bank und markt 03/2019

Pre-insolvency restructuring - more risks than chances for banks


By Dr. Thomas Paul

Article | Published in: bank und markt 03/2019

Credit unions and savings banks judge the EU-directive referring to the pre-insolvency restructuring procedure as rather negative. They fear that the unequal treatment of creditors might be at the bank's expense.

Apart from that they fear the risks of abuse which states the current empirical study by SSC Corporate Recovery. Thomas Paul of SSC Corporate Recovery is sure that, not least of all, this scepticism can be attributed to the unprecise definitions and content-related specifications of the directive, because the general approach to at first try to restructure the company threatened by insolvency is appreciated by the lenders.

You can buy the article here.


Risk Culture according to MaRisk - take it personally!


News | 01/2019

By releasing the MaRisk amendment 2017 the BaFin sharpened their demands regarding a responsible corporate governance. The management board is obliged through the MaRisk to develop and support an appropriate risk culture.

We support you with our practically proven consulting approach to fulfill these regulatory requirements. With our services you will get

  • a scientifically founded measuring of the risk culture within your institute,
  • an operationalisation of the risk culture at all levels and
  • a documentation displaying your activities regarding risk culture.

Use our risk culture check as early indicator to determine risks within your institute in order to adequately meet them and if necessary to act accordingly.

Order brochure

With our quick test you will get a first insight into the risk culture of your institute.

Go to quick test here.


VdZ FK - advancing customer satisfaction, efficiency and revenues


News | 01/2019

In savings banks, the corporate client business generates 40 % of all client business related revenues and still has considerable potential. The Sales Strategy of the Future for Corporate Clients (Vertriebsstrategie der Zukunft Firmenkunden, VdZ FK) provides important inspiration to lift these potentials.

We have supported various savings banks in developing this business area further, we know the essential adjusting levers and support the implementation within your institute.

Use our experiences to align your corporate client business with the future and thereby advance customer satisfaction, efficiency and revenues. We specially reccomend you Andreas Koch's statement (board member of the Sparkasse Leipzig) about our implementation project within the present brochure.

Our practically proven consulting approach ensures a resource-saving realisation and a measurable improvement of results.

Order brochure

SVWL Multichannel Strategy 2018

SVWL Multichannel Strategy: Finish easy things digitally, personal advice for complex things


News | 10/2018

The Savings Banks Association Westphalia-Lippe (SVWL) has developed in cooperation with five savings banks and SSC Management Consult the update of the SVWL Multichannel Strategy taking digitalisation into account.

As a result, four types of results have been elaborated. With this strategy paper, savings banks of Westphalia-Lippe have accepted the challenges and chances arising from the current digital trends and have developed precise measures how to position themselves in a future-oriented way within the market. Core result is an instrument with which savings banks can locate their own position within the complex solutions for a multichannel sales provided by the Savings Banks Financial Group. Furthermore, this instrument helps to develop a prioritised, savings banks specific action plan in the sense of "help to help yourself".


BdZ - Efficiency enhancement through Betriebsstrategie der Zukunft (Business Strategy of the Future)


News | 10/2018

A strong and successful sales department needs an efficient business organisation.

SSC Management Consult supported the German Savings Banks Association in designing various segments of the "Business Strategy of the Future" (BdZ) and thus has the project results at first hand.

Profit from our expert know-how and our professional project management for implementing the original project results within your savings bank.

Our tried and tested approach allows a profound and at the same time resource-friendly preparation of the necessary trend-setting decisions including the elaboration of precise control levers and cost reduction potentials.

Use our brochure and webinars for your first information.

We are pleased to make you a tailored offer for the implementation of BdZ and are looking forward to exchanging our thoughts with you.

Order brochure

Register for one of our free webinars here.


Five current and central activity fields for savings banks


Brochure | 2018

SSC Management Consult — practical • down-to-earth • implementation oriented

For more than 15 years now we support the German Savings Banks Financial Group. We actively help to shape their strategy while securing its implementation through various projects in savings banks and with regional assosiations. As experienced and long-time partner we stand for all relevant subjects of the German Savings Banks Financial Group and actively pursue new and innovative topics.

At present we have identified five current and central activity fields, which savings banks have to face in order to leverage existing potentials and to maintain market leadership in future. In our recently published brochure we explain how we can support our clients regarding these topics. Furthermore, we can make a significant increase in earnings possible with our new consulting service regarding the topic "Payment".

Order brochure

Empirical Study

FinTechs within the Corporate Client Business - threat or catalyst for change


Empirical study | 2018

Our empirical study is based on interviews with the management level of Fintech investors, banks and savings banks as well as on discussions with financial experts.

In 2017 we already published a study highlighting the importance of Fintechs within the Corporate Client Business. But since then many things have changed within this business segment.

On some 80 pages, the present and complete documentation gives an overview about the current development and perspectives within the Corporate Client Business. Based on these results, we give precise recommendations for action to decision-makers of banks and savings banks in order to consistently develop  the corporate client business further within their own institutes.

We are looking forward to discussing the results with you.

Please contact us here.

SparkassenZeitung 29. Mai 2018

Article "Keggenhoff becomes Managing Director"


Article | Published in: SparkassenZeitung | 29.05.2018

SSC Management Holding GmbH (SSC) has appointed Markus Keggenhoff as managing director and partner to the management board on 1st September 2018. This decision enables SSC according to own information to take the next step in the consistent expansion of their growth strategy as successful management consultants for the German Savings Banks Financial Group.

You will find the article of "SparkassenZeitung" here.


Projects 2017


Brochure | Projects 2017

Within the past 15 years since formation of our company, we have become one of the five most important management consultants for the Savings Banks Financial Group and since then have continuously provided impulses to defend the strong competitive position of savings banks and their affiliated partners.

Our recently published Annual Report shall give insight into our projects of the past year. Again, we were able to support our clients throughout the year to use their growth opportunities, to leverage their efficiency potentials and to shape the digitalisation.

Project Report

Optimized processes within the deposits business and the services segment

Project Report 02/2018

[German language only]

Schon viele Male standen die Prozesse des Passiv- und Dienstleistungsbereichs im Mittelpunkt der Betrachtungen und wurden immer wieder weiterentwickelt. Doch das Thema ist durch die fortschreitenden Gestaltungsmöglichkeiten vor allem aus technischer Sicht nach wie vor aktuell. Um eine zukunftsfähige Positionierung der eigenen Sparkasse zu gewährleisten, hatte sich unser Kunde zu Beginn des Projektes die folgenden Ziele gesetzt: 

  1. Der Markt sollte entlastet werden, um damit vertriebsaktive Zeit zu schaffen.
  2. Zudem sollte auch der Marktservice deutlich entlastet werden, um diesen noch effizienter aufzustellen.
  3. In einem weiteren Schritt sollten die vorhandenen Prozesse kundenorientierter und schlanker ausgestaltet werden.

Die Vorgabe bei der Konzeption war eine klare Ausrichtung am Prozess-Standard aus PPS und den DSGV-Modellorganisationen sowie ein deutlicher Verzicht auf individuelle „Sonderlocken“ im Prozessablauf. Ansatzpunkte zur Gewährleistung dieses Vorhabens waren die vorhandenen Möglichkeiten mit OSPlus und OSPlus_neo, die sowohl für den stationären Vertrieb als auch für die Internet-Filiale und das Service-Telefon stärker genutzt werden sollten.

Acht Handlungsfelder wurden im Verlauf identifiziert, die die optimale Gestaltung der Prozesse im Passiv- und Dienstleistungsgeschäft vorangetrieben hat:

  1. Unterschriften und Papier reduzieren (Unterschriftsverzicht ausweiten, Pen-Pad einsetzen, Girokombivertrag nutzen, Nutzung virtuelle U-Karte intensivieren);
  2. OSPlus nutzen (Mahnverfahren automatisieren, Standardfälle Online-Banking und Freistellungsaufträge fallabschließend im Markt);
  3. Standards nutzen (Prozesse vereinfachen, Einsatz Loseblatt-Sparkassenbuch ausweiten);
  4. Kontrollen und Archivierung überprüfen (Kontrollen stärker risikoorientiert ausrichten, Archivierungsaufwand reduzieren);
  5. Fokus auf die „richtigen“ Kunden (Datenbestände bereinigen);
  6. Strukturen neu gestalten (Strukturen und Aufgaben im Marktservice anpassen);
  7. Kapazitäten anpassen (Kapazitätsveränderungen realisieren bzw. im Markt für angestrebte Kontaktintensität mit Kunden nutzen);
  8. Mediale Kanäle stärken (Leistungsspektrum und Prozesse in der Internet-Filiale und im Service-Telefon ausbauen).

In zahlreichen operativen Arbeitstreffen haben wir unseren Kunden zur optimalen Prozessgestaltung und zu Abstimmungen mit den Führungskräften im Rahmen der Konzepterstellung unterstützt. Parallel dazu erfolgte die Vorbereitung auf die Einführung von OSPlus_neo.

Im Anschluss an die Konzeptphase haben wir umfassend die erfolgreiche Umsetzung der Projektergebnisse bis hin zur Schulung der Multiplikatoren begleitet. Über die Multiplikatoren vor Ort in den Filialen wurde eine praxisnahe Unterstützung bei der Vorbereitung und Umsetzung der Prozesse im Markt und Marktservice unter dem Motto sichergestellt: „Zeigen wie es geht, was sich ändert und verbessert.“


If you are interested in this project or have any questions, please do not hesitate to contact:

Dr. Björn C. Manstedten or Ralf Pötter

Project Report

Dialog Center with real customer responsibility

Project Report 01/2018

[German language only]

Mit dem hier beschriebenen Projekt hatte sich unser Kunde eine umfassende Anpassung der vertrieblichen Ausrichtung zum Ziel gesetzt. Dieser Weg soll vor allem auch durch ein KundenServiceCenter (KSC) weiter vorangetrieben werden. Das KSC sollte hierbei die folgenden Bereiche umfassen:

  • Übernahme der Kundenverantwortung für Servicekunden, fallabschließende Bearbeitung von Serviceanfragen aller Privatkunden und Abschluss einfacher Produkte in einem neuen DialogCenter.
  • Ergänzung der persönlichen Beratung in den dezentralen Standorten für Geschäfts- und Gewerbekunden und direkte Kundenverantwortung für das Geschäftskundensegment in einer neu geschaffenen BusinessLine.
  • Angebot eines umfassenden Leistungsspektrums entsprechend eines stationären Beratungscenters in der DirektFiliale für medial-affine Kunden.

Für den Aufbau des DialogCenters unterstützten wir unseren Kunden in den Bereichen „Definiti-on Leistungsspektrum“, „Gestaltung Service- und Produktprozesse“ sowie „Bemessung der Kapazitäten“.

In gemeinsamen Workshops wurde der Leistungskatalog des DialogCenters für Services und Produkte definiert. Hierbei gaben sowohl die Kundenerwartung als auch die Sicht der Sparkasse (u. a. Kostenperspektive) die notwendigen Orientierungshilfen. Mit der Übernahme der Kundenverantwortung ist ein umfassendes Leistungsspektrum im DialogCenter erforderlich, um für das Segment der Servicekunden die Kapazitäten im stationären Vertrieb entsprechend reduzieren zu können.

Die Service- und Produktprozesse des DialogCenters wurden im Projekt nicht nur auf den Einsatz im DialogCenter neu ausgerichtet, sondern gleichzeitig auch optimiert. Ziel waren hierbei einfache, schlanke und soweit wie möglich fallabschließende Kundenprozesse ohne Unterschriften mit einem breiten Einsatz der weichen Identifizierung des Kunden und der Möglichkeiten der ISP.

Neben den unmittelbar auf Grundlage eines Kundenauftrages zu bearbeitenden Prozessen fallen durch die Übernahme der Kundenverantwortung auch zahlreiche Bestandsprozesse in den Aufgabenbereich des DialogCenters. Hier unterstützten wir bei der Auswahl und fachlichen Ausgestaltung der relevanten Bestandsprozesse für Servicekunden.

Ein weiteres wesentliches Gestaltungselement des neuen DialogCenters war zudem eine Abschätzung der erforderlichen Kapazitäten zum Startzeitpunkt und im Zeitverlauf. Dazu erfolgte die Kapazitätsabschätzung in Abhängigkeit von dem angebotenen Leistungsspektrum und den erwarteten Fallzahlen sowie einem optimierten Aufbau des DialogCenters mit höherer Flexibilisierung der erforderlichen Kapazitäten (z. B. Poollösung durch Zusammenlegung Inbound- und Outbound-Aktivitäten).


If you are interested in this project or have any questions, please do not hesitate to contact:

Dr. Björn C. Manstedten or Ralf Pötter

Der Tagesspiegel as of 13.01.2018

Article "The business client account for cell phones"

By Carla Neuhaus (Der Tagesspiegel)

Article | Published in: Der Tagesspiegel | 13.01.2018

The articel published in Der Tagesspiegel reports about FinTechs challenging established banks and savings banks for their corporate client business. Michael Schmidt of SSC Management Consult stated his point of view on this topic within the article.

You will find the article here.

News 1/2018

Sales Strategy of the Future for Business Clients - implementation experiences


News | 01/2018

The corporate client business of savings banks generates 40 % on average of the net interest income and net commission income and has in comparison to the bank's private client business a good cost-income ratio. With the Sales Strategy of the Future for Business Clients (VdZ FK), the DSGV (German Savings Banks Association) offers valuable assistance to sustainably save the savings bank's income.

The VdZ FK provides answers to the changed client behaviour, digitalisation and the pressure on earnings. Furthermore, this strategic concept shows different ways how savings banks can use their chances for further growth. Additionally, the recently tightened capital requirements of Basel IV might lead to a reduced risk tolerance with certain banks. This gives room to a new distribution of which the Savings Banks Financial Group can benefit from.

Order our news issue to this topic here.

die bank No. 1 January 2018

Article "Fintechs within the Corporate Client Business - remarkable chances to enter the market"


By Michael Schmidt

Article | Published in: die bank 1/18 | 01.12.2017

Yet, FinTechs within the corporate client business play only a minor role. Currently, there are about 40 active players in Germany within this sector and together they maintain a market share of less than 0.1 percent.

But their potential is quite remarkable: by 2025, their market share might increase up to ten percent as a current study proves. This means that 3.4 billion € gross earnings per year from the corporate client business of german banks and savings banks are at risk.

You will find the current issue of "die bank" here.

BankInformation 10/17

Fintechs within the Corporate Client Business


Article | Published in: BankInformation 10/17 | 02.10.2017

Banks and savings banks have to be prepared as Fintechs are ready to compete not only for private clients but also for corporate clients.

In addition, Fintechs persue an intelligent attack strategy by teaming up with three important partners to achieve their goals.

You will find the article here.

News 9/2017

Sales Strategy of the Future for Business Clients


News | 09/2017

In savings banks, the business client segments realize 40 % on average of the net interest income and net commission income and at the same time have a good cost-income ratio. From our perspective, the business client segment is one of the growth levers which in addition makes it possible to (at least partially) compensate the dropping revenues.

The Sales Strategy of the Future for Business Clients of the DSGV offers intelligent approaches to use chances arising from this segment. At the same time, the strategy formulation and its realization are very complex. To this, we offer our support to interested savings banks.

Order our exposé to this topic here.

Bankmagazin 7-8/2017

Article "What helps, when the pond is drying out" - online article

By Christian Kemper (Springer Professional)

Article | Published online: Springer Professional | 03.08.2017

Springer Professional recently published online an article of the Bankmagazin, which quotes the results of our FinTech study.

You will find the article here.

Handelsblatt online vom 31.07.2017

Article "Together strong" - online article

By Frank Matthias Drost and Katharina Schneider (Handelsblatt online)

Article | Published in: Handelsblatt online | 31.07.2017

The Handelsblatt online recently published an article referring to the results of our FinTech study.

You will find the article here.

WirtschaftsWoche as of 07.06.2017

Article "FinTechs challenge banks regarding business clients"

By Frank Matthias Drost (Handelsblatt)

Article | Published in: WirtschaftsWoche | 07.06.2017

The WirtschaftsWoche recently published an article quoting again our FinTech study.

You will find the article here.

schaftliche Blätter 06/2017

Natural fluctuation is not enough


By Dr. Björn C. Manstedten (SSC Management Consult) and Jochen Feindt (v. Rundstedt & Partner)

Article | Published in: Betriebswirtschaftliche Blätter | 02.06.2017

The increasingly challenging field of competitiors still demands a high level of agility and will to change of savings banks. To these challanges arising from the changing market situation savings banks reacts with initiatives to improve their own efficiency. Means to adapt sales structures and to redesign business processes are put into focus. Through that the topic human resources and the expenses connected to that moves to the centre of attention.

Yet, it is not the primary goal to reduce staff, but to find appropriate solutions, with wich both staff and savings banks are satisfied. In this article we show together with v. Rundstedt & Partner from Düsseldorf different ways and options to not only reduce staff, but also to "convert" staff in order to find a solution convenient for both sides.

You will find the article here:

Natural fluctuation is not enough.pdf as of 24.05.2017

Article within the Standard "Competition increases in Corporate Client Business"


By Alexander Hahn (

Article | Published in: | 24.05.2017

Headlining "Competition increases in Corporate Client Business" the austrian Standard reports about the results of our FinTech study "Are FinTechs without any chance within the Corporate Client Business?".

You will find the article here.

Handelsblatt as of 23.05.2017

Article "Transferwise offers borderless accounts"


By Katharina Schneider (Handelsblatt)

Article | Published in: Handelsblatt online | 23.05.2017

The Handelsblatt issued an article about Transferwise offering cross-border accounts for small enterprises and freelancer.

This article again refers to our study and shows a diagram with our results.

You will find the article here.

Handelsblatt Nr. 96 as of 18.05.2017

Article within the Handelsblatt "The fight for business clients"

By Elisabeth Atzler and Katharina Schneider (Handelsblatt)

Article | Published in: Handelsblatt Nr. 96 | 18.05.2017

Headlining "The fight for business clients" the Handelsblatt reports among others about the results of our FinTech study "Are FinTechs without any chance within the Corporate Client Business?".

You will find the article here.

Viewpoints 05/2017

The digital company structure organisation: our clients are digital, we are not


Viewpoints | 05/2017

Digital clients want digital banks. By now, credit institutes have understood this fact and offer their clients digital processes, online opening of giro accounts and online credits. But a digital adaption of the company organisation structure has not yet taken place.

We think that this is due to the general understanding of the topic "digitalisation". While innovation cycles shorten and new technologies cause additional pressure to act, most initiatives for digitalisation are stuck in a project status. And that is exactly what has to change!

That is why we show in our current issue of Viewpoints which possibilities exist to digitally design even the company organisation structure of credit institutes.

Order Viewpoints

Empirical Study

Are FinTechs without any chance within the Corporate Client Business?


Empirical study | 2016/2017

FinTechs change the banking landscape – that is nothing new and studies on this topic exist en masse.

But what is unique in our study so far, is the examination of two perspectives: the perspective of investors on the one hand and that of banks and savings banks on the other hand. This enables us to make an objective evaluation of market drivers and to sketch how the FinTech landscape will look like in 2025.

The study shows the perspective chances of FinTechs, if they can establish themselves also within the Corporate Client Business, and who has the potential to be still part of the market in 2025. In addition, we have estimated the effect on the results within various szenarios.

We are looking forward to discussing the results with you.

Insights 02/2017

Digitalisation for all - clients and banks benefit


Insights | 02/2017

How about the digital fitness of banks? It shows itself for clients within the digital contact points to the front and back office of a bank.

Yet, the digital aspect may not only be "fancy" for the clients, but has to be cost-efficient for the bank at the same time. Furthermore, banks have to show their own strength much more: it is essential to use the functionalities of the online banking platforms and to automatise and digitalise the post-processing. At the same time, simplification and standardisation may not be forgotten, because standards help clients and banks in the digital handling.

We are convinced that clients are not all the same! Sometimes even a centralised medial or digital support e. g. of service clients has to be sufficient.

All this and even more aspects referring to the topic of digitalisation are brought to you in our new Insights issue.

Order report


Projects 2016


Brochure | Projects 2016

For us, 2017 starts with a retrospection of the most interesting projects and publications of the last year.

In 2016, we were again able to work on a wide range of diverse topics for our clients. Thus, we were able to help positioning them in a growth oriented, efficient way within the market and to enable them to face the upcoming digital transformation. Our Corporate Recovery branch reports in this issue about the successful reorganisation of small and medium-sized enterprises.

Insights 01/2017

Business customers – the unloved child with little potential?


Insights | 01/2017

The business customers segment is very complex. If banks earns money with their business clients or instead only generates costs, depends on the individual configuration of this segment within the respective bank.

For example, it can be worthwhile to offer a personal support for business customers with potential and to systematically close existing gaps regarding the usage of certain products. But things are quite different with service business customers: here, the bank advises only if needed while services are handled efficiently.

Our current Insights issue is dedicated to this topic and highlights the various opportunities within the business customers segment.

Order report

Insights 10/2016

The Customer Service Center of the future – more than a switchboard


Insights | 10/2016

A modern Customer Service Center (CSC) is much more than just a “better” switchboard. Even if it still offers simple services to clients, sales and customer loyalty are steadily becoming more important tasks for the CSC.

Again, the multichannel approach is herein the central topic. Because those who take the multichannel approach seriously need an efficient and strong Customer Service Center. And this has nothing to do with “just” a switchboard anymore. Because in future, the CSC shall grab up sales ideas and lead the client into the fitting channel according to his or her sales potential (e. g. to make an appointment with the client advisor) – thus, guiding clients is desired and permitted. But the CSC of the future is able to do even more …

… these and further interesting aspects are highlighted in our current issue.

Order report

Viewpoints 09/2016

FinTechs: A serious threat or cooperative partners? – Which potential really lies behind FinTechs?


Viewpoints | 09/2016

FinTechs conquer the German credit sector at racing speed. Although FinTech start-ups permanently try to gain market shares, only few achieve to establish themselves with a scalable business model in this highly competitive financial sector. Yet, if it works, they thoroughly have the potential to either support or directly attack the financial services sector through innovative technological developments.

In our new Viewpoints issue we describe why banks and savings banks should keep an eye on FinTechs, because in the age of digital innovations and rapid technological progress it is essential to act quickly: having once fallen behind PayPal, Google & Co. within an innovation cycle, it is possible to never again get a connection to the customer.

Order Viewpoints


Study about the corporate restructuring of small- and medium-sized enterprises


Study | 06/2016

For medium-sized enterprises, insolvencies are of major economic importance because of the high amount of small- and medium-sized businesses in Germany. However, in 2014 there were 24.030 corporate insolvencies, of which 23.934 are accounted for small- and medium-sized companies, which equals a share of 99.6 %.

In June 2016, SSC Management Consult, IfUS Institute for Business Restructuring and Development (of the SRH Fachhochschule Heidelberg) and WELLENSIEK Rechtsanwälte Partnergesellschaft (law firm) published an empirical study in which the current practice of restructuring small- and medium-sized businesses through an ESUG insolvency process was examined (ESUG i.e. German law for the simplification of corporate restructuring). As credit unions and savings banks, being the major financing institutes of medium-sized companies, are mainly involved within this process, more than 100 institutes nationwide have been interviewed about their experiences with the so-called “ESUG cases”.

Order study


Self-administration and insolvency plan for SMEs


Article | Published in: Neue Zeitschrift für Insolvenz- und Sanierungsrecht 10/2016 | Mai 2016

The NZI (New Magazine for Insolvency and Restructuring Law) published an article referring to our currently released empirical ESUG study (ESUG – German law for the simplification of corporate restructuring).

Within this article, the authors investigate if and how the instruments of corporate restructuring of small- and medium-sized businesses created or extended through the ESUG have come into practice. Furthermore, the article shortly summarizes the results of the empirical research about the experiences with the so-called “ESUG cases”. The study was conducted with savings banks and credit unions, both being the main financing institutes of medium-sized companies.

Order article


Deadlocked: No escape from the low-interest phase?


Viewpoints | 05/2016

The first issue of our new publication series "Viewpoints" deals with the topic of low-interests. From our point of view, the currently low interest level is not just a temporary phase but a condition, which banks and savings banks will be confronted with for many years to come.

That is why a radical rethinking and adaption of present business models is necessary. In this issue, we highlight the various aspects, challenges and options connected to this topic and evaluate how to successfully confront this low-interest condition.

Order Viewpoints


Projects 2015


Brochure | Projects 2015

In 2015, we were again able to support many of our clients to reorganize their businesses to accomplish the multichannel strategy, to optimize their business processes, to adapt their branch network and thereby prepare themselves for the future.

We compiled an extract of our projects within our current annual report.

Insights 01/2016

Professional price management in savings banks


Insights | 01/2016

The current and forecasted economic development shows the same image for almost all savings banks: within the next years, a partly significant profit gap has to be closed. In this context the following questions have to be asked:

  • How can a professional price management contribute to strengthen the profit situation of savings banks?
  • Which are the essential levers for savings banks?

Exactly these questions and topics are examined in our current Insights issue. Although price management directly affects the profit situation, it is still an often neglected option and is not consistently used in savings banks. However, it does not only aim at increasing efficiency in pricing processes (e. g. awarding of special conditions), but serves also to create transparency regarding profit potentials and to improve price implementation.

Order report (for members of the German Savings Bank Financial Group)

Insights 08/2015

Optimization of branch network: often discussed, but too little has happened


Insights | 08/2015

Proximity is not a coincidence with savings banks – personal advice is and will be a central anchor point within the client relation and in the design of sales channels. However, in the long run savings banks have to position themselves to fulfil the client’s changing demands and to be prepared for future economic challenges.

Therefore, a new design and positioning of subsidiaries is necessary in short-term. This does not necessarily mean “less, but also different subsidiaries”. Our current Insights issue picks up this up-to-date topic and highlights the possibilities deriving from an optimization of the branch network.

Order report (for members of the German Savings Bank Financial Group)


Projects 2014


Brochure | Projects 2014

For more than 10 years, SSC Management Consult advises financial service institutions and supports their institutes in designing and implementing their ambitious goals.

Last year we once again successfully accompanied a variety of interesting projects covering our core competencies Strategy & Growth, Market & Sales and Processes & Costs. In the age of a steadily growing digitalization, topics like “multichannel” were highly relevant to our projects. This and other exciting topics of our work in 2014 will be presented in our annual report released in March.

Insights 02/2015

The client perceives the savings bank, not the channel


Insights | 02/2015

“Further bank subsidiary closed” – this and other headlines are regularly published in press. Does a complete extinction of subsidiaries lie ahead? No, on the contrary: adaptions to subsidiary structures in connection with a development of the multichannel strategy are chances for savings banks to adapt themselves to the changing usage behavior of their clients and to make the often unprofitable business with private costumers profitable again.

This issue deals with the topic “Multichannel Strategy in Practice” and gives you first implications which internal changes are connected with the implementation of the multichannel approach.

Order report (for members of the German Savings Bank Financial Group)

schaftliche Blätter 10/2014

Keep the Generation Y


By Eva Dockendorff

Article | Published in: Betriebswirtschaftliche Blätter | 10/2014

We, the Generation Y, are different. When interacting with financial service providers, we claim individuality and at the same time constant availability and timeliness.

We want our banks to adapt to our requirements, not vice versa. We are mainly well educated and at the beginning of our professional life. With our increasing income within the next decades, we will soon contribute significantly to the financial results of banks and savings banks. To put it in a nutshell: “We don’t need you, you need us.”

Download entire article (German language only):
Fremdgehen verhindern.pdf

Insights 09/2014

Acting instead of reacting – restructuring instead of liquidating


Insights | 09/2014

As a consequence of the economic crisis in the early 2000s and the historic peak of 40,000 company insolvencies in 2004, among them an extreme increase in single and small enterprises as well as freelancers, credit institutes had henceforth to institutionalize the management of troubled loans as a „normal“ discipline.

This Insights issue deals with this topic and describes opportunities of a future-oriented design of the management of troubled loans.

Today, new challenges regarding a successful management of troubled loans are changes within the legal framework as well as changes within the rules of the market. For example the new insolvency code ESUG (Gesetz zur weiteren Erleichterung der Sanierung von Unternehmen, i.e. act for the further facilitation of company restructuring) effects that the insolvency is institutionalized as a means of restructuring for private- and business-clients and can be accompanied by a bank. Driven by professional client monitoring by specialized consultants, a proactive culture of restructuring companies is developed and established.

Although only a small number of ESUG-cases so far causes only low sense of urgency, yet, the awareness to support clients in a proactive way is much progressed. Herein lies the balancing act regarding how much adaption and how many changes in credit institutes will actually be necessary, knowing that an efficient management of troubled loans will never be achieved by ad hoc solutions and incidental processes.

Insights 07/2014

Efficient design of procurement processes


Insights | 07/2014

"Shopping is fun – efficient shopping is even more fun" – this is one result we could often derive from our cost reduction projects. Furthermore, we were able to detect in the course of the project that often the identified procurement processes in daily use are quite different compared to the originally planned procurement processes.

Apart from the sole reduction of material expenses, the implementation of clearly structured procurement processes can offer a good opportunity to on the one hand relieve the specialist department staff of administrative procurement tasks by means of centralization and on the other hand to strengthen the core competencies of the purchasing department.

Order report (for members of the German Savings Bank Financial Group)


Projects 2013


Brochure | Projects 2013

Last year, we have been able to contribute to the continuous development of our clients.

In our annual report, we provide more detailed information about selected projects.

schaftliche Blätter 09/2013

Gearing sales to customers' multichannel needs


Article | Published in: Betriebswirtschaftliche Blätter, 09/2013

The St. Wendel savings bank is an excellent example of how sales support processes can be effectively improved and optimised. The improvement in its sales results speaks volumes. The restructuring concept was based on the organisational model V which was developed by the German Savings Bank Association (DSGV).

Over recent years, customer requirements and expectations of financial services have changed considerably and become increasingly discerning – particularly with regard to multichannel capability and channel networking. Customers want to find their savings banks‘ products in all possible channels, but they don’t want to do without personal contact and competent advice. Multichannel providers synchronise all channels for service and sales, taking advantage of this to boost branch business.

Download entire article (German language only):
Vertrieb am multikanalen Bedarf des Kunden ausrichten.pdf

Insights 08/2013

Efficient Sales and Marketing Support Processes

Insights | 08/2013

Over recent months, SSC Management Consult has been collaborating with the German Savings Bank Association (DSGV), project savings banks, regional associations and Finanz Informatik to develop the organisational model (model V) “Effiziente Vertriebsunterstützungsprozesse” (“efficient sales and marketing support processes“) and test it out at the pilot savings banks.

The new organisational model was developed at the savings banks‘ request to support them in optimally exploiting opportunities in private customer business. Efficient sales and marketing processes are also necessary to enable more “close-to-the-customer” sales by reducing the volume of general sales and marketing activities.

For example, structured follow-up leads to a substantial reduction in the account closure rate. Further examples are included in our brochure entitled “Effiziente Prozesse in der Vertriebsunterstützung” (“Efficient Sales and Marketing Support Processes”).

Order report (for members of the German Savings Bank Financial Group)


Projects 2012


Brochure | Projects in 2012

SSC Management Consult provides strategic consultancy services to financial service providers which go beyond the strategic aspect to include operational considerations.

Since the company was founded at the beginning of 2003 we have advised many financial institutions nationwide in our special areas of expertise, which are Strategy and Growth, Market and Sales as well as Processes and Costs.

Insights 10/2012

Savings Bank 2030

Insights | 10/2012

Savings banks shoulder considerable responsibility and they have been a key source of stability, particularly during the past years of financial crisis. In order to be able to effectively meet their responsibilities in future and to be able to take timely action, a forward looking approach is necessary.

“Savings Bank 2030” is a magazine providing insights into key developments – such as demographic change and sustained low interest rates – and suggests possible solutions.

Order report (for members of the German Savings Bank Financial Group)

no. 27

Demography — Targeting new aims


By Rolf Haves (Deputy Manager of the Bank Management Competence Centre, Westphalia-Lippe Savings Bank Association, Münster) & Sören Bleßmann (Manager, SSC Managment Consult, Cologne)

Article | Published in: SparkassenZeitung no. 27 | 07/2012

According to current forecasts issued by the central statistical and IT services provider of North Rhine-Westphalia (IT.NRW) , the number of people living in the most highly populated federal state will decline from 17.85 million in 2011 to 17.19 million in 2030.

At the same time, IT.NRW is expecting a shift in age structure, with the proportion of people under the age of 20 decreasing from 19.5 percent to 17.1 percent and the proportion of people over 65 years increasing from 20.3 percent to 26.9 percent.

Download entire article (German language only):
Demographie – Neue Ziele im Visier.pdf

schaftliche Blätter
no. 7

Faster bulk business processing times


By Tobias Kersten (Bielefeld savings bank) and Stephan Oellers (SSC Managment Consult)

Article | Published in: Betriebswirtschaftliche Blätter no. 7 | 06/2012

The bundled processing of loans in a competence centre has replaced the control-intensive processing of loans in the various departments of the Sparkasse Bielefeld savings bank.

The strategy that was developed in collaboration with consultants is more efficient and ultimately more cost-effective than previous procedures. During implementation it was possible to take recourse to existing best practice approaches at the savings bank.

Download entire article (German language only):
Schnellere Durchlaufzeiten im Mengengeschaeft.pdf

schaftliche Blätter
no. 6

Creating more scope for sales and marketing


By Michael Brüggemann (Arnstadt-Ilmenau savings bank) and Ralf Pötter (SSC Management Consult)

Article | Published in: Betriebswirtschaftliche Blätter no. 6 | 05/2012

Many projects aim to increase active sales and marketing time. The Arnstadt-Ilmenaus savings bank intends to achieve this objective by optimising its deposits business and services segment, among other things. Organisational model P has been implemented at the savings bank since November 2011, supported by external consultants. 

Although the sales, legal and IT frameworks in model P have been followed, individual processes have been updated and optimised.

Download entire article (German language only):
Erfolgreich Freiraeume fuer den Vertrieb geschaffen.pdf

Insights 04/2012

Further development of the commercial lending business at a savings bank

Insights | 04/2012

During the migration to credit in commercial lending business, it was necessary to address the optimum process design for this business unit from the client’s point of view and a cost perspective. We recently implemented a project in this connection with a savings bank.

Order report (for members of the German Savings Bank Financial Group)


Projects 2011


Brochure | Projects 2011

SSC Management Consult specialises in the provision of management consultancy services to financial service providers.

We support banks, savings banks, regional banks, development banks, regional bank associations as well as Finanz Informatik in developing and implementing new concepts to enhance profitability. We focus in our projects on the three main areas: Strategy and Growth, Market and Sales, as well as Costs and Processes.

no. 24

The advantages of step-by-step development over the “big bang” approach


By Michael Schmidt and Stephan Oellers

Article | Published in: SparkassenZeitung no. 24 | 06/2011

The outsourcing of payment and securities settlement operations has become "standard" practice these days. It has reached maturity level, with a high level of outsourcing and many established providers. What is the status quo in deposits and lending back-office processing and in central functions?

Download entire article (German language only):
Statt Big Bang schrittweise Entwicklung.pdf

Cost Reduction IT 2012

Balancing costs and benefits


Article | Published in the annual report 2010 of the Westphalia-Lippe Savings Bank Association | May 2011

The Westphalia-Lippe savings banks are the region’s number one financial services providers. However, they are aware that this success depends on lean processes, facilitated by efficient information technology (IT).

Yet every IT system generates high costs. In the "Cost Reduction IT 2012" project, or KIT 2012 for short, the savings banks and their regional association aim to achieve a better balance of costs and benefits.

Download entire article (German language only):