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Foreign Exchange

Liquidity management debate: New tools needed for a post-crisis world

Corporate responses to the financial crisis are forcing banks with liquidity management services to come up with new tools and techniques. Clients are demanding more visibility, control and optimization.

Liquidity management debate: Learn more about the panelists


                                                                                Transaction banking services: Special Sibos section

Jack Large


Let’s start with a little background on how this part of the industry has developed in the past couple of years. David?

David Manson (DM) is head of liquidity management and propositions at Barclays Corporate and is leading the development and growth of the liquidity solutions suite
DM, Barclays Over recent years the trend had been for corporates to concentrate with just one or two banks either globally or, more usually, per region. The crisis has reversed that trend as corporates now feel a need for diversification. So consolidation, driven by the desire for better returns and consistent standards, has been replaced by a focus on counterparty management and risk spreading. From the banks’ perspective, products have to reflect clients’ activities and needs. The prevailing principle is to give the clients visibility and control and then to help optimize liquidity.

Nick Claus (NC) is a liquidity adviser in RBS’s global transaction services division and is part of the liquidity management team responsible for advising on and developing efficient cross-border and cross-regional cash pooling and short-term investment solutions for RBS’s multinational clients
NC, RBS Exactly. The crisis created a situation in which the availability of credit dropped and the price rose dramatically; this drove clients to tap the cash within their own organizations as a source of funding by recycling cash from cash-positive parts of the organization into the cash-negative parts.

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