Articles tagged with:

  • Dennis Hewitt, Omnicom Group Inc.

    Corporate View
    Dennis Hewitt, Omnicom Group Inc.

    Headquartered in New York, Omnicom Group Inc. is a strategic holding company which owns and operates around 1,500 agencies worldwide in the areas of global marketing and corporate communications services. Omnicom employs approximately 63,000 staff and the company’s net income for 2009 was $793m.

  • Michael Spiegel, Deutsche Bank

    Bank Interview: 
    Michael Spiegel, Deutsche Bank

    Exploring new ways to interact with clients whilst maintaining high standards and functionality is a significant challenge for today’s transaction banks. We speak to Michael Spiegel, Head of Trade Finance and Cash Management Corporates, EMEA, Global Transaction Banking at Deutsche Bank about the evolution of client dialogue, new technologies and how they are shaping the industry. We also discuss Deutsche Bank’s growth in EMEA, in particular in the Netherlands.

  • Global Cash Management

    Are we moving out of the crisis, or just getting used to it? Six senior bankers have a frank and insightful discussion about the evolving challenges of global cash management.

  • Two people fencing against each other

    Rules of engagement: show us the money

    Credit remains expensive and banks are reluctant to provide it without getting something in return. Corporates, on the other hand, often struggle to spread their business between enough banks to secure the credit they need. Despite this disconnect, in many cases those relationships that have survived the crisis are deeper and stronger than previously, with some new trends emerging in bank relationship management.

  • Three years on from the crisis: where next for treasury?

    Although the financial crisis has ended, at least officially, it started about three years ago and has worked a series of permanent changes in the role of treasurers within their companies. That role is continuing to evolve. But are treasurers and their functions any more important to the business than they were three years ago? Some treasurers and industry experts share their views

  • Can regional banks offer the ‘best of both worlds’ in cash management?

    Before the financial crisis, a single, international banking provider was the holy grail of cash management centralisation. But since the crisis, companies are wary of putting all their eggs in one basket and diversification of banks has become the norm. The result is that cash management for large MNCs is often being split with, or in a rare number of cases, turned over to, regional banks. With their crisis-proof balance sheets, the regional banks, like Standard Chartered, DBS Bank, RZB, or Santander among others, have been taking cash management market share from big networking banks. The result has impacted the cash management environment and is changing the way banks and corporates do business.

  • Andrew Willett, Managing Director & Colin Devo, Head of Corporate FX and Liquidity Solutions, Lloyds Banking Group

    Bank Interview: 
    Andrew Willett & Colin Devo, Lloyds Banking Group

    Much has happened over the last two years to change the way that corporates view and manage risk. In this Bank Interview we talk to Colin Devo, Head of Corporate FX and Liquidity Solutions and Andrew Willett, Managing Director, Lloyds Banking Group about how Lloyds has responded to this evolving risk landscape on behalf of its clients. We also discuss current treasury trends and what to look out for in 2011.

  • Photo of Erhan Karakas

    Corporate View: 
    Erhan Karakas, Mercedes-Benz Türk

    Mercedes-Benz Türk AS produces a wide range of vehicles, including buses and trucks, and imports passenger cars and light commercial vehicles. In 2009, the company realised €1.2 billion in sales. The company employs in the region of 4,000 staff, with a further 2,500 employed in its dealer and customer service network.

  • Your bank: how the picture is changing for global transaction banks

    For two decades, banks have been competing for corporate business by increasing their plain vanilla services at zero cost to customers and ramping up their fee-based business. That legacy has been challenged by the crisis. But the results have not been the same in every region, nor at every level. A new model of transaction banking is developing which goes beyond marketing and into the heart of bank capital allocation.

  • Cutting through the confusion on counterparty risks

    Counterparty risk is not just about how safe your banks are. Companies today have a variety of counterparty risks and different ways to measure them. We take a look at the nature of these risks, the reliability of those rating the risks and how to lay the risks off.