ISSUE 06 - DECEMBER 2013 FSD Insights ACCREDITING SME RELATIONSHIP BANKERS Accreditation is the formal recognition that an individual (or organization) has achieved a defined level of competence, skill and knowledge in a specific role and will continue to perform to this standard thereafter.’ 1. ECONOMIC BACKGROUND AND CONTEXT It is universally accepted that a vibrant, robust and growing SME sector is a vital component of any healthy economy. Primarily, SMEs create employment and income opportunities. They also underpin an economy that is resilient during downturn, foster innovation, support the equitable distribution of wealth and help to maintain civil society. In developing economies, SMEs provide a link between the formal and informal markets. This broad acceptance of the economic imperative of SMEs applies strongly to Kenya, where best estimates peg the MSME market at approximately 7.5 million enterprises. They contribute approximately 44% to the Kenyan GDP (in 2008, up from estimates of 13.8% in 1993), 80% of the country’s total employment and 92% of all new jobs. In parallel, success in the SME segment is considered critical for future profit growth within banks. Many banks have indicated their intention to focus on this sector as a strategic priority. However, research by Macquarie suggested that, “…products and services are extremely difficult to differentiate in the SME marketplace and, as a result, the nature and quality of the bank : SME relationship has become the key determining success factor in terms of gaining and maintaining profitable market share in the crucial, but highly competitive premium SME market.” The Macquarie research highlights that: “....perceptions of SME banking expertise are critical.......having a reputation for SME banking expertise is critical”; and “.....for many SMEs, the banker is more important than the bank”. The report also cautions pertinently that, “having a relationship manager does not guarantee having a relationship.” Clearly, a symbiotic relationship exists between banks and SMEs. Banks need a strong and, hopefully, expanding pipeline of maturing SMEs to support growth in commercial lending and other financial services. At the same time, SMEs need access to financial services to underpin their entrepreneurial endeavours and fuel their growth ambitions. The nature of the relationship is a critical determinant of success for both parties. The most common banking response Cap Building SME-focused capacity to this has been the introduction of SME relationship managers. Broadly, these relationship managers provide several positive features including familiarity with an SME when financial support is required; a mechanism for monitoring ability to repay; cross-selling opportunities; a conduit for complaints and problem resolution; and the offer of general business advice. Essentially, the existence of a relationship manager simply provides the bank with the right to quote for any new business on offer. It also increases their ability to successfully package a suitable solution (although, the prevalence of Kenyan SMEs to ‘multibank’ tends to suggest that relationship banking may not be working in this regard). Evidence of the success (or otherwise) of mobilizing relationship managers from the SME’s perspective is however provided in the fact that they rarely, if ever, name their Bank RM as a trusted source of business advice or a strategic partner in their business development process. However well-intentioned, it is apparent that there are a range of conceptual, operational and (even) psychological flaws in the conventional approach to SME Relationship Management. Any perceived benefits that might accrue would seem to flow towards the bank rather than the SME. Bluntly, research demonstrates that most SMEs are sceptical about their bank’s motives in attaching a RM to their account. They doubt that the individual RM can do much to help them beyond the supply of financial products and services. This scepticism is based upon a range of SME perceptions or prejudices. These include: i. Success for banks in the SME market is largely determined by scale. Alltoo-often, RMs are expected to oversee large portfolios of SME customers and resulting workloads render any meaningful relationship impossible. Note: One of the largest SME banks in the world is reputed to have calculated that they could only afford to devote a maximum of twelve minutes of management time per year to a typical small business customer. 2 • ACCREDITING SME RELATIONSHIP BANKERS A potential SME client at a FINA Bank branch, Nairobi. Conventional banker training and their information needs tend to encourage bankers to ask the wrong questions of SMEs and all-too-often disregard many aspects of a business that owner-managers hold in high regard. ii. Inevitably, the SME owner-manager perceives their RM to be an agent of the bank, whose primary function is to safeguard the bank’s financial position. They are therefore nervous about full transparency and the total disclosure of information that, by definition, is the basis of any robust relationship. iii. Conventional banker training and information needs tend to encourage bankers to ask the wrong questions of SMEs. All-too-often they disregard many aspects of a business that owner-managers hold in high regard. A simple but compelling illustration of this is the bank’s reluctance to place value on intangible assets. This often comprises a significant component of any net worth inherent within an SME. iv. On the whole, good SME bankers tend to be either transferred or promoted quickly. This frustrates the SME, who struggles to build any continuity of relationship based on personal trust and understanding of their business. v. There is a perception amongst SMEs that banks are ‘trigger-happy’ and are reluctant to remain supportive through periods of temporary trading difficulty. This is particularly relevant to growing SMEs that are most likely under-capitalized and possibly, over-trading. In this situation, bankers need to make accommodation for short-term financial hiatus in the belief that the SME will prevail over time. The confidence to adopt this approach can only be established through personal trust and a sound understanding of business circumstances. vi. Many SME owner-managers perceive ‘relationship’ to be a euphemism for ‘selling’ with no particular benefit flowing in their direction. vii. Many SME owner-managers believe that career bankers live in a different life-world and do not possess real empathy and understanding of the SME situation. viii. Many SME owner-managers believe that their bank and bankers judge and assess their business performance against criteria that differ from their own. Also, SMEs are acutely aware that their RM rarely makes lending decisions. They are sceptical about the actual influence that their RM can bring to bear with upstream credit officers. ix. Most SME owner-managers are severely lacking in financial literacy, and do not understand basic financial principles (this is particularly apparent in their lack of appreciation of the need to build Balance Sheet strength). x. Fundamentally, many SME owner-managers doubt the RM’s ability and competence to add value to their operations in any meaningful way beyond the provision of finance that is available from multiple sources. 2. STRATEGIC RESPONSES Many of the above realities of SME banking relationships can only be addressed by banks if they embrace a more sophisticated approach to segmenting the SME market. They may also need to revise their SME-focussed business models. In this respect, the Macquarie Research referred to above, suggests that, “…most of the profits come from a small handful of SME customers.… the most attractive SME customers are the 5% considered high growth”. This highlights the need for much more intensive relationship management approaches targeted at a much smaller number of SME customers. This needs to be achieved while reducing the opportunity cost of doing-business with ACCREDITING SME RELATIONSHIP BANKERS • 3 the mass SME market. Generally, it is believed that an effective RM may well be responsible for a fairly large portfolio of SME relationships (perhaps >200) as long as no more than perhaps 20 are actively requiring attention at any one point. Other issues raised above relate more to the perception of bankers by SMEs, and the nature of the relationship. A variety of different approaches have been adopted by banks to breakdown these (at best) indifferent and (at worst) negative perceptions and change the attitude of SMEs towards their bankers. These include truly disastrous attempts to recruit former business owners and convert them into SME bankers. However, one of the most compelling and successful approaches has been banks committing to deploy only ‘SMEaccredited ’bankers to work with their customers and including a pledge to this effect in their respective brand promises or SME Codes of Conduct. By training and deploying only ‘accredited SME bankers’, the host bank de facto is sending out an incredibly powerful message to the SME community. Either explicitly or implicitly, a bank that adopts this approach is saying that the SME sector matters and deserves the highest level of professional service and support. 3. ACCREDITATION OF SME BANKERS The concept of accrediting SME bankers begs the question: who do we accredit to do what? To be successful, any accreditation model adopted must be: outwardly facing; address the needs and wants of the SME customer, and address their (sometimes) negative perception of bankers. Accordingly, accreditation needs to targeted at all frontline SME staff. This will demonstrate the bank’s commitment to the SME relationship. Fundamentally, accreditation provides the SME bank and banker with greater recognition and credibility, especially if deployed as a key component of a wider SME banking code of conduct. As stated, accreditation should relate to the banker: SME interface (specifically, the ability of the SME banker to add value to the relationship), rather than the technical aspects of SME lending. It is anticipated that other, complementary mechanisms will address technical banking competence in areas of loan assessment and credit management. Broadly, an effective SME banker will demonstrate insight into: The culture of the smaller firm i.e. the influence of ownership, customer dependency, risk of personal assets, informality, flexibility and the interaction of business and personal life-styles; The different management techniques adopted by smaller firms; i.e. the integration of functions [holistic perspective], limited time and resources and back-filling; The short-term and strategic decision-making horizons within the smaller firm; The implications of constant fire-fighting and management of change; and The type of relationships that smaller firms have with their advisors and stakeholders. These various insights should by necessity underpin any accreditation model as they lead to empathy and understanding of the SME world. In addition, other SME-related competencies for bankers include the ability to: A ppreciate the process of development within the smaller, independent business; B uild relationships based upon trust, respect and the full disclosure of information with their commercial clients; Add real and definable value to the business; The ability to demonstrate that mutual benefit attaches to the relationship over and above the offer of financial products. In this respect, the most progressive and effective banks servicing the SME sector have realized that relationship bankers need to demonstrate the ability to: E mpathise with commercial customers and evaluate the health of an SME from a holistic perspective that extends beyond simplistic analysis of financial statements; A ppreciate the broad criteria associated with a healthy business and, in particular, the value of non-tangible assets; Identify key dynamic performance indicators that provide genuine insight into the current performance and future potential of a business; Calculate real working capital requirements and true funding and borrowing needs of a business; advise on the concept of controlled incremental growth and the management practices required to build real net worth within a business over time; A pply analytical and problem solving skills and differentiate between symptoms and root causes of problems; D etermine the inherent potential within a business; and make adequate judgement of both person and business proposition; Identify thresholds and barriers to growth, understand the process of business development and appreciate the key factors which influence change; Establish appropriate stewardship and monitoring arrangements; Present the bank and explain its information needs; E stablish sound personal relationships with the SME customer that are based upon trust and the full disclosure of information; Add value to business operations and improve performance; Motivate and influence positive changes in behaviour; 4 • ACCREDITING SME RELATIONSHIP BANKERS Provide timely and constructive guidance to customers in terms of the broad trading environment and signpost them to relevant sources of external advice and assistance. Overall, the essence of good SME relationship management is demonstrating the ability to become a strategic partner in the business development process by satisfying the information, strategic and (perhaps) psychological needs of the SME customer. Note: The above skills, behaviours and competencies are in addition to traditional risk analysis and credit management capability that bankers need to apply. It is important that any SME Banker Accreditation Model is underpinned by a robust SME Banker Competency Framework. A number of frameworks exist. See annex for an example. Formal accreditation is founded upon the demonstration of these competencies in the workplace. 4. ACCREDITATION PROCESS AND METHODOLOGY An effective SME Banker Accreditation process will most likely comprise a combination of formal training, and continuous professional development. Assessment needs to be practical and non-intrusive in respect of workplace demands and performance, most probably including a combination of: i. Compulsory participation in custom-designed training workshops; ii. A written knowledge test (most likely multiple choice) designed to assess theoretical understanding of areas like the prevailing macroenvironment, business and contract law, foreign trade, accounting etc.; iii. Possibly, a short project and / or role-play exercise; iv. Possibly, real-time on-the-job assessment (subject to client confidentiality); v.360o feedback whereby, SME customers are invited (perhaps anonymously) to evaluate the performance of their banker. They can also evaluate the extent to which their banker was able to add value to their business performance and help to advance their commercial goals. vi. Satisfactory annual appraisal from a line manager or Head of SME Banking; and, vii. An integrated program of SME-related continuous professional development (CPD). It is anticipated that meaningful SME Banker Accreditation would typically take 12 to 18 months from appointment for an inexperienced practitioner transferring from a non-SME role. It therefore follows that more sophisticated approaches to establishing an SME career path inside banks needs to be adopted in order to support the Accreditation process and justify associated costs. De facto, this would require banks to raise the profile and kudos of SME banking and move away from the perception that SME banking is a precursor to a career in larger commercial or corporate banking. It is interesting to note that many of the best regarded SME banks retain and promote their managers within their SME operations. They also commit managers to individual SME relationships for a pre-determined period (usually, no less than three years). 5. THE BENEFITS OF ACCREDITING SME BANKERS TO BANKS AND SMEs The main benefits that would accrue to the bank would be: Significantly enhanced corporate profile and sustainable competitive advantage in the SME marketplace; G reater incidence of growing the bank’s SME portfolio and profits from an existing customer base rather than poaching higher risk business from competitors; Reduced haemorrhaging of premium SME customers to competitors; A resilient and growing SME customer portfolio comprising a high (and expanding) percentage of growing businesses; G reater ‘share of banking spend’ from existing customers i.e. single supplier relationships; More ‘cross selling’ opportunities; H igher incidence of unsolicited new business and referrals from satisfied customers; Reduced PAR and lower incidence of SME accounts under review; Better information flow between bank and SMEs; Lower transaction costs due to greater staff competence; Retention of better staff, and higher levels of staff engagement; Enhanced ability to attract better staff from competitors; Improved liquidity and profitability. The main benefits that would accrue to the SME would be: R eal and enhanced confidence in (and regard for) their banker and banking relationship; A ccess to informed and impartial advice and support from an accredited professional; Greater levels of financial management acumen and financial literacy; Additional comfort and security within their banking relationship; Reduced feeling of isolation; Reduction in levels of personal stress; Confidence to plan growth within their business operations; and Stronger and more resilient businesses with demonstrable net worth. ACCREDITING SME RELATIONSHIP BANKERS • 5 A range of options exist for formal accreditation; either on an ‘open’ or ‘bank-specific’ basis. Clearly, external accreditation carries additional weight and gravitas. 6. ACCREDITING BODIES A range of options exist for formal accreditation; either on an ‘open’ or ‘bankspecific’ basis. Clearly, external accreditation carries additional weight and gravitas. For example, international APEX Organisations like the Institute of Financial Services (IFS) in the United Kingdom or Chartered Bankers in Scotland might be considered as potential accrediting bodies. Locally, the Kenya Institute of Bankers, the Kenya Institute of Monetary Studies and the Kenya College of Banking and Finance may be willing strategic partners ideally, with the encouragement of the Central Bank of Kenya. Alternatively, individual banks may elect to design and implement their own, in-house SME Banker Accreditation Programme. In this event, the bank may decide to collaborate with a reputable institute of higher learning (for example, Strathmore University) to: validate the authenticity and robustness of the process. Such a collaboration would also provide selected training input, undertake aspects of formal assessment and maintain standards without prejudice. Note: This approach was adopted by National Westminster Bank PLC in the United Kingdom during the early 2000s. In part, this approach enabled Nat West to become the UK’s leading SME bank with ~1 million SME customers. Note: There is a fundamental difference between assessment and award. The concept suggested above focusses on establishing a process for accreditation. In due course, a formal award or qualification could be attached to this process. NEXT STEPS This Concept Paper has been drafted to stimulate discussion amongst the wider banking community in Kenya and, also, its various stakeholders. These include: the Central Bank of Kenya; the Kenyan Institute of Bankers; the Kenya Institute of Monetary Studies; the Kenya College of Banking and Finance and Strathmore University. It is anticipated that this Paper will stimulate critical debate and might lead to constructive and potentially industry-defining innovation in the SME banking arena. Tim Atterton – Strategic Adviser to the FSD Kenya GrowthCap Project. 6 • ACCREDITING SME RELATIONSHIP BANKERS ANNEX AN EXTERNALLY FOCUSSED SME RELATIONSHIP COMPETENCY FRAMEWORK FOR BANKERS Note: This competency framework is indicative only as an example. Individual banks would be advised to develop their own, bespoke version based on their SME strategic plan and priority targets. 1. ESTABLISHING THE SME RELATIONSHIP 1.1 Competence to empathise with the SME Specifically: U nderstanding the distinct cultural differences of the SME ownermanager and the implications of doing business with them; and, J udging a business in a wider context than its industry sector through its peer and stakeholder credibility. 1.2 Competence to make adequate judgement of the person and the business proposition. Specifically: Knowing the essential characteristics of a healthy business; 1.4 Competence to project the bank and explain its information needs Specifically: P roviding complete awareness of the total service offer of the bank in respect of the SME customer; P roviding these services to the SME customer in an appropriate fashion and at the appropriate time; Indicating the bank’s information needs clearly and simply to the SME customer, and highlighting the parameters of a sound relationship; V olunteering that relationship ‘problems’ will occur and ways that they can be mitigated or prevented. 1.5 Competence to establish sound personal and institutional relationship with the SME customer that is based upon trust, the full disclosure of information and the ability to “add value” to business operations and improve performance. K nowing the essential characteristics of a competent owner-manager in the context of the business proposition; Specifically: J udging the personal characteristics of the customer and determining an appropriate approach to build a sound, ongoing relationship; U nderstanding the personal and social context of the owner-manager and its impact on the business; Being able to appraise business propositions; Being able to appraise business development propositions; A ssist in the building of mutual network contacts and using these to underpin the relationship; B eing able to appraise existing business performance in respect of transfer customers from a rival institution; Being honest and open with the client from the outset of the relationship; Being able to interpret business plans in pursuit of the above. Communicating to the SME customer that the bank understands the distinct characteristics of the business; 1.3 Competence to establish stewardship and monitoring arrangements P ossessing the ability to listen empathetically, and provide effective basic advice. Specifically: U nderstanding the distinct nature of the business (or proposition) and any peculiarities that may affect the bank/customer relationship; 2. MAINTAINING AND DEVELOPING THE SME RELATIONSHIP 2.1 Competence to manage the relationship in general R ecognising the limitations of a Business Plan (if available) as a vehicle for stewardship and the importance of understanding the variances that most likely will occur; Specifically: Monitoring the whole business rather than its financial performance; Appreciating the limitations of a lack of formal systems and procedures; D emonstrating ways in which the bank might ‘add value’ without imposition; E mpathising with the pressure upon business in the early years of trading and the problems that threaten survival; E nsuring that related staff also understand the business and establish alternative points of contact. Being sensitive to the different, less formalistic, styles of management. U nderstanding the process of growth within SMEs; and the challenges associated with change management ACCREDITING SME RELATIONSHIP BANKERS • 7 A large format printer in operation at Union Technology (K) Ltd in Nairobi. Access to appropriate and affordable finance for SMEs can lead to increased employment and growth. 2.2 Competence to monitor the management and performance of the business M aximising the capacity to learn about the business and its performance dynamics from the owner-manager; Specifically: A dvise the business in a way that is relevant to its situation and the capacity of management to absorb information; P ossessing the ability to evaluate the health of a business as a whole, not just through standard financial instruments; U nderstanding the limitations of ‘accounts’ in indicating the health of a business; K nowing how to maximise the opportunity to visit businesses on site; ensuring that bank staff understand SME management styles and approaches; Ensuring that judgement based upon personal acquaintance (and prejudice) is not allowed to influence decision making; Ensuring that there is prompt follow-up to promised action; Opening lines of contact and communication, and keeping them open; E ducating the owner-manager as to the bank’s expectations, performance standards and information needs; Managing personal time effectively; B eing able to see ‘the bank’ through the eyes of the owner-manager and the business. D eveloping the capacity to use personal judgement; and introducing scope for interpretation and variation; 2.4 A cquiring the ability to appreciate the ‘wealth creation’ and investment policies of the business; and evaluate project plans. Specifically: 2.3 Competence to maintain sound personal relationships with the owner-manager Specifically: Being able to communicate commercial decisions and changes in arrangements to the owner-manager on a professional basis; Competence to integrate, utilise and deploy the wider SME support network Being able to direct the customer to relevant sources of advice and assistance; Being able to advise the customer on appropriate business systems and external support; Developing awareness about the customer’s potential and capability to use external sources of advice and assistance. 8 • ACCREDITING SME RELATIONSHIP BANKERS Cap Building SME-focused capacity FSD Kenya’s GrowthCap Project is a unique and innovative new initiative designed to build capacity within Kenya’s SME banking community. It does so through the provision of focussed support to a select group of financial institutions. This will enable them to promote SME-centred products and services based on international best practice; and maximize their commercial performance in a market sector that is accepted as being crucial for future profitability and growth. This Concept Paper was prepared by: Tim Atterton – Strategic Adviser to the FSD Kenya GrowthCap Project. For further information, please contact the GrowthCap Project Office at the FSD Kenya Offices. This report was commissioned by FSD Kenya. The findings, interpretations and conclusions are those of the authors and do not necessarily represent those of FSD Kenya, its Trustees and partner development agencies. The Kenya Financial Sector Deepening (FSD) programme was established in early 2005 to support the development of financial markets in Kenya as a means to stimulate wealth creation and reduce poverty. Working in partnership with the financial services industry, the programme’s goal is to expand access to financial services among lower income households and smaller enterprises. It operates as an independent trust under the supervision of professional trustees, KPMG Kenya, with policy guidance from a Programme Investment Committee (PIC). Current funders include the UK’s Department for International Development (DFID), the Swedish International Development Agency (SIDA), and the Bill and Melinda Gates Foundation. Government of Kenya FSD Kenya Financial Sector Deepening info@fsdkenya.org • www.fsdkenya.org FSD Kenya is an independent Trust established to support the development of inclusive financial markets in Kenya 5th floor, KMA Centre • Junction of Chyulu Road and Mara Road, Upper Hill • PO Box 11353, 00100 Nairobi, Kenya T +254 (20) 2923000 • C +254 (724) 319706, (735) 319706