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SME Banking Masterclass: Products & Services, Sales & Credit
A comprehensive 5-day strategic management course that will help you to:
• Implement a successful SME strategy
• Build a SME focussed sales force and increase the cross-selling rate
• Introduce innovative products and "product bundles"
• Calculate risk adjusted pricing
• Apply standard risk cost, RAROC, economic capital and EVA
• Apply modern credit scoring systems
• Improve the credit decision process
• Implement an effective risk limit system
Lending to SME customers presents one of the greatest opportunities for commercial banks to pursue growth and profitability; at the same time it ties up a large amount of economic capital and represents substantial credit risk.
Taught by an internationally experienced banking executive, this course is designed to give delegates a comprehensive overview of how to build a successful SME banking strategy and how to raise the performance of their institution. The course will teach how to use the planning process to set goals, to control costs and to increase the profitability of clients and focuses on the needs of SME customers, how to define their product needs and discusses efficient client relationship management. The concept of risk adjusted pricing and minimum pricing based on the usage of standard risk costs, economic capital, RAROC and EVA will also be introduced.
• The course will use real-life case studies and examples to develop delegates' understanding of all aspects of SME banking, client management and credit risk issues.
• Provides hands-on examples of how to create value by implementing efficient credit decisions and creating efficient rating and scoring systems.
• Through practical examples illustrate how qualitative and quantitative ratios are applied to examine the creditworthiness of clients and transactions.
• Finally, you will assess the main risk factors in SME banking and learn how to mitigate these risk factors and to use an effective portfolio management.
Who should attendThis course is for top bankers, senior executives who are expected to reach this level, and those who support directly the top management teams of their banks:
- The leaders of banks who are keen to enter or boost business with SME’s:
- CEO’s, members of boards of management and top executive committees
- Owners of banks and their supervisory board directors
- General managers, executive vice presidents and directors who are:
- Directly involved in SME Banking
- Working for subsidiary companies that provide specialized services to SME’s, for example, insurance, leasing, investment and software services
- Senior executives responsible for “support” divisions, including Strategy, Marketing, Sales Support, Risk Management, Credit Risk, Market Risk, Operations, Finance, Human Resources, Information Technology, Legal, Internal Audit and Compliance
Day 1Session 1: Introduction to the Course
- Course Themes, Subjects and Timetable
- Introduction of Delegates and the Course Leader
THEME 1: THE NATURE & IMPORTANT CONTRIBUTIONS OF SME’s
Session 2: Definitions by Governments and Banks of SME's
- The Importance of Having Clear and Agreed Definitions of SME’s
- Definitions Used in the European Union:
- Autonomous Enterprises
- Partner Enterprises
- Linked Enterprises
- Definitions Applied in the USA
- Definitions of SME’s Used by Illustrative Banks Around the World
- Provision of Numerous Goods and Services, Many Crucial to Modern Living
- Provision of Employment, Usually Large in Most Countries
- Stimulation of Innovation
- Spurring of Competition
- Generation of Tax Revenues
- Common Barriers to the Development of SME Banking
- The Challenge of Achieving High Profitability in SME Banking
- Main Elements of SME Banking:
- Key SME Sub-Segments
- Main Management Functions
- World-Class Standards of SME Banking
- Examples of Successful SME Banking
- Discussion: Priorities for Upgrading SME Banking at Delegates’ Banks
THEME 2: MARKETING & SELLING TO SME’s
Session 5: Case Histories: Successful SME Marketing Strategies
- Market Segmentation in Banking
- The Nature and Contributions of SME Marketing Strategy Focused on Profitability
- World-Class Standards of SME Marketing Strategy in Leading Banks
- Examples of “Winning” and “Losing” SME Marketing Strategies
- How Well-Founded and Executed Marketing Strategies Can Increase Bank Profits by 30%
- Important Practical Lessons
- Discussion: Priorities for Upgrading SME Marketing Strategy Across Delegates’ Banks
- Choosing and Defining Segments of the SME Market
- Estimating the Sizes and Contributions of SME Market Segments
- Technical and Political Barriers to Market Segmentation
- Practical Steps in Segmenting a Bank’s Whole Customer Base
- Training Bank Personnel and Customers About Segmentation
Session 7: SME Products, Services and Channels Provided by Leading Banks
- SME Products & Services from Leading European Banks
- SME Products & Services from Leading Banks in:
- The Middle East
- Sub-Segments of the SME Market Being Targeted by Banks
- The Growing Range of Specialized Channels Used by SME Banks
- Key Perspectives and Conclusions About Developments in SME Banking
- Product & Service Development Priorities, including:
- Deposit, Savings and Investment Services
- Loans and Mortgages
- Insurance Services
- International Banking Services
- Business and Support Services
- Discussion: SME Product Development Priorities for Delegates’ Banks
- Sales & Delivery Channels Development Priorities, including:
- Mobile Sellers Focused on SME’s
- Tele-Selling to SME’s
- Dedicated SME Websites
- Traditional, Non-Segmented Branches
- Stand-Alone Business Centres for SME’s
- SME Business Centres Within Dual or Multiple Segment Branches
- Discussion: SME Channels Development Priorities for Delegates’ Banks
- Defining Mutually-Exclusive Segments of the SME Market
- Assessing the Attractiveness of SME Market Segments
- Assessing a Bank’s Competitive Strengths in Different SME Market Segments
- Setting Development Priorities Across SME Market Segments
- Specifying Action Plans for Moving Ahead
- Setting Profit Improvement Targets for Individual SME Market Segments
- Setting the ROE Target for the Whole SME Customer Base
- Delegates’ Answers to the Case Study in Session 9
- Presentation of the Model Answer
- Discussion About Advancing SME Marketing Strategy at Delegates’ Banks
- The Meaning of “True Selling” as Used by World-Class Banks
- How Selling Intensity Drives Up Cross-Selling and Profitability
- World-Class Standards of Selling & Cross-Selling
- Case History: Steps Taken By One Bank That Intensified Greatly Selling to SME’s
- Impact of Steps Taken on the Bank’s Growth and Profitability
Session 12: Group Work - Intensifying Selling to SME's by Delegates' Banks
- Estimating the Current Selling Intensity Across Delegates’ Banks
- Increasing the Number of Existing Types of Selling Job
- Creating New Types of Selling Job
- Transferring Personnel from Cost-Generating Jobs into Income-Producing Jobs
- Increasing Selling Time in All Selling Jobs
- Reengineering Delegates’ Banks to Reach World-Class Standards of Selling Intensity
THEME 3: ORGANIZING FOR EFFECTIVE SME BANKING
Session 13: Case History: Building a Successful SME Division
- Alternative Locations for the SME Division - Pros & Cons:
- Within Corporate Banking?
- Within Retail Banking?
- Divided Between Retail and Corporate Banking?
- A Separate Division Alongside Retail and Corporate Banking?
- Organization of Branch-Based Selling
- Organization of Mobile (Direct) Sales Forces
- Organization of Product Management
- Organization of Key Support Functions: Strategic Planning, Marketing & Sales Support, Credit Management, Financial Control, Human Resources Management, IT Liaison
- Information About the Case Study Bank, its Segments and Strategic Options
- Adjusting Service Quality Levels for SME and Other Market Segments
- Improving the Ratio of Front to Back Office Staff Across the Network
- Boosting Branch Selling Intensity
- Establishing Special Branches for SME’s and Other Key Market Segments
- Adjusting the Role and Size of Head Office
- Delegates’ Answers to the Case Study in Session 14
- Presentation of the Model Answer
- Discuss About Segmenting the Branch Networks of Delegates’ Banks
- The Objectives of Best-Practice SME Relationship Management
- Choosing Key SME Customers and Organizing Relationship Teams
- Focusing SME Relationship Managers on to Sales & Service
- Planning & Controlling Key SME Customer Relationships
- The “12 Rules” of Best-Practice SME Relationship Management
- Discussion: Priorities for Upgrading SME Relationship Management in Delegates’ Banks
- Performance Appraisal Criteria for SME Relationship Managers
- Types of Training Provided to SME Relationship Managers by Leading Banks
- Reward Systems for SME Relationship Managers
THEME 4: WORLD-CLASS CREDIT MANAGEMENT FOR SME BANKS
Session 18: World-Class Standards of SME Credit Risk Management
- The 250 Elements of SME Credit Risk Management
- World-Class Standards of SME Credit Risk Management
- The Credit Risk Assessment Methodology – “CRAM”
- Case Histories: How Illustrative Banks Became World-Class at SME Credit Management
- Explanation of Target-ROE Risk-Adjusted Pricing of SME Loans
- Calculating Margins Needed to Meet the Bank’s Target Return on Equity
- Estimating Margins to Cover Funding and Opportunity Costs
- Building in Margins to Pay for SME Credit Operating Costs
- Calculating Margins Needed to Cover SME Bad Debts
- Adjusting Margins to Exploit Competitive Dominance in SME Banking
- Discussion About Strengthening SME Loan Pricing at Delegates’ Banks
- Delegates’ Answers to the Case Study in Session 19
- Presentation of the Model Answer
- Discussion About Strengthening SME Loan Pricing at Delegates’ Banks
- Changes to Overall Credit Policy
- Changes to SME Credit Policy
- Advancements to SME Credit Processes
- Improvements to the Organization of SME Credit Management
- Enhancements to SME Credit Training and Certification
- Assessment of Important Elements of SME Credit Management at Delegates’ Banks Against World-Class Standards Using the CRAM Methodology (Abbreviated):
- SME Credit Policy: Segmentation, Formulation, Documentation, Communication
- SME Credit Management Processes, Including Credit Scoring, TRAP Pricing, Loan Applications Processing, Early Warning Systems, Remedial Management & Recoveries, Portfolio Monitoring & Management, and Operating Costs
- Identification of the Main Improvements Needed to Reach World-Class Standards
- Development of an Action Plan and Timetable for Reaching the World-Class Standards
THEME 5: PLANNING & CONTROLLING BUSINESS WITH SME’s
Session 23: Case Study - Measuring the Profitability of SME Customer Relationships
- Understanding the Case Study Bank’s Balance Sheet and Profit & Loss Account
- Assessing Transfer Rates for Defining SME Profitability and Selecting the Best:
- “Psychological” Transfer Rates
- Cost-of-Funds, Single Pool and Dual Pool Rates
- Mark-to-Market Rates
- Calculating and Attributing ALM Profits: “Gapping” Profits and “Structural” ALM Profits
- Calculating and Attributing SME Customer Profits: Deposit Profits, Lending Profits
- Restructuring the Case Study Bank’s Balance Sheet to Balance Profits and Risks
Session 24: Case Answer – Measuring the Profitability of SME Customer Relationships
- Delegates’ Answers to the Case Study in Session 23
- Presentation of the Model Answer
- Discussion About Upgrading SME Profitability Measurement at Delegates’ Banks
- Introduction to the Case History Bank
- Best-Practice Calculation of SME Banking Profitability
- The “Drivers” of SME Banking Profitability
- Impact on SME Profitability of Individual Best-Practices
- Impact on SME Profitability of Combined Best-Practices
- Priority Actions for Boosting SME Banking Profitability
Session 26: Focusing Bank Planning & Control on to SME's
- Overview of SME-Focused Planning & Control
- Building Superiority with Strategic Planning
- Action Planning: Translating Strategy into Practical Action
- SME-Focused Budgeting, Financial Control and Key Performance Targets
- SME-Focused Performance Appraisal
- Key Challenges to Overcome
- Examples of World-Class SME Planning & Control Systems
- Discussion: Establishing Best-Practice SME Planning and Control at Delegates’ Banks
- Measuring SME Profitability Success
- Tracking Selling Success
- Controlling Cost-Effectiveness
- Monitoring SME Bad Debt Performance
- Assessing Adherence to Policies and Procedures
- Determining SME Customer Satisfaction
- Appraising Development of Human Resources
THEME 6: PRIORITIES FOR PROGRESS AT DELEGATES’ BANKS
Session 28: Group Work – Priorities for Developing SME Banking in Delegatesʼ Banks
- Setting Priorities for Establishing SME Best-Practices
- Defining the Actions to be Taken
- Proposing Timetables for Moving Ahead
- Presentation of Certificates
- Closure of the Course
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 – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
- Knowledge – our 150 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 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
- Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product
Chris BattAs 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.
BiographyChris Batt has extensive experience of helping banks to boost profitability. He is an internationally-recognised authority in advising the owners, boards and top management teams of leading banks and other financial institutions, worldwide. He has worked with over 160 banks and other financial institutions in more than 60 countries across Europe, the Middle East, South East-Asia, other parts of the Asia-Pacific region, Africa, North and Latin America. Chris was elected a Fellow of the Chartered Institute of Bankers (FCIB) in the United Kingdom in recognition of his status in the UK banking industry and his educational services to top bankers. Primarily, he works with commercial, private and merchant banks; mortgage and savings banks; investment and securities companies; and competitors to these types of organisation. He also works with central banks and has extensive consulting experience in the insurance field including life, pensions and general insurance. Chris’ assignments focus on profit improvement, corporate governance, domestic strategy, international strategy, marketing strategy and selling intensity, credit and market risk management, asset and liability structure policies, technology strategy, human resources management, reengineering and reorganisation, planning & control procedures, management information systems and matters of management style and culture. Over his career, Chris has held senior positions in six banks/financial institutions and five well-known management consulting firms: Jordan Ahli Bank in Jordan, Chief Executive Officer (CEO)Large Russian Bank: Chairman of the Group Credit Policy CommitteeVisa International, USA - Member of Executive Committee, Head of Global StrategyLarge Spanish Commercial Bank: Strategy Adviser to the President and to the CEOGrindlays Bank, UK - General Manager of Specialised Finance, General Manager of Group PlanningNatWest Bank, UK - Group Planning Manager, Head of Management SciencesHe has master degrees from Cambridge and London Universities, and a Diploma from Imperial College. He was elected a Fellow of the UK’s Chartered Institute of Bankers in recognition of his status in UK banking and training services to senior bank