Endorsed by the Chartered Banker Institute as core reading for the Personal & Private Banking and Commercial Lending modules, Relationship Management in Banking supports and develops the need to be able to manage key customer relationships. The text considers the nature of commercial relationships and help the reader synthesise complex factors in order to develop a robust relationship management methodology. It will draw from bona fide case studies and examples that can demonstrate key relationship management concepts as well as bring learning to life and share examples of customers, good and bad, from a range of different sectors. Through case studies and providing online updates to regulations, Relationship Management in Banking considers how to critically analyze approaches to relationship management used for a variety of banking customer types and examine the impact of legislation, regulation, governance and technology on banking relationship management and customer acquisition and retention. Online supporting resources include a glossary and updates to regulation.

Jim Lynch's latest book focuses on one of the major threats to the banking industry - customer defection. The tradition of customers remaining loyal to their banks is fast disappearing. The economic and social threads which linked banker and client have become frayed and easily broken by recession and other forces of change. Customer relationships in all sectors are in need of repair, not just economically but psychologically. This book is a guide to bankers and others in financial services on how to forge, renew or strengthen banking relationships.

Relationship banking, with surviving banks, has a positive value during a systemic financial crisis. For many viable small and medium-size businesses in the Republic of Korea, relationship banking reduced liquidity constraints and thus diminished the probability of unwarranted bankruptcy during the country's financial crisis of 1997-98.

Endorsed by the Chartered Banker Institute as core reading for one of the modules leading to the Institute's professional qualifications and chartered status, Commercial Lending supports readers that wish to develop their ability to analyze the creditworthiness of a customer and their business in the context of the current economic climate, future market and sector expectations. Commercial Lending uses a series of practical exercises and case studies, and provides the tools needed for the reader to understand and appraise a customer's business strategy. This will then enable the reader to provide appropriate funding solutions to meet the commercial needs of customers while reflecting the bank's risk appetite. These tools include: how to assess the performance and creditworthiness of a business; how to critically evaluate the robustness of cash flow; and how to undertake sensitivity analysis to quantify sustainable debt repayment capacity. This practical text will present a critical analysis of financial and non-financial information to help readers identify key risks inherent in the customer's lending proposition. Readers will go on to propose suitable funding solutions that mitigate risk and meet the needs of customer and bank. Online supporting resources include a glossary and updates to regulation in the UK. All law and legislation used throughout the book (Chapters 1, 6 and 9) is either UK or English law. Readers outside the UK are recommended to check the appropriate legislation in their country. The currency used throughout the book is UK Sterling (denominated by £ symbol) and where working examples are used (particularly in Chapters 2 and 3) readers can substitute their own currency by using the appropriate exchange rate for their own country.

In 1916, Eugene W Stetson, a thirty-five year old banker from Macon, Georgia, became a vice-president with the Guaranty Trust Company of New York, a 'Morgan Bank'. Focusing on Stetson's career, this study offers a personalized portrait of the strategies and relationships that determined who received capital in twentieth-century America.

This book analyses the connections between the banking industry in Europe and the companies it finances. Ferretti specifically studies how these bonds have evolved over time and questions whether now is the time for a change in the relationship’s dynamics. Chapters discuss the role of bank lending in firms’ financing during the recent financial crisis, as well as issues in credit risk management. The discussion also examines regulatory requirements impacting banks and firms (Basel III) and how they intersect with banks’ internal purposes. Moreover, the book explores how the financial crisis has impacted the relationship between banks and businesses, and seeks to identify the strengths and weaknesses inherent to it. Through this timely discussion, Ferretti looks to the future of the relationship between banks and non-financial organizations to see how they can be revitalised, adapted and reimagined in a post-crisis economy.

Achieving and sustaining growth in banking business is a herculean task, but it can be successfully done, if the focus is on customers. With hot winds of competition blowing across the banking industry in India, developing an emotionally close, symbiotic relationship with customers has become highly important than ever before. Any bank that wishes to grow in the size of its business or improve its profitability must consider the challenges surrounding its customer relationships (Watson, 2004)2. Banks now have realized that, of all the problems the business can have, the loss of established customers is one of the most serious. Hence, banks have come out with innovative measures to satisfy their present customers, acquire new ones, and at the same time adopt procedures to win back the lost customers. Customers’ expectations regarding quality, service and value are ever escalating, and hence, a banker can build good relationship with its customers only if it is able to understand their needs and desires. Customer relationship management philosophy, if properly implemented, will enable the banker to develop long-lasting relationship by developing trust and emotional bonding through personalized communication, sharing of values and goals and personalized communication.

This text presents a practical analysis of the private law of banking transactions. Rooted in contract, the banker-customer relationship is overlaid with a range of rights and obligations having their derivation in tort, delict, notions of equity, good faith and statute. The book looks at some questions that arise within the banker-customer relationship in various European jurisdictions. What are the nature and consequences of the banker-customer relationship? Is there a duty on banks to advise customers and others about particular dealings and what liability arises if any advice given is wrong? What security can a bank take to protect itself as lender?

Arnold Ziegel formed Mountain Mentors Associates after his retirement from a corporate banking career of more than 30 years at Citibank. The lessons learned from his experience in dealing with entrepreneurs, multinational corporations, highly leveraged companies, financial institutions, and structured finance, led to the development and delivery of numerous senior level credit risk training programs for major global financial institutions from 2002 through the present. This book was conceived and written as a result of the development of these courses and his experience as a corporate banker. It illustrates the fundamental issues of credit and credit analysis in a manner that tries to take away its mystery. The overriding theme of this book is that when an investor extends credit of any type, the goal is "to get your money back", and with a return that is commensurate with the risk. The goal of credit analysis is not to make "yes or no" decisions about the extension of credit, but to identify the degree of risk associated with a particular obligor or a particular credit instrument. This is consistent with modern banking industry portfolio management and the rating systems of credit agencies. Once the "riskiness" of an obligor or credit instrument is established, it can be priced or structured to match the risk demands or investment criteria of the entity that is extending the credit. A simple quote from Mr. J. P. Morgan is used often in this text - "Lending is not based primarily on money or property. No sir, the first thing is character". This statement represents one of the conflicts in modern credit analysis - that of models for decision making versus traditional credit analysis. The 2008 financial crisis was rooted in the mortgage backed securities business. Sophisticated models were used by investors, banks, and rating agencies to judge the credit worthiness of billions (and maybe trillions) of dollars worth of residential mortgage loans that were packaged into securities and distributed to investors. The models indicated that these securities would have very low losses. Of course, huge losses were incurred. Mr. Morgan had a good point. In this case is was both property and character. The properties that were the collateral for many of the mortgages had much less value than was anticipated. The valuation of the collateral was na�ve and flawed. Many assumptions were made that the value of homes would rise without pause. Many mortgage loans were made that were at or even above the appraised value of a residence.But character was a huge, perhaps larger, factor behind these losses. Many of the residential mortgage loans were made to individuals who knew that they did not have the income to make the required payments on the mortgages. Many of the mortgage brokers and lenders who made these loans also knew that many of the borrowers were not properly qualified. And, many of the bankers who securitized these loans also may have doubted the credit quality of some of the underlying mortgages. If bankers and rating agencies understood the extent of the fraud and lax standards in the fundamental loans backing the mortgage securities, or were willing to acknowledge it, the fiasco would not have occurred.