Referenssimarkkinointi 2018 - MicroMedia
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Asiakasreferenssit sis辰lt旦pilareina tuotettaessa markkinointimateriaaleja koko ostoprosessille.
![Her辰t辰
kiinnostus
Opeta
ostamaan
Miksi
Ostaisin?
Miksi
teilt辰?
Vakuuta ja todista Tiedota
PASSIIVINEN
TILANTEEN
SEURANTA
TARPEEN
TUNNISTUS
TARPEEN
MRITYS
VAIHTO-
EHTOJEN
ARVIOINTI
SOPIVIMMAN
VAIHTOEHDON
VALINTA
VARMISTA
PARHAAT
EHDOT JA
TEE SOPIMUS
OTA
SOPIMUKSEN
PALVELUT
KYTTN
Figure 1. The step-by-step approach to centralizing cash and 鍖nance processes with a modern in-house bank.
PAGE 8 | IN-HOUSE BANK AT THE CORE OF PROACTIVE CASH MANAGEMENT
01
02
03
04
05
Managing corporate
bank account structure
Visibility to daily balance on company
and subsidiary level, reduced number
of banking partners.
Harmonized and automated internal pay-
ment processes, lower costs from avoiding
value date losses and transaction fees.
Centralized, controlled and cost-
ef鍖cient external payment process,
increased safety and fraud prevention.
Improved working capital management,
increased indepence of banks,
maximized cost ef鍖ciency.
Effective internal 鍖nancing, decreased
need for external loans.
5 STEPS
TO VISIBILITY AND CONTROL
WITH AN IN-HOUSE BANK
Streamlining
internal payments
Establishing Payments
on-behalf-of (POBO)
Establishing Collections
on-behalf-of (COBO)
Centralizing control
over 鍖nancing
Their goal is real-time visibility over
cash. An in-house bank gives the group
treasury the widest set of tools for
managing working capital efficiently,
increasing visibility and control of the
cash flow processes, and strengthen-
ing payment security and risk manage-
ment. The solution can feature different
levels of harmonization depending on
how deep of an integration between
the group and the subsidiaries is de-
sired, and depending on which func-
tions the treasury wants to control.
The implementation of an in-house
bank structure does not have to be
done all at once. In fact, the full central-
ization of cash and finance processes is
best built step-by-step [as illustrated in
Figure 1].](https://image.slidesharecdn.com/referenssimarkkinointi2018-171201063407/85/Referenssimarkkinointi-2018-MicroMedia-7-320.jpg)
Referenssimarkkinointi 2018 - MicroMedia
- 7. Her辰t辰 kiinnostus Opeta ostamaan Miksi Ostaisin? Miksi teilt辰? Vakuuta ja todista Tiedota PASSIIVINEN TILANTEEN SEURANTA TARPEEN TUNNISTUS TARPEEN MRITYS VAIHTO- EHTOJEN ARVIOINTI SOPIVIMMAN VAIHTOEHDON VALINTA VARMISTA PARHAAT EHDOT JA TEE SOPIMUS OTA SOPIMUKSEN PALVELUT KYTTN Figure 1. The step-by-step approach to centralizing cash and 鍖nance processes with a modern in-house bank. PAGE 8 | IN-HOUSE BANK AT THE CORE OF PROACTIVE CASH MANAGEMENT 01 02 03 04 05 Managing corporate bank account structure Visibility to daily balance on company and subsidiary level, reduced number of banking partners. Harmonized and automated internal pay- ment processes, lower costs from avoiding value date losses and transaction fees. Centralized, controlled and cost- ef鍖cient external payment process, increased safety and fraud prevention. Improved working capital management, increased indepence of banks, maximized cost ef鍖ciency. Effective internal 鍖nancing, decreased need for external loans. 5 STEPS TO VISIBILITY AND CONTROL WITH AN IN-HOUSE BANK Streamlining internal payments Establishing Payments on-behalf-of (POBO) Establishing Collections on-behalf-of (COBO) Centralizing control over 鍖nancing Their goal is real-time visibility over cash. An in-house bank gives the group treasury the widest set of tools for managing working capital efficiently, increasing visibility and control of the cash flow processes, and strengthen- ing payment security and risk manage- ment. The solution can feature different levels of harmonization depending on how deep of an integration between the group and the subsidiaries is de- sired, and depending on which func- tions the treasury wants to control. The implementation of an in-house bank structure does not have to be done all at once. In fact, the full central- ization of cash and finance processes is best built step-by-step [as illustrated in Figure 1].