{"id":76168,"date":"2025-06-30T16:37:03","date_gmt":"2025-06-30T16:37:03","guid":{"rendered":"http:\/\/smebanking.news\/ru\/?post_type=product&amp;p=7452"},"modified":"2025-06-30T16:37:03","modified_gmt":"2025-06-30T16:37:03","slug":"7452-swiss-banking-2017-2","status":"publish","type":"product","link":"https:\/\/smebanking.agency\/platform\/report\/7452-swiss-banking-2017-2\/","title":{"rendered":"Swiss Banking 2017"},"content":{"rendered":"<p>Even shocks such as negative interest rates, increasing capital and liquidity requirements, and decreasing loan growth rates did not have a significant negative impact on the overall profitability of the Swiss domestic banking market in the period from 2011 to 2016.<\/p>\n<p>However, we do see several underlying weaknesses in the current position, as follows:<\/p>\n<ul>\n<li>Valuations have continuously declined for quoted domestic banks, indicating that investors are no longer willing to pay a premium for banks with the existing business model.<\/li>\n<li>Near-stable interest rate revenue has been achieved only through a substantial balance sheet expansion, and sometimes through increasing risk related to Asset Liability Management (ALM). These factors compensate for declining interest rate margins.<\/li>\n<li>Structural costs have increased in a progressively more digitalized world.<\/li>\n<li>The business model and cost structure rely on significant loan growth in excess of expected nominal GDP growth.<\/li>\n<\/ul>\n<p>Moreover, we anticipate a number of future challenges which might exert a negative impact on the Swiss domestic market. Banks must get ready to tackle the challenges below:<\/p>\n<ul>\n<li>New players in the core mortgage business with a better refinancing position and therefore a significant cost advantage (such as insurance companies or pension funds).<\/li>\n<li>Transformation of the traditional client interaction channels, such as through a Swiss equivalent to the Second Payment Service Directive (PSD2).<\/li>\n<li>High investment and maintenance costs to achieve cutting-edge customer experience in the digital area.<\/li>\n<li>Possible risk of Fintech competition, especially by foreign players which can transfer their European or Global solutions to Switzerland with a scale advantage.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p><em>Room for improvement<\/em><\/p>\n<p>Swiss domestic banks, namely the Swiss units of UBS and Credit Suisse, Kantonalbanken, Raiffeisenbanken, regional banks, and other retail-focused banks have managed to maintain their profitability in a challenging negative interest rate environment. They reported aggregated equity returns of 5.7% in 20161. When adjusted for the over capitalization of these banks, this still translates into a small positive economic profit after accounting for capital costs.<\/p>\n","protected":false},"featured_media":48031,"template":"","meta":{"pmpro_default_level":"","tdm_status":"","tdm_grid_status":""},"product_brand":[],"product_cat":[766,2347],"product_tag":[],"class_list":["post-76168","product","type-product","status-publish","has-post-thumbnail","product_cat-strategy-en","product_cat-study-library","pmpro-has-access","first","instock","shipping-taxable","product-type-external"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Report Swiss Banking 2017<\/title>\n<meta name=\"description\" content=\"Swiss domestic banks, namely the Swiss units of UBS and Credit Suisse, Kantonalbanken, Raiffeisenbanken, regional banks, and other retail-focused banks have managed to maintain their profitability in a 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