growing every year. Net profit in 2010 was €4.7 million, up from €2 million the previous year. C&W also started hiring through 2011, aiming for another 150 people but ultimately recruiting 200 during this year.
It gained seven new-name deals in 2010 comprising three in the Netherlands (aided by the government encouraging new banks after the ABN Amro turmoil as well as by the difficulties other vendors had suffered in the country), two in Luxembourg, a government organisation in the UK and one in Morocco. The latter came early in the year and was a first breakthrough in North Africa, at Attijariwafa. ‘Entering this important African bank is a significant and highly visible step for C&W’s geographical expansion, and it is the fruit of an intensive and long sales cycle that started back in 2003,’ said De Groote, in a memo to staff. The solution, which, he stated, would be similar to the one in use at BNP Paribas and La Banque Postale, was to cover dynamic customer accounting, tariffs and interest calculation. The solution would be implemented with Omnidata, C&W’s Moroccan partner, with a deadline of the end of 2010. This seemed to be more or less met, with C&W claiming a successful cutover by April 2011. At the time, as the supplier eyed Africa, it was seen as a strategic milestone. One of the two Luxembourg wins was Banca Popolare dell’Emilia Romagna. The project was expected to be finished in Q3 2011. Thaler was taken to replace Newbanking, a private banking system formerly sold by Viveo. Temenos, which acquired Viveo in late 2009, announced it would cease supporting Newbanking at the end of 2012. C&W partnered with a Swiss consultancy firm, Teamwork, to target the rest of the Newbanking user base, which consisted of seven or eight banks in Switzerland, according to Stiernon. Banca Popolare is a private bank which had about 15 staff and focuses on wealth management. It signed for Thaler at the end of December 2010, having also looked at Sungard’s Apsys/Ambit Private Banking offering. Stiernon felt C&W’s partnership with Teamwork was important in winning the deal. The two firms had started discussions in May 2010 before signing an agreement in August with a view to targeting the Newbanking user base. Teamwork had 150 people and focuses mainly on SAP solutions, but it now employed a number of former Viveo workers, said Stiernon. The agreement saw the Teamwork staff familiarise themselves with Thaler before helping to build a roadmap for the Newbanking users. ‘There was some new functionality but not much: it was more a case of user friendliness,’ said Stiernon, with some screens of Thaler being made closer to those of Newbanking. Teamwork used its prior experience to build data extraction and other migration tools for Newbanking, and assisted in the localisation of Thaler for Switzerland. The Swiss market is dominated by local suppliers Finnova, Avaloq and ERI, but the Teamwork individuals who intended to market Thaler to the Newbanking users were ‘people they already know’, said Stiernon.
At the time, C&W did not have any customers in Switzerland. Another Newbanking user, Swissquote, signed with Temenos for T24 to replace Newbanking in the second half of 2010. The other win in Luxembourg, which was off-the- record, was for a start-up bank and was with Clearstream. In terms of partners, C&W had put in place a structure for this over the previous three years, said sales and marketing director, Johan Martens. The aims were to leverage sales resources, improve scalability in terms of implementations (he noted that Belgian resources are not the cheapest nor the most mobile) and reduce the time to do localisation work. The emphasis was largely on regional and local partners. Teamwork and Omnidata were examples. In late 2010, a partnership was signed with Indian company, HCL, focused on delivering Thaler on SAP and z/OS for retail banks on a global basis. ‘The main reason was to reduce the price disadvantage in Asia Pacific,’ said Martens. He added: ‘In the last two years, we didn’t start a new project without a partner.’ One route for finding partners had been to seek out the local SAP partners in different countries. IBM was proving to be an engaged partner, with its enthusiasm helped by the z/OS version of Thaler. In late 2010, C&W was also investigating DB2 on Unix, which would reduce its ties to Oracle, ‘one of our main competitors’, observed Martens. A key aim for C&W was for IBM to sell its software around the world. For DB2 on Unix, the two companies were merely waiting for the first opportunity to turn this into reality, he said. Having the same functionality on the mainframe and Unix was not something many companies could boast and fitted well with IBM’s ‘progressive transformation’ approach, he added. There was also a product-related partnership during the
year, with trade finance system specialist, Surecomp. Thaler and Surecomp’s Alltra and Allnett had been interfaced and were now offered as a joint solution across the EMEA and Asia Pacific regions. What of the SAP relationship? On the technical front, it
sounded as though things had mostly gone to plan. The GL and Bank Analyzer parts had been done, so too Netweaver support. However, the latter had seen relatively lacklustre progress generally, particularly in relation to the lower cost, open source J2EE server, JBoss. C&W had some takers of the Netweaver version (it was claiming six projects ongoing by late 2010) but also had customers with JBoss and IBM’s Websphere. The SAP partnership had helped from a brand perspective, said Martens, giving C&W a higher profile and helping when it came to inclusion in the likes of Gartner’s Magic Quadrant. The part of the agreement which had not worked out was for SAP to sell Thaler on SAP. This ceased with SAP’s change of management in financial services, he said. Now, C&W was seeking to engage SAP on a country-by-country basis, which was understandably proving easier in those countries, such as Belgium itself and neighbouring ones, where there were
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