarbij een zekere constante te vinden is in het regisseren van geld en betaalstromen. En alle oplossingen lijken dan ook innovatieve Fintech inhoud te moeten hebben.

Intussen is het nog maar de vraag welke banken nog echt weten wat de klant wil en wat die klant echt nodig heeft. Zo buitelen banken over elkaar heen met beloften over binnen hoeveel uur een financieringsaanvraag wel niet uitgewerkt is en hoe makkelijk je online je zaken kunt regelen. Daarbij wordt verondersteld dat de klant dat belangrijk vindt. Het is niet dat dat de klant het niet op prijs stelt; die gaat ook met zijn tijd mee immers. Feit is dat het niet meer is dan een hygiënefactor en geen onderscheidend kenmerk.

De wens van de klant

Wat wil die klant dan wel; welnu die klant wil vooral aandacht en een goed advies. Die klant snapt dat de bank efficiënter wil gaan werken want die tendens is er in zijn eigen onderneming ook. Wat die klant daarentegen niet begrijpt is dat de te bereiken efficiencygraad vooral de winst van de banken moet gaan verbeteren in plaats van de vrijgekomen financiële capaciteit te besteden aan effectiviteit van de dienstverlening. Afgezien van wat technologische verschillen is er nu al geen wezenlijk verschil meer tussen de Nederlandse grootbanken in de klantbediening. In feite zoals dat bij de grote energieleveranciers al langer het geval is.

De zakelijke klant echt centraal stellen vraagt naar mijn mening vooral om het borgen van de oprechte aandacht voor de klant; one way or the other. Je terugtrekken op de technologie achter het IBAN nummer of vergelijkbare bewegingen zouden wel eens het nieuwe KODAK kunnen worden; geen producten en diensten zonder infrastructurele technologie. Wil de echte bank opstaan.

Jan de Kroon

 

 

Jan de Kroon

Owner & Managing partner of Improfin Groep

 

Why seems TMS market leadership to be a relay race?

| 23-11-2016 | Pieter de Kiewit |


geen-naamThe number of treasury management software brands I read about in resumes since 1996, the year of my first treasury placement as a recruiter, has continuously grown. In other markets market dominance has been more stable, BMW, Microsoft and Calvé have been able to keep long market leadership. What is so different in the TMS market? Without comprehensive research I can think of the following reasons.

TMS technology reasons

Technology is moving forward very quickly. Solutions are often based upon the possibilities new technology offers and not developed based upon client needs. Different backbone technology often comes with other providers, hence other TMS suppliers.

Integration after take-over

There is a number of small solutions that grew to be successful over time. The founders of the companies that offer these solutions often choose to sell after a number of years. This because they are technology driven and cannot handle the marketing and operational hassle. Or the other way around: after successful sales they have to build a better product and do not have the technological staff. Or they just want to cash. The bigger companies that take over are not capable to absorb the smaller without losing the warm connection with the clients. Service and flexibility go down, prices go up. Sales staff is demotivated after a setback in remuneration. Support does not know the application. The clients go to the next supplier.

Marketing reasons

Last but not least, successful start-ups that work with partners in various countries are not able to share the wealth of success. Discussion over equity, profit sharing and ownership are often deal breakers. In this market there is not one dominating expansion strategy that has been the success formula: own staff is not strong enough or too expensive, partner sales is often not based upon enough commitment or lacks a proper contractual basis.

What do you see in the market of TMS suppliers?

Pieter de Kiewit 

 

 

Pieter de Kiewit
Owner Treasurer Search

 

To be or not to be – what happens next to the Euro?

| 22-11-2016 | Lionel Pavey |


In the last few weeks, there have been many news articles published, by well-known people, about the state of the union:

  • Frits Bolkestein (former European Commissioner) – monetary union has failed. In 10 years there will be a large D-mark block in northern Europe
  • Joseph Stiglitz (Nobel prize winner Economics) – the euro’s days are numbered
  • Otmar Issing (former chief economist ECB) – one day the Euro “house of cards” will collapse
  • Jacques Delors (former president of the EC) –  at some point, Europe will be hit by a new economic crisis. We do not know whether this will be in six weeks, six months, or six years. But in its current set-up, the euro is unlikely to survive that coming crisis.

End of the Euro?

More than 15 years after its creation, has the Euro run its course? After countries put all their effort into meeting the convergence criteria, did they forget to look at the diverging competitiveness between themselves?

There are numerous political elections and referendums in the next year – Italian constitutional referendum, elections in Austria, France, Germany and the Netherlands. There appears to be a rise in anti-European sentiment expressed by both voters and politicians. After the perceived surprise results in the Brexit referendum and the presidential elections in America, it would be prudent to consider all possible outcomes.

So what would happen if the currency union ceased to exist? We can look back in recent history to the breakup of both the Soviet Union in the 1990’s and the Austro-Hungarian Empire in the 1920’s. A split in the current Eurozone would appear to follow a North-South divide, leading to a revaluation of the currencies in the North and a devaluation in the South. Thanks to modern technology it would be possible to sell bonds of southern countries and move the proceeds to the north almost instantaneously. Despite the huge upheaval – rising inflation and unemployment, declining growth and investment, the situation would eventually normalize as can be seen in the new countries that were previously part of the Soviet Union. But this would all come at a very large price.

Consequences for companies

But what about the consequences for companies? If a contract existed between a Dutch company and an Italian company many questions would need to be answered – which contract law takes preference, in what currency should the contract continue, who bears the risks involved? What happens to a loan extended to a Spanish company by an Austrian bank and denominated in Euros that are no longer legal tender? It would be prudent to look at all the possible risks that a company could face if the Euro were to replaced by national currencies – what cross border contracts do they have, what is the impact to the company’s profit if the new currency devalues, what are the terms and conditions in existing loan documentation regarding covenants, how many new bank accounts would need to be opened to allow trading to continue.

Can the Euro survive? Personally, whilst the idea was good, the reality has been different. It requires a complete “One Europe” – monetary, fiscal, political, defence, law etc. Could this ever be achieved and do the people of Europe really wants this – now that is the question.

Lionel Pavey

 

Lionel Pavey

Cash Management and Treasury Specialist – Flex Treasurer

 

 

Online Treasury training programs: a new trend and options increase

| 21-11-2016 | Annette Gillhart |

online-trainingIf you are working as a treasurer and think about following a training you might as well look on the internet: an increasing number of programs are given online. We thought that it might be useful to check what’s on there and present a few.

A small selection of what we found

 

  • Hecht Consult Bank Training and Treasury Consultancy
    Michiel van den Broek is a financial expert and has hands on experience managing foreign exchange and interest risk. The last 10 years, Michiel has focused on training and has set up the Financial Training Hub. He has created custom programs and delivered training to hundreds of participants working for banks, financial supervisors and other financial institutions on subjects such as financial markets, asset & liability management and risk management. Michiel has published an e-book ‘Understand Banks & Financial Markets’ to introduce training participants in the world of finance. He offers training programs such as Financial Markets (Advanced), Banking Basics, Risk Management Basics, Compliance and Financial Markets, Introduction Asset & Liability Management, Bank Management and more. Read more
  • Coursera
    Free training programs! Coursera is an education platform that partners with top universities and organizations worldwide, to offer courses online for anyone to take. Their mission is to provide universal access to the world’s best education. Statement from their website: ‘Online learning plays a significant role in a lifelong education. In fact, a recent report by the U.S. Department of Education found that “classes with online learning (whether taught completely online or blended) on average produce stronger student learning outcomes than do classes with solely face-to-face instruction.’ Go and check the search term  ‘Treasury’. At the moment they offer two trainings: ‘Global Financial Markets and Instruments’ and ‘The Global Financial Crisis’. Read more
  • Treasury Services
    Next to other services they offer Treasury training and education in their Treasury Acadamy. The e-learning Treasury Academy enables participants of programs to decide when, where and how they want to follow training courses. Training courses are instantly available through their secured platform. They offer training programs on Foreign Exchange Risk Management, Foreign Exchange Options, Interest Rates and Interest Rates Risk, Modern Bootstrapping, Cash Management and more. Read more

Many more options

It is obvious that this is just a small selection of what can be found. There is more and options increase. If you do not want to follow courses alone you can consider peer assesments or blended learning, too.

Have you followed an online training program lately?  Please feel free to share your experience!

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annette-gillhartAnnette Gillhart – Community Manager  of treasuryXL

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How Bank Independency improves your Treasury Performance

| 18-11-2016 | PowertoPay |

bankgebouwenAs RBS in april 2016, ABN AMRO announced recently that they will lay off another 1500 employees worldwide and reduce services due to ongoing digitalisation. We came across an article of PowertoPay and in the light of recent developments you might find it interesting to read.

As we emerge from the global credit crisis and banks are starting to (geographically) withdraw from some parts of the market, managing cash flow more effectively is a top priority for treasurers. Monitoring, analysing and reporting on underlying business cash flow and risk has become extremely important. Despite the changing role of the treasurer which resulted in new requirements, treasury must still determine the optimal organizational structure that meets both strategic goals and supports overall efficiency. These efficiency goals have created the need for centralized bank-agnostic solutions that aggregate all financial information onto one platform.

The evolved need for bank-independency

As competition increases in the payments market, banks need to create competitive differentiation, either in-house or in a shared model. Banks need to reshape their focus and keep a consistent client focus. A recent example of a bank that needed to reshape was the withdrawal of RBS from a large number of countries. RBS has made the choice of being a consumer bank for the UK and decided to end servicing the earlier acquired Global Transaction Banking customers.

The withdrawal of RBS from large parts of the market created the need for large corporates to investigate bank-independency and bank-agnostic solutions more thoroughly. A logical consequence, because how can you be certain that your bank will remain active in a specific country for over five years? Frank Nolden, CEO of PowertoPay states:  “If the financial crisis has taught us anything, it’s that no matter how big, banks can go bankrupt. Therefore, corporates want to decrease their risk on financial counterparts, because these counterparts might no longer exist in a few years”.

Reducing risk

In order to: 1) reduce the risk on financial counterparts 2) overcome the bottlenecks  3) reduce potential credit inefficiencies found within the use of single banks, corporate treasurers increasingly focus on bank-agnostic solutions. Connecting to multiple banks via a centralized bank-agnostic solution means lowering the risks of having to change and select new banks in the future, which allows corporates to have greater financial performances.

Succeeding with simple connectivity

Large corporates more often choose for developing channels and services that support a multi-banking, bank-agnostic approach. According to the CEO of PowertoPay, Frank Nolden, “the maintenance of all the different multiple technology systems have driven corporates to opt for simple hub connectivity through centralized solutions”. Many corporates have to connect to a myriad of bank portals with numerous security tokens to handle their treasury operations, which considerably increases risk. Bank-agnostic solutions automate, centralize and standardize globally these payment and cash management processes, allowing treasurers to make better, more informed and faster decisions based on real-time holistic insights, improving their performance.

Conclusion

Corporates are always seeking to increase the levels of operational efficiency. Maintaining all types of different multiple technology systems with low efficiency levels have driven treasurers to opt for bank-agnostic, centralized solutions. These solutions reduce the risk on financial counterparts, creating more streamlined and effective treasury operations.

powertopay2

New Community Manager

| 17-11-2016 | treasuryXL |

Since we’ve started at April 21th 2016, treasuryXL made some important steps and we’ve been growing ever since. Our community is continuously expanding with authors, editors, sponsors and readers. Everyday we provide you with fresh, treasury related content: articles, vacancies and events. In the start-up fase it was our main interest to make the site known to you and find out about the focus and issues that added value to the market and the treasury community. Now we’re taking it to the next level!

I can proudly say that while being your community manager I’ve learned a lot about the treasury world and certainly made some new friends! I’m really proud of what we have reached so far but I also think it’s time start a new fase with a new community manager. I’m taking on a new challenge in another start-up and would like to thank you all for the support and the pleasant cooperation we have had so far. So, I’ll step aside…

 …and present to you our new community manager: Annette Gillhart!

treasuryXL has informed you about all kind of news around treasury issues. Next to daily news and actualities you were informed about interesting topics such as treasurer vacancies and upcoming events. In the start-up fase the site became known to you as a platform to all kind of news about the treasury market and community.

In the meantime many of you know how to find us and this is the moment to enter a new fase and emphasize the website’s value even more. That means that we want to increase the number of visitors and provide a platform for even more companies, institutions and experts of the treasury habitat.

This will be my task, taking the website to the next level, make it even more attractive and expand the community. So that we can provide you with even more diversity and interesting content. In the meantime a number of companies found their way to our website, and are using it very successfully as a platform to promote their own businesses. It goes without saying that we want to provide this unique possibility to even more companies and institutions. It is our aim to keep improving the site and stay as lively and attractive as possible to all of you.

I’m hoping for a pleasant and fruitful cooperation!

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Stephanie Derkse & Annette Gillhart – Community Managers treasuryXL

 

Uitgelicht: Pensioenfondsen moeten meer kasgeld aanhouden

| 15-11-2016 | Douwe Dijkstra, Erna Erkens |

corporateborrowing

 

Geld renderend wegzetten, voor pensioenfondsen lijkt het een ontzettend moeilijke opgave te zijn. René van de Kieft, voorzitter van pensioenuitvoerder MN stelt in het Financieele Dagblad dat het beter zou zijn voor pensioenfondsen om hun geld in kas te houden, anticiperend op een renteomslag. Van De Kieft : ‘Geld in kas houden levert weliswaar niets op — of kost zelfs geld — maar op obligaties kunnen de verliezen veel hoger oplopen als de rente weer gaat stijgen zoals de afgelopen dagen.’ (bron: FD.nl)

 

Wij vroegen onze experts Douwe Dijkstra en Erna Erkens naar hun mening over deze manier van geld wegzetten.

douwedijkstrarondDouwe Dijkstra – Eigenaar Albatros beheer bv.

“Ik ben het met de schrijver eens dat het bezit of uitbreiden van de positie in obligaties steeds hachelijker wordt. We denken al jaren dat de rente de bodem heeft bereikt, hetgeen vaak onterecht is gebleken, maar een stevige opwaartse rentebeweging (het geen ik overigens niet snel verwacht) zou funest zijn voor de beleggingen in obligaties. Het meer betrekken van de deelnemers bij de uitgangspunten van het pensioenstelsel lijkt mij geen meerwaarde te hebben. Afhankelijk van de status van de deelnemer (gepensioneerd, slapend, actief, jong of oud) zal hij/zij zijn/haar standpunt innemen.”

 

Erna Erkens – Eigenaar van EEVA

Dat is een mogelijkheid, maar er zijn ook andere mogelijkheden. Andere mogelijkheid is opties of trackers kopen om je belang te beschermen.

Ik snap de pensioenfonds beleggers niet. Misschien moeten die beleggers is vervangen worden.

Als de rente stijgt hebben ze weer een probleem. Nu weer met hun beleggingen in obligaties. Als ze hierin belegd hebben op de huidige lage niveaus van de laatste tijd zonder deze beleggingen te beschermen zijn ze niet capabel genoeg en dat is al meer aangestipt. Hier zitten vaak niet de meest slimme beleggers. Daar moet iets aan gebeuren.

Probleem zit niet in de marktbewegingen maar in de kwaliteit van de verantwoordelijke pensioenbeleggers. Die moeten kwaliteit getoetst worden en misschien ook meer toezicht hierop.

 

Where does America go from here – what are Trump’s policies and how will they affect the economy?

| 14-11-2016 | Lionel Pavey |

photo-1432164245265-ab19a48c3d09

 

 

Infrastructure – a massive investment programme (a trillion dollar rebuilding programme).Trade – renegotiating NAFTA, opposition to TTP AND TTIP. Increase in tariffs on Chinese goods. Taxes – reduce and simplify taxes for individuals. Reduce corporate tax to 15%. Repatriate corporate cash held overseas with a one off 10% tax and then close all the existing loopholes. Spending – increase in Defence spending. Reduce current Government spending through efficiencies. Economy – increase annual GDP growth to 4%.

 

 

So how does it add up?

Investment in infrastructure is a positive – it leads to extra jobs and improvements in the country. Taking a more restrictive stance on trade treaties, whilst protecting America, could lead a reciprocal trade wars. Simplification and reduction in direct taxes will increase wealth and should lead to higher expenditure. Would be perfect if that money was used to buy American goods. Increasing annual GDP by 4% is very ambitious – has rarely been achieved in the last 40 – 50 years.

These policies would lead to a large increase to the Budget deficit – it would be a huge risk to expect increases in American productivity to be more than enough to cover the gap. We could expect to see interest rate rise, though the market was already expecting that.Trade wars would have a negative effect on the dollar.

The big problem is that Trump is a “known unknown”, a maverick and not someone that can be easily read by political experts.

If his actual stance is as strong as his political campaign then there could be serious consequences for global growth and trade. Interest rates will rise and the dollar will be volatile for the foreseeable future, and things will change. Whether it leads to improved growth in Europe – we shall have to wait and see.

Lionel Pavey

 

 

Lionel Pavey

Cash Management and Treasury Specialist – Flex Treasurer

 

International direct debit, the one true advantage of SEPA

| 11-11-2016 | Jan Meulendijks |

photo-1456930266018-fda42f7404a7-1At its introduction time SEPA seemed to be just another (more complicated) payment method, more imposed by EU-regulations than a market requirement. For international for exporting companies however, there is a very interesting bonus in the form of SEPA’s possibilities in the field of direct debit. Foreign bank accounts can be debited (for receivables) in the same way as Dutch bank accounts.

SEPA has contributed a lot to the awareness of using international direct debit. Before SEPA, companies had to to go through a complicated process in order to be able to process international direct debits:

– Set up multiple foreign bank accounts, in every country you export to
– Include these accounts in your cash pool and electronic banking environment
– Use unfamiliar local IT-tools and file formats
– Expensive to use and set up, lots of documentation required
-These were reasons for international operating companies not to apply the instrument of international direct debit.

All that is not necessary anymore. The main things are to arrange a SEPA Direct Debit contract with your own Dutch bank and obtain a direct debit mandates (one-off or recurring) from your foreign clients, similar to getting one from Dutch clients.

The mandates are sent to the debtor’s bank for registration. The transactions themselves can be included in your regular direct debit SEPA-batch alongside with your Dutch direct debits and presented to your bank for processing.

The result will be a better grip on your international receivables, cash planning, working capital management, all at low costs.

Your bank will be able to explain the procedures to follow.

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Jan MeulendijksJan Meulendijks – Cash management, transaction banking and trade professional

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