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Strategic Management and Best Practices in Banking

Understand how leading banks are led and managed strategically to boost performance
    Ambitious top bankers around the world want to know more about strategic management and associated
    best-practices because they are keen to increase profits and profitability whilst keeping risks acceptable.
    This motivation arises from a range of challenges and opportunities, for example:
    • Downward Pressures on Profitability
    • Big Opportunities to Boost Income
    • Scope to Advance Risk Management
    • Unrealised Opportunities to Increase Cost-Effectiveness
    • Scope to Allocate More Resources to the Best Businesses


    This 5-day, top-level workshop is for the leaders of banks that want to increase profitability greatly and
    rapidly but also safely. It explores how the most profitable banks:
    • Boost business and income from customers
    • Make more money from asset & liability management (“ALM”) and treasury
    • Contain risks at acceptable levels
    • Achieve and maintain maximum cost-effectiveness
    • Optimise the allocation of scarce resources, particularly people, time, capital and IT power

    Importantly, the workshop provides a forum for delegates to exchange opinions about how their banks could
    achieve superior profitability across all major lines of business: Personal Banking, MSME Banking,
    Corporate Banking, ALM and Treasury.


    Theme 1: Strategies & Targets for Boosting Profits
    • Overall Strategies for Banks and Their Main Strategic Business Units
    • KPT’s for the Main Board and Top Executive Team
    Theme 2: Boosting Business & Income from Customers
    • Focusing Marketing Efforts on to the Best and Most Promising Businesses
    • Increasing the Intensity of Selling & Cross-Selling
    Theme 3: Making More Money from ALM and Treasury
    • Running ALM as a Business, Not Just Part of Risk Management
    • Increasing the Profitability of ALM and Treasury
    • Strengthening ALCO for Active ALM
    Theme 4: Keeping Credit Risk Costs at Acceptable Levels
    • Understanding the 250 Elements of World-Class Standards of Credit Risk Management
    • How to Advance Credit Risk Management to World-Class Standards
    Theme 5: Achieving Maximum Cost-Effectiveness
    • Reorganising to Implement Strategy Cost-Effectively
    • Reengineering to Reduce Operating Costs
    • Cutting Strategic Wastage
    Theme 6: Optimising the Allocation of Scarce Resources
    • Moving People and Time to Income-Generating Activities
    • Extracting Maximum Value from Investment in Information Technology
    • Optimising the Allocation of Bank Capital
    Theme 7: Guaranteeing the Success of Profit Improvement at Delegates’ Banks
    • Organising & Governing Major Profit Improvement Programmes
    • Key Factors for Success of Major Profit Improvement Projects
    • Setting Profit Improvement Priorities for Delegates' Banks
    • Staffing, Timetables and Responsibilities


    This workshop is for top bankers and senior managers who are expected to reach this level soon. It is also
    suitable for those senior managers who support directly the top management teams of their banks:
    • Owners of banks, non-executive and executive main board members, and supervisory board
    • CEO’s, members of boards of management, and members of top executive committees
    • General managers, executive vice presidents, executive directors responsible for "profit centre"
    divisions, involved in:
    – Retail, Premium, Private, Merchant and Investment Banking
    – MSME Banking, Corporate & Commercial Banking
    – Treasury and ALM
    – Subsidiary companies that provide specialised services, for example, leasing, insurance and investment services
    • Senior executives responsible for support divisions, including:
    – Strategic Planning and Action Planning
    – Marketing & Sales Support
    – Risk Management, Especially Credit Risk and Market Risk Management
    – Operations
    – Human Resources Management
    – Information Technology Management
    – Internal Audit and Compliance

    “High-flyers” with potential to rise to the top will find the workshop broadening and beneficial.


    The workshop gives delegates the opportunity to:
    • Understand the strategies, best-practices and associated targets for boosting profitability that are
    adopted by the most successful banks
    • Assess ways of boosting business & income from customers – marketing and selling
    • Examine how leading banks make more money from ALM and related treasury activities
    • Explore approaches to maintaining risks at acceptable levels – credit and market risks
    • Assess ways of achieving maximum cost-effectiveness – reorganisation & reengineering
    • See how to optimise the allocation of scarce resources – people, time, capital, IT power
    • Set profit improvement priorities at their banks
    • Learn how to guarantee the success of major profit improvement projects at their banks


    The workshop is wide ranging and for people who want or need to think broadly about all aspects of
    running a modern bank – “to think like a bank CEO or bank Chairman”. It is less suitable for those who
    wish to deepen their specialised knowledge of narrower aspects of banking.
    It is for top bankers and their management teams who are keen to ensure that they formulate and execute
    “winning” strategies, establish best-practices, and thereby increase profitability rapidly yet safely.


    The workshop is intensive and participative. Various methods are used:
    • Formal presentations with discussions, including many real case histories from across Europe, the
    Arab world, former Soviet countries, Africa, Asia-Pacific and the Americas
    • “Question & Answer” plenary discussions with the workshop leader
    • Case studies that illustrate the application of the approaches examined
    • Group work in which delegates discuss improvement priorities for their own banks
    50% of time at the workshop is spent on case studies and group work so that delegates can “learn by doing”.
    Because profit improvement is a serious, “hard” subject, the workshop includes specific numerical
    examples and a range of practical, analytical methods.


    A good level of spoken and written English is required to attend this course. Delegates should be of an
    intermediate standard in English at a minimum. Please refer to the Common European Framework of
    Reference for Languages - as a guide the level required is B2.

  • DAY 1

    1. Overview of the Workshop, and Introduction of Delegates


    2. Establishing an Overall Profit Improvement Strategy

    How Leading Banks Link Strategy to Profitability:

    The 14 Main Elements of Strategy in Leading Banks

    Importance of Linking All the Elements of Strategy to Profitability

    Boosting Business & Income from Customers

    Making More Money from ALM and Associated Treasury Activities

    Controlling the Cost of Risks that Go Wrong

    Ensuring High Cost-Effectiveness

    Optimising the Allocation of Scarce Resources

    Upgrading Planning & Control and Management Information

    Fostering Strong Strategic Governance and a Progressive Culture

    3. Setting Key Performance Targets (KPT’s) for Driving Up Return on Equity (ROE)

    Understanding the Main “Drivers” of Bank ROE Across Different Countries

    Measuring the Correlation Between the “Drivers” and ROE

    Choosing Challenging Yet Realistic ROE Objectives for Individual Banks

    Fixing High-Level KPT’s for Attaining ROE Objectives

    Case History: A Leading African Bank Keen to Achieve a Pre-tax ROE of 35%+

    4. Group Work – Choosing High-Level KPT’s for Delegates’ Banks

    Review of KPT’s Used by Bank Boards and Top Teams Around the World

    Discussion: Choosing KPT’s and Best-Practices for Delegates’ Banks

    5. Case History - Lessons from a Bank that Increased Profitability Greatly

    Introduction to the Case History Bank – An Ambitious Arab Bank

    Main Transformation Changes Made by the Bank

    Impact of Changes on the Bank’s Balance Sheet, Income Statement, Costs, Profitability, Share Price and Market Capitalisation


    6. Case Histories – How Some Bank’s Built a Highly Profitable Customer Base

    The Nature and Contributions of Marketing Strategy Focused on Profitability Improvement

    World-Class Standards of Marketing Strategy in Leading Banks

    Examples of “Winning” and “Losing” Marketing Strategies:

    Case History: A Medium-Sized European Domestic Bank

    Case Histories: Selected Arab Banks

    Case History: A Major Corporate Banking Group Based in a Former Soviet Country

    Case History: A Large Scandinavian Retail Bank

    Case History: A Medium-Sized International Bank Based in the EU

    Case History: Overview of an Asian Bank

    Important Practical Lessons

    Discussion: Priorities for Upgrading Marketing Strategy Across Delegates’ Banks

    Summary of Day 1


    DAY 2

    7. Profit Improvement Achieved by Banks with Focused Marketing

    Case Histories: Examples of Banks that Increased Profits by 30% with Focused Marketing

    Typical Main Opportunities Grasped:

    Growing and Cheapening the Deposit Base

    Credit Marketing Opportunities

    Cross-Selling Other Products, Services & Product/Service Packages

    Deciding How Much to Invest in Implementing Focused Marketing

    8. Case Study: Developing & Executing a Marketing Strategy to Drive Up ROE

    Defining Mutually Exclusive Market Segments

    Calculating the Profitability of Market Segments and Assessing Their Attractiveness

    Assessing a Bank’s Competitive Strengths in Different Market Segments

    Setting Development Priorities Across Market Segments

    Specifying Action Plans for Moving Ahead

    Setting Profit Improvement Targets for Individual Market Segments

    Setting the ROE Target for the Whole Customer Base

    9. Case Answer: Developing & Executing a Marketing Strategy to Drive Up ROE

    Answers of Delegates to the Case Study in Session 8

    Presentation of the Model Answers

    Discussion About Focusing Marketing Strategy in Delegates’ Banks

    10. Diversifying Products & Services in Personal, SME and Corporate Banking

    Deposit, Savings and Investment Services

    Loans and Mortgages

    Insurance Services

    International Banking Services

    Business, Support and Educational Services

    Discussion: Product Development Priorities for Delegates’ Banks

    11. Boosting Growth and Market Share of Deposits in Personal Banking

    Factors That Explain the Varying Deposit Growth Rates of Competitor Banks

    Different Importance of the “Drivers” of Deposit Growth Across Countries

    Developing and Implementing a Deposit Growth Strategy

    Case Histories: Banks that Successfully Boosted Deposit Growth

    12. Modern Sales Channels for Intensifying Selling & Cross-Selling

    New Sales Channels for Banks:

    Segmented Branches

    Point-of-Sales Offices - “POS Offices”

    Mobile Sales Forces

    Outbound Call Centres

    Direct Mailing, E-mails, SMS, Social-Media

    Case History: How One Progressive Bank is Modernising Its Channels

    Discussion: Assessing the Effectiveness of Different Sales Channels

    Summary of Day 2


    DAY 3

    13. Case Study: Redesigning Branch Networks for Growth, Superior Service and High ROE

    Introduction to the Case Study Bank and Its Strengths & Weaknesses:

    A Clear Marketing Strategy, But Low Selling Intensity in Branches and Head Office

    Undifferentiated Service Quality for Different Market Segments, and General-Purpose Branches that Serve All Market Segments. A Very High Cost/Income Ratio

    Profit Improvement Strategies to be Evaluated:

    Downsize the Whole Bank, Segment the Network, Focus the Workforce on to Selling

    Segment & Expand the Network, Downsize Head Office, Focus the Workforce on Selling

    Factors to be Considered:

    Different Service Quality Levels for Different Types of Customers

    The Balance Between Front and Back-Office Personnel in Branches

    The Amount of Time Spent Selling in the Branches, and in Head Office

    Income, Costs & Profit Per Customer from Customers in Different Market Segments

    The Balance Between General-Purpose and Segmented Branches

    The Size of the Head Office in Relation to the Branch Network

    Choosing the Best Strategy

    14. Case Answer: Redesigning Branch Networks for Growth, Superior Service and High ROE

    Delegates’ Answers to the Case Study in Session 13

    Presentation of the Model Answers

    Discussion About Redesigning the Branch Networks of Delegates’ Banks


    15. ALM - A Business with Risks, Not Just Risk Management

    The Fundamental Nature and Purpose of ALM in Leading Banks

    Modern Methods for Measuring ALM Profits and Risks

    16. Case Study: Measuring Correctly the Profitability from ALM Decisions

    Understanding the Case Study Bank’s Balance Sheet and Profit & Loss Account

    Assessing Alternative Transfer Rates for Defining Profitability and Selecting the Best:

    “Psychological” Transfer Rates, Cost-of-Funds Method

    Single Pool Rate, Dual Pool Rate and Mark-to-Market Methods

    Calculating and Attributing ALM Profits: “Gapping” Profits, “Structural” ALM Profits

    Calculating and Attributing Customer Profits: Deposit Profits and Lending Profits

    Restructuring the Case Study Bank’s Balance Sheet to Balance Profits and Risks

    17. Case Answer: Measuring Correctly the Profitability from ALM Decisions

    Delegates’ Answers to the Case Study in Session 16

    Presentation of the Model Answers

    Discussion About Progressing ALM in Delegates’ Banks

    18. Running ALM as a Business - Role of ALCO in Banks with Active ALM

    How Leading Banks Use ALM to Increase Profits at Acceptable Risk

    World-Class Standards of ALM and Treasury Management

    Case Histories: Using ALM to Increase and Smooth Bank Profitability

    The Role of ALCO in Progressive Banks and the Essential Support Needed by ALCO’s

    Discussion: Priorities for Advancing ALM and Treasury in Delegates’ Banks

    Summary of Day 3


    DAY 4


    19. Ensuring that Lending Generates High Profitability After Bad Debts

    The Elements and World-Class Standards of Credit Risk Management

    The Credit Risk Assessment Methodology – “CRAM”

    Case Histories: How Illustrative Banks Became World-Class at Credit Management

    Discussion: Advancing Credit Policy and Processes in Delegates’ Banks

    20. Case Study: Pricing Loans to Meet a Bank's ROE Objectives

    Explanation of Target-ROE Risk-Adjusted Pricing of Loans – “TRAP”

    Calculating Margins Needed to Meet the Bank’s Target Return on Equity

    Estimating Margins to Cover Funding/Opportunity Costs and Operating Costs

    Calculating Margins Needed to Cover Bad Debts

    Setting Margins to Reflect Competitive Dominance and Weakness

    21. Case Answer: Pricing Loans to Meet a Bank's ROE Objectives

    Delegates’ Answers to the Case Study in Session 20

    Presentation of the Model Answers

    Discussion About Improving Loan Pricing in Delegates’ Banks

    22. Establishing a World-Class Credit Risk Management Division

    Main Responsibilities of a Modern Risk Management Division, Including Credit, Market, Operating and Other Risk Management Functions

    Organisation Structure of a World-Class Risk Management Division

    23. Group Work: Minimising the Operating Costs of Credit Risk Management

    Estimating the (Usually High) Operating Cost of Credit Management Processes

    Best-Practice Standards for Credit Operating Costs

    Setting Priorities for Reducing Credit Operating Costs


    24. Reorganising Banks to Serve the Market Cost-Effectively

    Design Principles for Effective Bank Organisational Structures - Leadership, Business and Management Principles

    Pros & Cons of Organisational Options for Modern Banks: Territorial, Product, Segment and Functional Structures, and Matrix Organisational Arrangements

    The Economic Impact of Good & Bad Organisation Structures

    Organising Business & Support Divisions - How Banks Reorganise Successfully

    Discussion: Priorities for Reorganising Delegates’ Banks

    25. Case Study: Widening Spans-of-Control & Reducing Layers of Management

    Spans-of-Control and Layers of Management Found in the Most Profitable Banks

    Understanding the Huge Economic Impact of Spans-of-Control & Layers of Management

    Calculating the Major Impact of Broadening Spans-of-Control: Reduction in the Number of Staff and Managers, Salaries and Layers of Managers

    26. Case Answer: Widening Spans-of-Control & Reducing Layers of Management

    Delegates’ Answers to the Case Study in Session 25. Presentation of the Model Answers

    Discussion About Spans-of-Control and Layers of Management in Delegates’ Banks

    Summary of Day 4


    DAY 5


    27. Case History Moving Personnel into Selling Jobs from Cost-Creating Jobs

    The Meaning of “True Selling” as Used by World-Class Banks

    How Selling Intensity Drives Up Cross-Selling and Profitability

    Case History: Steps Taken by One Bank That Intensified Selling Greatly: Use of Time Across the Bank Before and After Reengineering

    Main Changes Made: Former Jobs Removed. New, Mainly Selling Jobs Created

    Impact of Changes on Cross-Selling, Profitability and Size of Branches

    28. Group Work: Moving People into Income-Producing Jobs at Delegates' Banks

    Estimating the Current Selling Intensity of Delegates’ Banks

    Increasing the Number of Existing Types of Selling Jobs. Creating New Types of Selling Jobs

    Moving People into Income-Generating Jobs from Cost-Creating Work

    Increasing Selling Time in All Selling Jobs

    Reengineering Delegates’ Banks to Reach World-Class Standards of Selling Intensity

    29. Group Work: Extracting Maximum Value from Information Technology

    The Challenges Arising from Extracting Value form IT

    Deciding How Much, Overall, to Invest in IT. Distributing IT Investment Across Applications That Underpin Generation of Extra Income, Improve Risk management and Cut Costs

    World-Class Governance of IT Strategy

    How to Create Significant & Sustainable Competitive Advantage from IT Investment

    30. Case Study: Reallocating Equity to a Bank’s Best and Most Promising Businesses

    Measuring the Profitability of Major Strategic Business Units – “SBU’s”

    Impact on Profitability of Reallocating Equity Across SBU’s

    Key Factors for Success in Reallocating Equity in Practice

    Discussion: Reallocating Equity in Delegates’ Banks

    31. Case Answer: Reallocating Equity to a Bank’s Best and Most Promising Businesses

    Delegates’ Answers to the Case Study in Session 30. Presentation of the Model Answers

    Discussion About Capital Reallocation in Delegates’ Banks


    32. Group Work: Setting Profit Improvement Priorities for Delegates' Banks

    Setting Priorities for Boosting Profitability: More Income, Better Risks, and Lower Costs

    Defining the Actions to be Taken and Proposing Timetables for Moving Ahead

    33. Key Factors for Success of Major Profit Improvement Projects:

    Setting Clear, Challenging Yet Realistic Profit Improvement Targets and Deadlines

    Planning and “Branding” the Work

    Forming and Organising the Profit Improvement Team, Including Project “Champions”

    Announcing the Project to the Whole Workforce, and Outside the Bank

    Taking Immediate Steps to Freeze Costs and Boost Income

    Case History: A Bank that Increased Pre-tax Profits by a Factor of 4 Over 1 Year

    34. Summary of the Workshop

    Presentation of Certificates
  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
    • Knowledge – our 100+ strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
This course can be run as an In-house or Tailored Learning programme


  • Chris Batt

    As an internationally-recognised authority in advising the owners, boards, and top management teams of leading banks and financial institutions worldwide, I have extensive experience of helping banks boost profitability.


        Profile: • Adviser to leaders of banks about strategy, reorganisation, best-practices & profit improvement • An experienced banker and bank strategist • Consulting to over 160 banks in more than 60 countries • Leader of workshops & seminars for main boards and top teams of banks, worldwide • Elected Fellow of the UK’s Chartered Institute of Bankers (FCIB) in recognition of: Training services to senior bankers and Status in the UK banking industry Top Banking Positions: • Jordan: Jordan Ahli Bank - Chief Executive • USA: Visa International - Member of Visa’s top Executive Committee, Head of Global Strategy • Russia: Large Universal Bank: Chairman, Group Credit Policy Committee • Spain: Major Universal Bank: Strategy Adviser to the Chairman and to the CEO • United Kingdom: Grindlays Bank Group - GM of Specialised Finance, GM of Group Planning • United Kingdom: NatWest Bank - Group Planning Manager, Head of Management Sciences Consulting Experience: • Batt & Partners Consulting: Founder and Chairman • A.T. Kearney: Partner, Head of the Global Banking Group • Booz Allen & Hamilton: Partner, Head of the European Banking Group • Spicers Consultants: Partner, CEO of UK, Hong Kong and Singapore • Mckinsey & Company: Senior Engagement Manager, European Banking Practice Specialisations: • Strategy Formulation and Implementation, Profit Improvement • Reorganisation & Reengineering • Marketing, Selling, Credit Management and ALM • Workshops & Seminars for the Leaders of Banks Qualifications: • University of Cambridge: MA in the Natural Sciences. Honours • University of London: MSc in the Management Sciences. Special Application to Risk Management. Distinction. • Imperial College of Science & Technology: DIC = Diploma in Operations Research & Advanced Systems Analysis. Distinction