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Peter Chan December 15 th , 2003

The Development Bank of Singapore. Corporate Finance Division. Peter Chan December 15 th , 2003. Singapore Based - Universal Banking Model. Growing into other Asian Regions. Traditional consumer and commercial banking contribute stable source of income

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Peter Chan December 15 th , 2003

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  1. The Development Bank of Singapore Corporate Finance Division Peter Chan December 15th, 2003

  2. Singapore Based - Universal Banking Model • Growing into other Asian Regions • Traditional consumer and commercial banking contribute stable source of income • Advisory Fees from Investment Banking, Market Making & Trading Revenues provide upside • Key Player in Singapore Capital Markets

  3. Specific Issues For the Corporate Finance Division • IPOs / plain vanilla bond origination in Singapore is extremely competitive. • Strong Retail Investor distribution, but Institutional Investor distribution is key • Acquisition of Commercial Banks in the region present cross selling opportunities for corporate finance services • Asset Securitization • M & A advisory services • Performance measured at 2 levels • Department: Market Share / League Tables, Revenue Targets • Individuals: Relative to peers & Relative to individual performance targets Productivity is secondary – as long as the job gets done by the deadline • Quality Control measures adopted • Internal: Presentation Material (pitch-books), Legal Counsel • External: Subsequent Referrals from Clients for advice • Processes vulnerable to operational risk • People Risk: miscommunication with Sales Desk, Credit, absenteeism • Process Risk: financial & legal due diligence,

  4. Recommendations / Suggestions for Change “Balanced Scorecard Approach” • Financial (Shareholder’s Perspective) • Risk-Return approach in undertaking “commoditized” ECM / DCM deals • Headcount could have been reduced • Customer • Expand Institutional distribution capabilities in regional countries • Leverage securitization expertise • Use balance sheet capability selectively for more profitable transactions • Expand client coverage as foreign investment banks have downsized • People / Learning Growth • Hire key bankers & sales people from foreign banks • key bankers & sales people from foreign banks • Internal Business Processes • Foster better communication between all internal parties involved

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