have been immensely time-consuming. Ayoub regretted pulling out. ‘It’s a pity, because it is a nice place. I visited six months ago and I loved it there. You don’t have to follow the press, you have to go there and meet people.’ He added that he would like Delta to go back to Iran, but realised that ‘the market is difficult’ for the company to gain a strong foothold. In terms of Islamic banking per se, this has been an area of focus for Delta. It started working with a Saudi IT company in Sudan, Daleelteq, to develop an Islamic version of Delta- Bank. Speaking in April 2008, Daleelteq’s general manager, Mohamed Nour, said: ‘Our relationship with Delta started about two years ago. We distribute its software in the Middle East and in East Africa, and in some places in North Africa as well’. Ayman Mahmoud, project manager at Daleelteq, said the solution would be completed in June or early July. Delta’s Algerian subsidiary had been working on the assignment. A first implementation was being lined up, with contract negotiations at Faisal Islamic Bank in Khartoum (with these still ongoing into 2009). ‘They were talking about issuing the contract before the end of this year. Hopefully the product will be starting there the year after,’ said Nour. Daleelteq was also developing an Arabic version of Delta-Bank at this time, with this also due to be ready by the end of the year. Ayoub felt that an Islamic version of Delta-Bank would have wide potential. ‘We rely on the expertise of FBS [Daleelteq’s subsidiary] to develop new products targeting Islamic banks in Europe, and new products demanded by our customers in North Africa.’ One possibility was to provide a first Islamic core solution for a bank in France. ‘It’s at an early stage and it’s very confidential. It’s only a project for the future.’ Delta wasn’t the only French supplier looking at Islamic banking at this time, with SAB also preparing an offering. The project in Sudan did not materialise but the Islamic banking work continued. By early 2010, both this project and the Arabic support were apparently close to completion. While there is no Islamic aspect to it, Daleelteq was


involved in the selection stage of a deal which took Delta into East Africa for the first time. This was at Ethiopia-based Lion Bank. It had 15 branches and was using in-house software but was looking to expand rapidly. The selection ran from March 2007 to the end of the year, with eight bidders and a shortlist which saw Delta pitted against I-flex and Infosys. There were demonstrations, workshops and ‘tough financial negotiation’, said Ayoub. The bank had only been operating for a couple of years and started out on local software, which it had outgrown. The deal spanned back office and branch automation. Delta hoped to build on the foothold as a rush of RFPs came from banks in the country in late 2009. In Delta’s traditional stronghold it had a significant win in late 2007 at large Moroccan group, Attijariwafa Bank, to


replace Temenos’ Globus. As well as Morocco, this contract included the bank’s operations in Tunisia, Senegal, Belgium and France. Ayoub admitted that Delta had not been optimistic about gaining the European remit. It was looking to replace Misys’ Midas in France and Globus in Belgium. It was stated that the bank might also move into other countries, with Germany and Spain as possibilities. Meanwhile, SocGen’s central European roll-out of Delta- Bank continued to move forward on at least one front. By March 2007,BSGV Bank (Bank SG Vostok, as was), its Russian universal banking subsidiary, had gone live. The project in Russia took 14 months and the system was intended to support aggressive expansion plans, with BSGV anticipating a 200 branch network across the entire country by Q3 2008. A separate system, from domestic Russian supplier, BIS, handles accounting and regulatory reporting. BSGV has since been merged into Rosbank by SocGen, as part of its asset consolidation strategy in Russia. Rosbank uses a host of in- house and third party solutions. One long running selection was at Crédit Immobilier et


Hotelier (CIH), a Moroccan bank which started considering I-flex and Delta in mid-2008. A source indicated that this had become an increasingly complex selection, with financial negotiations described as ‘very tough’ between the two vendors. I-flex kicked off a gap analysis with the bank in the second half of 2008. Some aspects of the IT systems at CIH remained unclear, so too some of the specifics of the previous project at the bank by SAB and whether or not this failed. Delta did not seem to think the project, dating from 2006, which was a pilot for a new accounting system, was ever finished. Philippe Schintowski, senior vice president at SAB at this time, claimed it was finished satisfactorily. The gap analysis with Flexcube ran into 2009, with Delta still hopeful that it might ultimately gain business from the bank.


On a similar theme, in early 2009, SAB claimed success at existing Delta-Bank user, Fransabank. This was using SAB’s SAB2i in France and apparently decided to put it into Lebanon as well, to replace Delta-Bank. At around this time, in Central Africa, SAB and Delta were also seemingly battling it out at BGFI, which had operations in Gabon, Equatorial Guinea and the Democratic Republic of Congo. Apparently, by this stage, Temenos and I-flex (now as Oracle Financial Services Software) had been knocked out of the running. BGFI duly signed with Delta for its existing African operations as well as for its intended expansion, including setting up new operations in Angola and Benin. Through a separate RFP, with AT Kearney as consultants, the bank also selected Delta-Bank for its European operations. Temenos and Oracle FSS were considered; SAB was beaten at the shortlist stage. BGFI took Delta-Bank for France and said it might look to develop operations elsewhere.


Universal Banking Systems Market Report | www.ibsintelligence.com 433


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