sme banking conference- dubaï · sme banking conference- dubaï sme banking may 2013 1 m’fadel...

SME Banking Conference-

Dubaï

SME BANKING

May 2013

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M’FADEL ELHALAISSI

GENERAL MANAGER

BMCE BANK- MOROCCO

SME STRATEGY BY BMCE BANK

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I. MOROCCAN BANKING SECTOR

II. CASABLANCA FINANCE CITY

III. MOROCCAN EXCHANGE REGULATION

IV. BMCE BANK : A MULTIDIMENSIONAL BANKING GROUP

V. SME STRATEGY

SUMMARY

SME Banking Conference- Dubaï May 2013

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IV. BMCE BANK: A MULTIDIMENSIONAL BANKING GROUP

V. SME STRATEGY


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MOROCCAN BANKING SECTOR

Under control and supervision of the central bank, Bank Al Maghrib (BAM), and the

Ministry of Finance.

Subject to a strict regulation :

international standards (Basel Accords referring to recommendations on banking

regulations).

conservative rules for an appropriate control of the banking activity. Therefore,

Moroccan banks :

− Do not hold any foreign equity ;

− Do not hold bad mortgage loans ;

− Have very few assets abroad compared to their shareholders‟ equity (1.2%) ;

− Have only 3.3% of credit liabilities on Moroccan companies given in foreign

currencies ;

− European branches have one main goal : collecting Moroccan community

savings ;

− African branches operate as credit and deposit banks.

=> A healthy system, few exposed to international capital markets and highly

supported by the central bank.


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Plays an important part in the economic growth thanks to its actions in :

globalizing the access to banking services (impact of 1% on Gross Domestic

Product growth) ;

granting credits and consequently, contributing directly to wealth and

employment ;

supporting all national sectorial plans, therefore, enabling the financing of many

important projects in agriculture, fishing, textile, automotive, …

establishing synergy agreements with guarantee funds institutions in order to

support investment and facilitate its access by SMEs.

=> A strong partnership between banks and public sector to serve Moroccan

economy through all its operators.

First Moroccan investor in Africa with 3 banks developing networks and attracting

Moroccan companies to investment and export in the continent (BMCE Bank,

Attijariwafa Bank and Banque Populaire).



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Around 19 banks with 6 principal banks that share the corporate market :

Public network of

Moroccan private banks

French banks in Morocco Other foreign banks

Specialized banks

6 banks in Tangier Free Zone.



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A diversified offer in terms of banking and “para-banking” activities.

an important increase of branches, account openings, loans and deposits.

as well as the development of a wide range of services, especially in electronic

banking (e-banking, mobile banking, …) and cash management.

new orientation for Islamic finance development

- Consumer loans ;

- Leasing and Long Term Lease ;

- Factoring ;

- „Bancassurance‟ and Credit insurance;

- Investment banking (capital markets, asset

management, stock brokerage, custody and

advisory) ;

- Etc …

- Credit lines : short/medium/long term ;

- Off-balance sheet loans ;

- Deposits ;

- Etc …



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V. SME STRATEGY


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CASABLANCA FINANCE CITY (CFC)

Project launched in 2008 and born from a public-private initiative that aims at positioning

Casablanca as a regional financial hub in the continent and a premier gateway into the African

markets.

CFC targets also to sit a suited environment to provide the Moroccan place with the

appropriate measures of attractiveness and competitiveness to international investors.

- The launch program plans international road shows from 2012 ;

- The delivery of the first offices and the start of activity should take place in 2014.

CFC will be developed on the Singaporean model, positioning the city of Casablanca as a

regional financial center allowing :

- to operate on regional and international plans from the place of Casablanca ;

- to settle regional or international headquarters there ;

- to benefit from a particular tax regulation offering many advantages.

CFC is opened to companies operating regionally and internationally:

- Financial companies like credit institutions, insurance companies, brokerage firms in

insurance and financial institutions in asset management ;

- Non financial companies, meaning those which supply with professional services, as

well as regional and international head offices.

Are excluded financial companies which collect deposits or

target for part of their activities private residents in Morocco.


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V. SME STRATEGY


MOROCCAN EXCHANGE REGULATION

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1993 : Many important reforms in the field of convertibility of usual transactions.

Without any special authorization and on behalf of their customers, banks are allowed to:

- make foreign trade transactions ;

- transfer earnings for non residents ;

- transfer dividends/benefits and salaries for foreign residents ;

- have at their disposal foreign currencies to cover professional fees abroad ;

- …

1993 : Liberalization of foreign trade financing.

1996 : Implementation of the exchange market in Morocco.

- free negotiation of the exchange rates ;

- futures contracts.

2004 : Institution of the exchange options system.

2006 : Liberalization of issuing and accepting international guarantees.

2007: Free investments abroad for up to 4,5 million EUR per year and per company (creating companies, taking equity stakes in existing companies, opening rep. offices or subsidiaries). For investments in Africa, this amount goes up to 9 million EUR.


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V. SME STRATEGY


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BMCE BANK : A MULTIDIMENSIONAL BANKING GROUP

A DIVERSIFIED SHAREHOLDER STRUCTURE


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International Activities Investment Banking Specialized Financial

Subsidiaries

Casablanca Finance Markets

BMCE Bank International

BMCE Internacional MADRID

BMCE BANK : A MULTIDIMENSIONAL BANKING GROUP

MAJOR PLAYER IN BANKING AND PARA BANKING ACTIVITIES


http://www.google.com/imgres?imgurl=http://fr.goud.ma/photo/art/default/5366697-8006970.jpg%3Fv%3D1364552877&imgrefurl=http://fr.goud.ma/Baisse-de-plus-33-pc-du-resultat-net-de-Maghrebail-en-2012_a22211.html&usg=__x7R3BGaZ2ZrkbSaPsuusOdOGkOo=&h=241&w=414&sz=12&hl=fr&start=17&zoom=1&tbnid=WXFdHsPQripolM:&tbnh=73&tbnw=125&ei=9Wl6UbG7E8fnOtyLgbgI&prev=/search%3Fq%3Dmaghrebail%26sa%3DX%26rls%3Dcom.microsoft:en-US%26rlz%3D1I7IBMA_frMA428%26tbm%3Disch%26prmd%3Divns&itbs=1&sa=X&ved=0CEwQrQMwEA

http://www.maghress.com/fr/lagazette/14488

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V. SME STRATEGY


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SME IN MOROCCO

- SME represent 95 % of the Moroccan productive tissue and generate:

50 % of private employment

31% of exportations

51% private investment

20% of added value

-Strong Government implication to boost SME growth

Creation of ANPME (National Agency for SME Promotion)

Development of specific mechanisms of financing and supporting SME

New offer of guarantees to support each step of firms life cycle (CCG)

- SME has a higher risk profile than a corporate firm:

weakness of fixed assets and a domination of circulating capital

weakness of intangible assets

high inventory levels and frequent appeal to suppliers‟ credit

Average rate of industrial SME death, is around 17% per year (based on a sample

of 1875 creations in 2004, 323 units disappeared)

- Weak appeal for banks financing

banks loans are only demanded by SME, for their operating needs, up to 25%

Most of SME debts are in the form of suppliers credits

Only 1 SME over three utilizes bank credits to finance its working capital

requirements. Only 1 SME over 5, demands Investments loans


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Making prospection our daily priority Establishing aggressive approach of sales To implement a new entity of prospection

SME OBJECTIVE & STRATEGY

BEST SERVICE QUALITY

NEW MARKETING APPROACH

MONITORING AND TRACKING

INDICATORS

AGGRESSIVE SALES APPROACH

STRATEGY OF CONQUERING NEW CUSTOMERS

TO DOUBLE SME PORTFOLIO

ON THE HORIZON OF 2013


http://www.strategie-entreprise101.com/

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PME Relationship quality

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KNOWLEDGE

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STRATEGY OF CONQUERING SME

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REINFORCING MARKETING DIMENSION

STRUCTURING SALES METHODS

SIMPLIFING PROCESS AND IMPROVING SERVICE QUALITY

MOBILISING RESSOURCES

STRATEGIC AXES: IMPLEMENTED MEANS

BMCE BANK, SME PARTNER


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•Reinforcing advice and support dimension (SME Club) •Adapting marketing offer

•Developing simple offers (package) •Expanding credits range leaned on Guarantees funds (CCG, AFD….)

•Insuring products and services profitability

• Defining the Market

• Classifying Customers

•Structuring the market in sub segments

•Constituting dynamic data bases

•Defining and updating customers needs and expectations permanently.

Market knowledge and customers classification

Marketing Offre

Politique Communication

•Affirming the bank’s image as the partner of SME

•Defining media mechanism to support SME strategy : Points of sales advertising, Guides,…

•Developing partnerships be associated in events of CGEM, ANPME, CCG, …

Communication policy

REINFORCING MARKETING DIMENSION


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SME CLUB : AN EXCLUSIVE CONCEPT BY BMCE BANK

SME Club is a training space where university professors, bank experts and BMCE

partners share their professional experiences with SME.

Various themes and topics associated to the relationship Bank/SME are presented so

that we can make the bank more accessible to SME (for example: treasury,

management, investment loan, international trade…)

SME Club is a support service responding to a marketing choice for differentiation to :

be closer to our SME customers

strengthen our image of a partner bank of SME

facilitate the mastering of the technical banking

environement

This new concept has been developed in close

collaboration with Hassan II University which

will provide SME Club alumni with a certificate

of accomplishment.


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•Prospecting new customers to double and diversify our portfolio •Equipping new customers

•Equipping current portfolio

•Valorizing SMEs

•stimulating sales practice

•Optimizing Processes

•Launching of 8 regional directions •Defining SME loans levels of delegation

• Establishing monitoring indicators

• Following up production

• Organizing commercial Challenges and prime times

• Monthly meeting and animation

STRUCTURING THE SELLING APPROACH AND REGIONALIZATION IMPLEMENTATION

Conquest & customers programs

Serving SME Monitoring SME activity

The 8 BMCE regions are not simply commercial relays but they represent real

decision taking structures

The implementation of regionalization policy witnesses BMCE Bank will to insure high

quality services and to accelerate decision making in terms of loans granting and

financing regional economies.

The regionalization Insuring quality and better serving SME.


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POSITIVE FIRST CHECK UP OF SME STRATÉGIE 2011-2013

SME positioning reinforced thanks to

Proximity: opening of new Business centers

Prospection entity

Reinforced monitoring

Products and services

2012: Positive Impact

Growth in all profitability indicators

Increase in deposits and

accorded loans

Net banking income has increased by 50%, thanks to new

SME customers

Accounts opening

objectives 2012

reached at 109%

Production is in line

with SME strategy

Business Plan

Portfolio

Decentralization


Thank you !

24 SME Banking Conference- Dubaï May 2013

sme banking conference- dubaï · sme banking conference- dubaï sme banking may 2013 1 m’fadel...

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