Dual
banking leverage model
Muhammad Shodiq; The sharia and microfinance academy head of Bank
CIMB Niaga
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JAKARTA
POST, 17 November 2014
Indonesia’s banking sector is characterized by a growing economy, with
a population of 250 million, increasing per capita income (US$3,500), high
financing margins and low banking penetration (loan to gross domestic product
[GDP] ratio of 26 percent).
Islamic commercial banks had Rp 250 trillion ($21 billion) in assets in
June 2014, expected to grow to $100 billion plus by 2018 at a four-year
compound annual growth rate of 37 percent. Islamic bonds had $15.48 billion
in June in 2014 (government bonds $14.9 billion and corporate bonds $0.58
billion). Total Islamic commercial and investment bank assets amounted to
$36.48 billion in June 2014.
The Dual Banking Leverage Model (DBLM) is a business model that was
first introduced by CIMB Group in 2005. The Islamic division of a financial
institution leverages on and operates parallel to its conventional platform.
Some sharia units act as the Islamic banking window of conventional
commercial banks. There are at least three benefits for banks that apply this
model.
First, it allows the sharia unit
to utilize the full resources and infrastructure of the conventional bank
without raising additional unnecessary costs, through engagement and
economies of scale. Second, it fosters close cooperation between relevant departments,
emphasizing synergy and integration throughout the bank.
As a result, the potential effects of diseconomies of scale are
minimized. Third, this model provides bank customers with the convenience of
enjoying both Islamic and conventional banking offerings at all branches.
The implementation of the DBLM, which has a meaningful role in boosting
the performance of sharia bank units, requires well-defined strategies that
focus on three main areas, building awareness among both employees and customers,
ensuring sharia compliance fulfillment and internal coordination across
functions related to key performance indicators (KPI), products offered and
the process.
The first task is to identify
the nature of the Islamic banking system and products that are appropriate
for and easily understood by customers.
There needs to be an exploration of strategies that make sure all
employees understand basic sharia principles, the products offered and ways
to sell them.
The second task is putting in place the comprehensive sharia compliance
framework, especially for the conventional branches offering Islamic banking
products.
With support of the distribution network, as well as a reliable
electronic channel owned by the conventional bank, the sharia unit has the
power to penetrate larger markets compared to other Islamic banks, even to
conventional banks.
An existing customer base can be developed to use the facilities of
sharia, while meeting the needs of major clients in transactional banking. In
this way, customers can try out Islamic banking gradually.
To achieve the expected target, the establishment of appropriate KPIs
is required. KPIs are determined through a clear target and consistency with
a timetable. ●
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