Banks that have successfully targeted the small business segment earn better net interest margin (NIM) and return on assets (ROA) compared to banks who neglected the small business segment. The banks trying to gain a competitive edge and bigger share of the small business markets have to be cognizant of various behavioral, economic, regulatory and technological challenges.

Dallas, TX -- (SBWire) -- 05/23/2010 -- Twenty nine million small businesses currently operate in the U.S., and a major portion of these require financial solutions such as cash and credit management, trade financing, payroll processing and treasury services. Banks that have successfully targeted the small business segment earn better net interest margin (NIM) and return on assets (ROA) compared to banks who neglected the small business segment. The banks trying to gain a competitive edge and bigger share of the small business markets have to be cognizant of various behavioral, economic, regulatory and technological challenges. Banks need to design their product portfolio to match the requirements of the small businesses and also determine the best channel to deliver their products.

Browse in-depth TOC on U.S. Small Business Banking Trends http://www.marketsandmarkets.com/Market-Reports/small-business-banking-trends-191.html

To meet the high financial challenges, i.e. the cost of serving the small business owners, bankers are focusing on direct marketing. Acknowledging that the cost of serving new customers is almost 10 times the cost of serving existing customers, most small business bankers are involved in up-selling and cross-selling of services to the existing customers. The current economic environment has changed the landscape for small businesses. If banks want to succeed in this segment, they need to be better informed about small businesses wants and needs, provide the right product at attractive cost, and learn how to evolve their risk profile to accommodate a wider audience.

U.S. Small Business Banking Trends is a study of small businesses using banking products and the changing trends in small business banking. The study is designed to provide insights on the behavior and attitude of the small businesses towards the banking products offered by large as well as small banks.

Scope of the study

• Strategy formulation: The section talks about current and future trends in small business banking and addresses the key issues and opportunities in the small business banking industry. Detailed analysis of the various small business banking products such as online banking, merchant services, lending services, investing and insurance services, and HR solutions is provided so as to identify the usage, need and competitive strength. The section provides analysis of the key banks serving small businesses and discusses the market share of the key players.

• Business model: The section talks about the various market entry strategies followed by the success of small, medium and large banks in small business banking industry. With the help of case studies we review the various pricing and product strategies adopted by the key players.

• Vendor Analysis: To help banks select the most competitive service providers, the study provides an in-depth analysis of the vendors supporting banks to serve small businesses. Vendors are benchmarked across product complexity, features, price, return and customization to help you make the best choice for a service partner.

Analyst Briefing on Small Business Banking Trends in U.S. to be held on 23rd June 2010

The Banking and Financial services practice at MarketsandMarkets is pleased to announce its Analyst Briefing Presentation on Small Business Banking Trends in U.S.to be held on 23rd June 2010. The briefing on Small Business Banking Trends will benefit Banks, Non-banks and vendors offering banking solutions to this segment.

Table of contents

1. Executive summary
2. Introduction
2.1. Report purpose
2.1.1. Report catalyst
2.2. Report structure
3. Research objectives
4. Study methodology and sample
5. Strategy formulation
5.1. Key take away
5.2. Future of small business banking in U.S.
5.2.1. Relationship based lending for small businesses
5.2.2. Product bundling and innovative pricing to improve cross and up selling
5.2.3. Attracting deposits and improvising stronger credit risk management solutions
5.2.4. Changing role: Moving from service provider to strategic partners
5.3. Market definition
5.3.1. Industry overview
5.3.1.1. Defining small business
5.3.1.2. U.S. small business segmentation
5.3.1.2.1. Segment by business size
5.3.1.2.1.1. Micro business
5.3.1.2.1.2. Small business
5.3.1.2.2. Segment by industry/sector
5.3.1.2.3. Segment by ethnicity
5.3.1.2.4. Segment by demographics
5.3.1.2.5. Segment by geography
5.3.1.2.6. Segment by number of employees
5.3.1.3. Defining service providers market
5.3.1.3.1. Large banks
5.3.1.3.2. Small banks
5.3.1.3.3. Credit unions
5.3.2. Small business banking products and services
5.3.2.1. Online services
5.3.2.1.1. Online banking
5.3.2.1.2. Online deposits
5.3.2.1.3. Online brokerage
5.3.2.2. Mobile banking
5.3.2.3. Merchant services
5.3.2.3.1. Credit card
5.3.2.3.2. Remote deposit
5.3.2.3.3. Foreign exchange
5.3.2.4. Lending services
5.3.2.4.1. Business loans
5.3.2.4.2. Line of credit
5.3.2.4.3. Credit cards
5.3.2.4.4. Commercial Mortgage
5.3.2.4.5. Letters of credit
5.3.2.4.6. Construction loans
5.3.2.5. Banking
5.3.2.5.1. Checking
5.3.2.5.2. Savings
5.3.2.5.3. Business check cards
5.3.2.6. Insurance
5.3.2.6.1. Property and casualty
5.3.2.6.2. Group health
5.3.2.6.3. Business life
5.3.2.6.4. Agriculture
5.3.2.6.5. Identity theft protection
5.3.2.6.6. Personal
5.3.2.7. Investing
5.3.2.7.1. Money market accounts
5.3.2.7.2. Retirement and saving plans
5.3.2.7.3. Command asset program for businesses
5.3.2.7.4. Evergreen investments
5.3.2.7.5. Business financial planning services
5.3.2.7.6. Personal financial planning services
5.3.2.7.7. Retirement services
5.3.2.8. HR services
5.3.2.8.1. Payroll services
5.3.2.8.2. Employee insurance
5.3.2.8.3. Employee banking
5.3.2.8.4. Direct deposit
5.3.2.8.5. Retirement and savings plans
5.3.3. Key forces shaping the small business banking industry (this section will talk about the following)
5.3.3.1. Key drivers
5.3.3.2. Financial regulatory policies and regulations
5.3.3.2.1. Impact of financial services reform act
5.3.3.2.2. Impact of credit card reforms
5.3.3.2.3. Impact of debit card reforms
5.3.3.2.4. Impact of code of banking practices
5.3.3.3. Industry competition
5.3.3.3.1. Number of providers
5.3.3.3.2. New entrants
5.3.3.3.3. Product innovation
5.3.4. Key challenges faced by bankers
5.3.4.1. New account acquisition
5.3.4.2. Transformation
5.3.4.3. Customer retention
5.3.4.4. Underwriting
5.3.5. Key focus areas for small business banks
6. Business model
6.1. Business case on large sized financial service providers
6.1.1. Market entry strategies/model
6.1.1.1. Channel strategies
6.1.1.2. Product mix
6.1.1.3. Communication mix
6.1.2. Pricing strategies
6.1.3. Business risk analysis
6.2. Business case on mid to small sized financial service providers
6.2.1. Market entry strategies/model
6.2.1.1. Channel strategies
6.2.1.2. Product mix
6.2.1.3. Communication mix
6.2.2. Pricing strategies
6.2.3. Business risk analysis and risk mitigation strategies
7. Vendor analysis
7.1. Vendor selection
7.1.1. Key buying criteria
7.1.2. Key product features
7.2. Vendor benchmarking
7.2.1. Functional benchmarking
7.2.2. Commercial benchmarking
7.2.3. Tactical/strategic benchmarking
7.3. Vendor profiling
7.3.1. Online financial management tools
7.3.1.1. Intuit Inc.
7.3.1.2. Fiserv
7.3.1.3. Yodlee
7.3.1.4. S1
7.3.1.5. Jwaala
7.3.1.6. FIS
7.3.2. Credit risk management solutions
7.3.2.1. Moody’s KMV
7.3.2.2. Oracle
7.3.2.3. SAS
7.3.2.4. Algorithmics
7.3.2.5. Misys

To register for this briefing, please click here
http://www.marketsandmarkets.com/AnalystBriefing/small-business-banking.asp

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