How did Citibank get European retail banking so wrong
According to Reuters Citibank is looking to pull out of consumer banking in a number of countries beyond Pakistan, Paraguay, Romania, Turkey and Uruguay, which they announced in December 2012. The withdrawal is all part of new CEO, Michael Corbat’s strategy to get Citibank back into shape.
The reasoning given behind the withdrawals is that these are countries where Citibank has not managed to build sufficent market share to be a significant player or to make sufficient profits from. This is not unlike the argument that ‘the world’s favourite bank’, HSBC has been making for some time (see http://www.itsafinancialworld.net/2011/05/hsbc-goes-back-to-its-roots.html ). However where HSBC has from its beginning been a bank that supports world trade and has successfully leveraged its global brand this is not what Citibank has done with its consumer banking strategy, particularly in Europe, but also across the globe.
When Citibank has entered a European country it has not been part of a joined up global or European strategy, it has been on a country by country basis. It has usually led with either its Citifinance, the finance house brand, or a mix of Citifinance and its mass affluent brands.
One of the challenges with entering with a finance house brand is that in many markets it tends to attract customers that cannot get a loan from their main bank or they have to compete on price. This has proved to be the case in a number of the countries that Citibank is looking to address.
Citibank with its Citiblue and CitiGold segmentation was aiming to attracted the premier banking segments, but this was in many ways conflicted by leading with the unsecured loan product.
Citibank has tended to enter these markets with a standard offering not tailored to the local market and not recognising the nuances of these markets. In Germany, for instance, the tendancy of customers to have their current account and savings with a local or regional savings bank, meant that Citibank has, to a large extent, ended up with a loans business that is made up of customers that the local German banks would not lend to, resulting in a low quality book. Citibank as long as it wanted to leverage the power of the global brand was never going to be seen as a domestic bank, so in Germany the strategy it adopted was to compete on price and/or availability of lending.
In Spain, one of the most over-banked countries, where it feels like every other high street outlet is a bank branch (or at least until the financial crisis) and where there has been a lot of innovation in branch formats, Citibank opened very standard, unappealing branches. Going to a bank in Spain is often a social event, but the standard design that Citibank chose to deploy meant that from the street visibility into the branch was minimal and far less welcoming than their local rivals. Without branch footfall in Spain it is difficult to compete in consumer banking.
Citibank failed to recognise in Europe that one of its brand’s greatest strength is its global nature and its payments infrastructure. If Citibank had recognised the entrepreneurial flair of European migrants and the share of their wallets that flows from and to the home countries, then their market share of consumer and SME banking could have been far higher. This was an offering many of the local domestic banks which tend to be inter-country regional in their focus could not compete with.
Focusing on the migrant and ex-pat markets could have produced a far more successful result. However in Germany in particular the focus was firmly on the local German and certainly not on the migrant market.
For instance Turkey, one of the countries that Citibank consumer banking is pulling out of, has one of the most vibrant and innovative banking sectors with a young, educated, increasingly affluent population. It also has a large number of its citizens living in Germany and the UK, many of which are sending money back to Turkey on a regular business. Many of the Turkish living in their adopted countries are successful businessmen ideal targets for the wealth offerings that Citibank is a very strong in. Targeting those Turkish in Germany could have been a very successful model for Citibank, particularly with the receiving bank being Citi.
Equally there are a lot of Pakistanis living and working in the UK and the Middle East with very high levels of remittances going back to Pakistan. There a lot of wealthy Pakistani entrepreneurs investing in a range of industries including real estate and leisure,. Many Pakistanis are well educated and mobile. Again this is a country that Citibank is withdrawing from.
This missed opprtunity is not limited to Europe. In Latin America many Spanish people live and work and with the increasing financial crisis in Spain, whereas it used to be that Latin Americans working in Spain were sending money back to their home countries the flow of remittances is now going the opposite way from ex-pats back to Spain.
The failure of Citibank to gain market share in consumer banking across the globe is not because these markets are unattractive or too competitive but it is the failure of Citibank to recognise the value of its global brand, the strengths of its payments infrastructure and its failure to think globally and execute locally. It is an opportunity that others will step into reducing Citibank to a minor player in consumer banking.