Activity (2) Practical Skills

STUDENT NAME: AZLAN RIAZ
DATE: 29/03/2024
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Activity Two – Practical Skills Task (NAT10849003)
(Intermediary Evaluation Matrix Of Banking

business)
Preamble: Matrix for Intermediary Evaluation
To achieve strategic alignment and operational excellence, we implement the Intermediary

Evaluation Matrix (IEM) as a crucial instrument within our organisational structure. The
evaluation and enhancement of intermediary relationships assume greater significance as
we traverse the ever-evolving business environment. The IEM functions as a methodical
framework for assessing the effectiveness of these collaborations, guaranteeing that they
are in perfect harmony with our overarching business strategy and goals.
Context and Objective:
The primary objective of developing the Intermediary Evaluation Matrix is to improve the
effectiveness of intermediary interactions while also strengthening the adaptability of our
business model to changing market conditions. Fundamentally, the IEM pertains to the
critical requirement of methodically assessing and improving our engagements with
intermediaries, including but not limited to suppliers, distributors, and service providers.
Our objective is to promote sustainable growth by fostering mutually beneficial
relationships, mitigating risks, and capitalising on opportunities. Consistency with the
business model: The foundation of our business model lies in the fundamental values of
customer-centricity, value generation, and operational excellence. The Intermediary
Evaluation Matrix functions as a strategic facilitator to advance our organisation by being
closely aligned with these principles. By incorporating rigorous assessment criteria and
performance metrics into the IEM, we guarantee that the involvement of intermediaries is
not only consistent with our business model but also significantly contributes to its progress.
Enhancing Operational Efficiency and Mitigating Risks: Priority number one in a competitive
marketplace is operational efficacy. By streamlining the intermediary evaluation process,
the IEM facilitates the identification of inefficiencies, redundancies, and improvement
opportunities. Through the promotion of transparency and accountability, this matrix
enables us to make well-informed decisions that maximise the utilisation of resources and
improve overall performance. Furthermore, through the methodical evaluation of the
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hazards linked to intermediary partnerships, we can actively reduce possible disturbances
and protect our corporate concerns.
Ongoing Development and Flexibility:
In the constant evolution of business environments, adaptability and continuous

development are required. This philosophy is exemplified in the Intermediary Evaluation
Matrix, which promotes a culture of adaptation and learning. By means of routine
evaluations and modifications, we guarantee that the IEM continues to be adaptable to
changing market conditions and organisational requirements. By prioritising agility and
refinement, our organisation is not only able to overcome obstacles but also seize emergent
prospects, thereby ensuring long-term success. In summary, the implementation of the
Intermediary Evaluation Matrix into our organisational structure constitutes a crucial
strategic necessity. By ensuring that intermediary engagements are in line with our business
model, we can improve operational efficiency, promote adaptability, and establish a solid
foundation for attaining sustainable growth and a competitive edge. By means of
conscientious execution and continuous improvement, we are positioned to unveil novel
pathways of value generation and fortify our standing as a frontrunner in the industry.
Intermediary Evaluation Matrix Of Banking Business
Business Valid Opportunities Expected Any non-valid

model of intermediary for disinter- benefits of (non-critical)
banking roles mediation the disinter- additional
building mediation value that
blocks opportunity the
intermediary
brings
Value Providing Peer-to-peer Lower fees, Brand

Proposition financial services lending greater recognition,
such as loans, platforms, transparency, trust,
deposits, decentralized faster customer
investments, and finance (DeFi) transactions service
payment services protocols
Customer Retail customers, Direct access Tailored Relationship

Segments small businesses, to financial services, management,
corporations, markets personalized advisory
institutional through experiences, services
investors digital cost savings
platforms
Channels Branches, online Online-only Convenience, Physical
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banking banks, fintech accessibility, presence,
platforms, mobile apps, 24/7 customer
apps, ATMs blockchain- availability service
based
platforms
Customer Personalized Automated Efficiency, Relationship

Relationships assistance, chatbots, scalability, managers,
account robo-advisors lower costs personalized
management, assistance
advisory services
Revenue Interest income, Fee-less or Cost savings Cross-selling

Streams fees for services, low-fee for opportunities,
commissions financial customers, premium
services increased services
platforms market share
Key Capital, Cloud-based Scalability, Brand

Resources technology services, efficiency, reputation,
infrastructure, blockchain lower network
regulatory technology operational effects.
compliance. costs
Key Activities Risk Smart Reduced Human

management, contracts, human error, expertise,
lending, algorithmic increased decision-
investment trading speed, lower making
management, costs
compliance
Key Collaborations Direct access Access to Brand

Partnerships with other to financial expertise, alliances,
financial markets expanded shared
institutions, through market resources.
technology technology. reach,
providers, regulatory
regulatory compliance
bodies.
Cost Operational Automation, Reduced Branding and

Structure costs, regulatory decentralized overhead, marketing
compliance systems. increased expenses,
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expenses, efficiency, employee
technology lower fees training.
investments. for
customers
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STUDENT NAME: AZLAN RIAZ

(Intermediary Evaluation Matrix Of Banking

To achieve strategic alignment and operational excellence, we implement the Intermediary

Context and Objective:

Version 1.0 22.04.2020 1

Ongoing Development and Flexibility:

In the constant evolution of business environments, adaptability and continuous

Intermediary Evaluation Matrix Of Banking Business

Business Valid Opportunities Expected Any non-valid

Value Providing Peer-to-peer Lower fees, Brand

Customer Retail customers, Direct access Tailored Relationship

Channels Branches, online Online-only Convenience, Physical

Version 1.0 22.04.2020 2

Customer Personalized Automated Efficiency, Relationship

Revenue Interest income, Fee-less or Cost savings Cross-selling

Key Capital, Cloud-based Scalability, Brand

Key Activities Risk Smart Reduced Human

Key Collaborations Direct access Access to Brand

Cost Operational Automation, Reduced Branding and

Version 1.0 22.04.2020 3

Version 1.0 22.04.2020 4

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