The Sales League Table Methodology

IBS SLT team reaches out to all banking technology system suppliers and ask them to provide us with a list of the new name deals for the year. Supplier-solutions are ranked on the basis of the number of new-name-customer wins by the suppliers in the reporting year, for that solution offering. New name implies to new customers, and not sales to existing customers (upgrades, additional modules, new sites). The sales are to be only to financial institutions, and deals signed with corporates – even if it is for the same solutions, are not counted.

The ranking of SLT is based on the number of sales carried out, and not determined by the deal value. We recognize that the value of the deal signed is not only confidential, but is also contextual to the markets, is highly subjective and can remain unverified. The basis of ranking is therefore strictly on the basis of verifiable and well reported information, viz. the number of deals signed with new-name-customers.

Suppliers provide the names of the customers, as a part of the verification process which is key to the methodology. While suppliers are allowed to submit their new name wins selectively on an off-the-record basis (in which case they are kept confidential, unless they are already referred in the public domain), each of those claims get to be verified through a number of means. Submissions without names are not considered to be part of SLT. The panel conducts a cross-checking of all the claims, including with the previous years’ wins, with all known deals as profiled in the proprietary knowledgebase, IBSI Sales Vision, and then come up with a definitive total for each system. A small number of suppliers do not made their submissions in selective years – in which case, their totals are number of known wins and this is highlighted by an asterix.

The Sales League Table is divided into two categories. Conventional back office systems and new focus area systems. The conventional back office systems include

  • Universal Banking Systems (Deals related to solutions | catering to end-to-end universal banking which addresses all areas of the bank)
  • Wholesale Banking & Treasury Systems (Deals related to solutions | covering wholesale banking, primarily Treasury Back office)
  • Retail Banking (Deals related to solutions | focused only on Retail banking. If the solution addresses both retail & wholesale, this is reported as Universal banking)
  • Private Banking (Deals related to solutions | focused on private banking and wealth management)
  • Lending (Deals related to solutions | focused on loan origination, loan management & collections)

Additionally, Islamic banking transactions are profiled separately. The new focus area systems include the following:

  • Investment and Asset management (Deals related to solutions focused on institutional fund management and investment management)
  • Digital Banking Channels (Deals related to solutions | focused purely on digital banking which includes one or more of the following: retail Internet banking, corporate internet banking, mobile banking)
  • CRM (Deals related to solutions | focused on customer relationship management)
  • Payments and Card management (Deals related to solutions |pertaining to institutional payments, payment hubs and credit card management)
  • Compliance & Risk Management (Deals related to solutions | focused on market, credit or operational risk)

Suppliers need to make separate submissions for each of the above categories, and for each solution offering in each category. For example, should a supplier have two different solutions that are being sold in the same category, each of those solution sales are represented separately. The ranking is made for each solution, and consolidated across solutions. Critical to note here, the ranking is that of the supplier-solution, not just the supplier alone.

The analysis is limited to the banking technology system suppliers in the identified 10 categories, so those with niche back office systems (for a single space such as futures and options), or those that sell in other areas of those that are based on services are excluded.

International vs Domestic deals
Deals with multiple small customers by local players in domestic markets such as micro-finance banks in India and community banks in the US misleadingly skew the results. These have proliferated a large number of domestic solutions, and as a result the suppliers of these would see artificially inflated results which would not reflect what the Table is all about: international competitive sales. Therefore, we have a series of domestic sales league tables, focused on US, India and Russia, where the deals done by local players for domestic clients are separately. profiled.

However, wherever the supplier can evidence the fact that it has won the deal as an international tender that included competitive bids by global suppliers, the deal get counted as part of the International SLT, but of course, would not be double-counted in the domestic SLT.