IBS Journal April 2017


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This year, based on global trends in the banking technology space and the rise of new and emerging focus areas, the IBS SLT has been expanded to include four new categories. Suppliers were invited to submit deals related to CRM, Digital Banking & Channels, Payments and Risk Management. There were 186 deals reported across these categories.


While the larger technology providers continue to dominate the conventional back office systems market, competition in the emerging categories is much more fragmented. There are several niche and smaller suppliers who have managed to penetrate the global banking sector across these categories. Also, a sizeable portion of the deal activity across the conventional back office systems space was reported in developing markets, with smaller FIs such as microfinance institutions featuring prominently.


The iconic IBS SLT has been the leading barometer of the relative successes of industry players for more than 16 years. The intensity of participation this year, and the diversity of representation, reinforce the IBS SLT’s position as the leading platform for international banking technology suppliers to highlight their annual performance, backed up by a highly objective analysis. Starting this year, IBS Intelligence is also pleased to introduce the IBS SLT Leadership Club, which includes the following:


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Top two rank holders in each of the nine categories (Universal, Wholesale, Retail, Private and Lending, CRM, Digital, Risk and Payments)


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Top two rank holders in four regions (Americas, Europe, MEA and APAC) and


The top rank holder in each of the domestic IBS SLTs (US, India, Russia).


This year’s IBS SLT has been structured across two sec- tions:


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Annual league table for conventional back office systems, covering Universal, Wholesale, Retail, Lending and Private banking systems


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Individual league table for new focus areas: CRM, Digital Banking & Channels, Payment Systems, and Risk Management


As the IBS SLT is structured to measure the performance of suppliers and their products in the international arena, deals that are purely domestic, implying a sale made to a domestic bank by a local supplier which does not include international competition, are excluded. However, the size and scale of domestic deals in specific markets such as the US, India and Russia by domestic suppliers, including those with multiple small mid-size banks, means that these are reported in a separate table.


Needless to say, all submissions made by suppliers are scrutinised to validate if they are new sales, and if the se- lection was through a competitive bid. Deals that are an additional roll-out of a past contract, or those that were already reported and counted in previous IBS SLT analysis, are excluded as well. The focus is on new-name deals only. Any add-on sale to an existing customer or an upgrade without a competitive bid is not counted. The same deal cannot be represented in multiple conventional back office categories. However, if the same bank has taken onboard a system in the new categories, it has been counted. Also, deals with non-banks such as insurance com- panies are not included in the IBS SLT. This year, about 22% of deals submitted by suppliers have been excluded for not complying with one or more of the qualifying criteria.


Lastly, wherever suppliers have not made submissions or chosen not to participate, sales for the year are marked as zero. This approach has been consistent over the years, and suppliers are well informed of the practice.


For more details on the methodology, please refer to the link below: https://ibsintelligence.com/the-sales-league-table-methodology/


www.ibsintelligence.com


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