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非传统的Goodwin先生
作为“弗雷德碎片，”一种冷酷的成本切割机，当他加入苏格兰皇家银行时，首席执行官弗雷德·古德温正在与他人带入折叠的Natwest。他可能正在为有利可图的银行合并编写新的比赛。
作为“弗雷德碎片，”一种冷酷的成本切割机，当他加入苏格兰皇家银行时，首席执行官弗雷德·古德温正在与他人带入折叠的Natwest。他可能正在为有利可图的银行合并编写新的比赛。
Jane Adams.
2001年8月
亚博赞助欧冠机构投资者Magazine
弗雷德·古德卫生于1998年加入苏格兰皇家银行集团，致力于煮沸成本砍伐，他赚了两年的行政长官，曾在两年内夺取了Clydesdale银行的周转，该银行的苏格兰银行集团的困扰子公司。他及时有机会辜负他的绰号，“弗雷德碎片，”当RBS在凶猛的收购战斗后买了较大的国家威斯敏斯特银行。
2000年3月6日，当天截止了20亿英镑（30亿美元）的交易，Goodwin来自副首席执行官，将庞大的机构集团首席执行官负担着冗余的人员配置和重叠的基础设施。通过对臃肿的Natwest的更有效的系统和程序来提高底线和股东回报，获得底线和股东回报的机会。
如此雄心勃勃的目标，所以雄心勃勃地进行了碎片。到12月31日，提前提前，该公司已经取得了6.53亿英镑的英镑目标储蓄，其中大部分通过裁员：18,000名计划的工作削减（雇用99,000人），rbs截止了13,000在2000年。这有助于使Goodwin的目标是今年的50亿英镑的税前利润，但某些情况：RBS在上半年获得了27亿英镑。（它去年赚取了44亿英镑，前摊销约10亿英镑的摊销和整合成本。）
Goodwin的动作遵循标准问题Postmerger Playbook，使收购者能够证明他们支付的高价格。但是，在其他批判方式中，43岁的首席执行官被证明是常规的，避免攻击通常的目标：零售和小型商业银行等人员部门等部门。专注于收入增长和储蓄的收入增长，Goodwin夺走了客户服务的支出，其他银行已削减。短期，这些银行甜蜜地甜蜜，令人愉悦的投资者，但他们将增长发育不良，因为不满的客户逃离。Two poorly executed U.S. deals - Wells Fargo & Co.'s 1996 acquisition of First Interstate Bancorp and First Union Corp.'s 1998 takeover of CoreStates Financial Corp. - left the surviving banks reeling from massive customer defections (10 to 20 percent in some retail markets) and vulnerable to takeovers. (Wells was bought in 1998 by Norwest Corp.)
"Going against the prevailing wisdom has worked for us," says Goodwin, who last month plunked down $2.1 billion to buy the retail banking arm of U.S.-based Mellon Financial Corp. "I don't mind what our costs are, and I don't mind how many people we employ, as long as they are in the right proportion to our total income." During the 1990s, he likes to point out, RBS's costs grew faster than any other U.K. bank's, but its income grew even faster, improving its efficiency. "That's the model we're embarked on just now," he says.
"The 'Fred the Shred' tag must intensely annoy him, because he would say that the whole purpose of the NatWest transaction was to extract revenue from an underleveraged NatWest franchise," says Simon Samuels, head of U.K. bank research at Schroder Salomon Smith Barney. He praises Goodwin for taking a longer view: "The cost-cutting is a three-year freebie - nice to have, but it does not dominate the strategy."
根据SSSB分析，对收入增长和成本降低的后期前景，RBS-Natwest将提供比其他最近的U.K.银行交易，包括Barclays的合并，包括Barclays与苏格兰银行等待的哈利法克斯购买。Goodwin本人拥有，在购买Natwest的一年内，RBS已经提取了比Lloyds Bank在与受托人储蓄银行合并以来的五年内的更多储蓄。
In addition, RBS is delivering some investor-pleasing numbers. At a recent £16, RBS's share price was double its level when the NatWest merger closed. The company's shares are flat this year; the Financial Express Prestel U.K bank sector index has fallen about 10 percent. With £320 billion in assets and more than 2,200 branches, RBS boasts a market capitalization of £44 billion, second among British banks only to HSBC Holdings' £75 billion. In the U.K., RBS ranks first in corporate lending and deposits, private banking, offshore banking, supermarket banking and credit card processing for merchants. It is second to Barclays in retail market share and credit cards issued.
Pushing an agenda that he pointedly labels "another way," Goodwin has won over skeptics who doubted that the old RBS - a solid performer but hardly world-class in terms of market cap or global reach - could bring a sprawling and troubled London clearing bank in tow. "Goodwin is extremely hands-on and extremely sales-, product- and relationship-driven," says Anik Sen, European bank research chief for UBS Warburg. "He's not a manager who runs the bank only by numbers."
现在RBS似乎是为Postmerger性能的新标准设置，当市场厌倦了银行合并伙伴以满足预测的时间时。分析师对Goodwin的战略愿景成功的信贷众多成功，其中包括四个非常规的智慧。
银行在分支机构
“像树枝这样的客户。甚至没有像在需要的地方一样进入分支的顾客，”如果需要，他们可以去的分支机构，“Goodwin说。
Most bankers would agree, even if many of them once thought the clicks of the Internet would lower the cost of bricks-and-mortar retail banking. In mergers, however, few would refrain from taking advantage of overlapping retail networks to close less-productive offices. RBS had far fewer branches in the U.K. than NatWest did, but it had hundreds of opportunities to consolidate when its postmerger branch total soared from 648 to nearly 2,300. (In Central London alone there are at least three sites where NatWest branches neighbor or face RBS branches, and many more where they are only a block or two apart.) As part of its vain takeover defense, NatWest itself had planned 200 branch shutdowns.
但是善意拿了一头钉。他停止了中游的Natwest关闭（至少35次被百次百次百次），并使不再有更多。他在Natwest的品牌中看到了巨大的价值，害怕疏远忠诚的客户。即使是闭合的最明显的目标 - 例如，rbs和natwest在任何特定的高街道上竞争分支机构 - 被避免了。
“你考虑结束一个分支的最后一个情况就是你已经并排两个的地方。这是客户做出选择的最明显的情况，”Goodwin说。“如果我们来说，我们会说我们闭上他们的分支机构，他们最有可能与别人一起银行，因为我们正在推翻他们的愿望。”
相反，他旨在提高Natwest的客户满意度，这落入了该国中RBS第1号的调查。为了维修纳维斯特的良差，良好的服务，善意派出了1,000名“客户顾问”到薄的人员分公司。他预算了1.5亿英镑来翻新这些地点。
The moves fit the RBS vision, set out by Goodwin's far-sighted predecessor, Sir George Mathewson, of promoting multiple brands and identities. Mathewson's "strategic options" approach assumed that no single bank could be all things to all customers but that it could gain leverage through a varied portfolio of corporate structures and brand names. So RBS kept the NatWest identity, as it has those of NatWest's Coutts & Co. and Ulster Bank subsidiaries. Its joint venture with the Tesco supermarket chain doesn't display the RBS name at all.
“客户喜欢不同的东西。品牌确实有力量，”Goodwin说。“为我们作为一个团体有一个品牌并尝试并将每个人都融入其中，似乎是一个更困难的模式。”
让他们呼唤
“银行在他们对世界的看法中得到了这种情况，即在本组织的感知利益和客户的利益中完成了事情，”Goodwin说。“我们认为自己是在客户满意的业务中。”
考虑RBS的电话呼叫方法。许多银行在驱动器中削减成本，将客户推出了分支机构或互联网或互联网，以自动化尽可能多的联系人。询问现在通过自动化语音响应系统进行常规回答，该系统较低的人员和相关的支架成本。
Smart idea? Not to Goodwin. He worries about skimping on contact with customers and says he is adding staff to RBS call centers. That helps to explain why RBS spent £12 million more last year than in 1999 on customer-support operations, bringing the total to £350 million, while other expense categories, including information technology and companywide staffing, were down. (Total costs, inflated by the merger, rose 1 percent in 2000, but they fell 1 percent in the first half of this year.)
“我们希望客户喜欢的电话银行，而不是他们忍受的东西，”Goodwin说。
与集中式电脑的竞争对手不同，RBS发布其分支机构的电话号码，以便客户可以直接与他们联系。在合并之前，Goodwin说，“Natwest是最糟糕的”，允许呼叫者进入他们的分公司银行家。
为了强调服务和收入的重要性，Goodwin说他想提出“每个电话收入”的测量，而不是依靠成本度量。“客户正在告诉我们他们想和一个人交谈。我们必须确保我们做客户想要的，而不是通过技术驱动的事情，”Goodwin增加。
不恐慌在低迷
"You can't just roll along with the good times, do lots of business and then go back into your burrow," says Goodwin. "You've got to be looking for business all the time."
当然，更容易说的是。虽然Premerger RBS主要是零售银行，但Goodwin在Natwest的商业银行中看到了很大的机会。这是一个巨大的商业：去年该单位贡献了27亿英镑的毛利利润，约如于从U.K.零售活动所赚取的RBS。与合并，RBS联合企业银行和资本市场进入一个与该国中等和大型企业中三分之一的关系。
RBS每月通过信贷委员会批准将5000个公司贷款申请投入批准。大多数大型银行 - 娜特韦斯特是其中 - 不要去这场麻烦，只向一名高级委员会发送一个相对少数的大量信贷。这表明RBS即使在风险评估过程中也希望实践客户联系;银行在几天内致力于获得大部分答案。
“这是关系驱动的，”UBS Warburg的Sen说合并的公司银行的方法。“这是对客户的理解，愿意与客户合作，并逐一地拍摄每个命题，而不是在自上而下的宏观视图上运行它，这就是纳维斯特如何运行他们的业务。”
在许多银行正在迁移资产负债表中的资产时，RBS正在接受更多地 - 一个原因是今年前六个月的损失规定持续了14％。虽然其他风险投资者正在舔他们的DOT-COM伤口，但该银行正在加强对私募股权和风险投资的承诺。1月RBS通过新创建的皇家银行冒险，在二阶技术，媒体和电信投资中专用了1.5亿英镑超过3年。
RBS还在加入美国资产：Mellon金融收购将增加60亿美元的RBS普罗维登斯，罗德岛的子公司，公民财务集团的320亿美元资产负债表。
专注于工厂
In many mergers the back office provides easy pickings for expense reductions. But there is always a risk of moving too quickly, alienating employees and, in the worst case, customers.
与Natwest，Goodwin接受了后台合并的Postmerger原则，但扭曲了。像许多收购者一样，RBS快速确定了哪两个银行的系统中哪一个 - 几乎总是自己的 - 并设定了拥有单个操作平台的目标。（有些银行从未到达过：Lloyds TSB的整合仍然是一项正在进行的工作，美国机构等美国机构等公司和银行一股公司已经与不同的系统摔跤。）
但是，Goodwin和RBS不仅致力于单一技术平台，具有共同的流程和产品，以确保规模经济。他们形成了一个集中管理的加工和技术单位，并给予了一个明确的授权，以便尽可能地结合和简化从支票和ATM处理到电信管理到购买和采购供应的电信管理。Goodwin被称为这个师“制造业” - 一个无人中的冠军，在银行业中无处可去。尽管他的功利术语，他认为制造业作为竞争武器，提高效率和银行更多收购的能力。
Goodwin的工厂使他能够超越他的时间表，以便从他所谓的重叠费用类别所谓的“重复数据删除”中储蓄。七个Natwest和两个RBS处理中心（在89个完整的后台地点）被关闭，占与合并相关的成本减少20.4亿英镑 - 近三分之一的储蓄占通过12月31日确定的储蓄。预计重复数据删除福利将增加合并三年内达到6亿英镑。
由NatWest资深马克·费舍尔时所用turing division took control of NatWest's branch operations in about seven months, five months sooner than originally scheduled. It also took charge of the 550-employee call-center operation. And it tamed a costly beast: NatWest's premerger efficiency ratio was an astoundingly high 69 percent. In other words, it cost 69 cents to produce $1 of revenue - at least 15 cents more than what most analysts consider acceptable for big banks. The cost-to-income ratio of the postmerger RBS stands at 48 percent, down from 56 percent a year ago.
RBS的公民子公司将适用于匹兹堡的Mellon的相同制造方法，其成本比率为63％。来自新英格兰的扩大，公民将加倍其分支网，占地345名梅隆办事处，4100名员工和134亿美元的存款。RBS项目将公民54.9％的比例降至51.8％ - 如果没有分支机构关闭。
Centralization brings an added financial-reporting benefit: a clean accounting of expenses. In 2000, RBS manufacturing costs totaled £1.7 billion, down a pro forma 11 percent from 1999. That goes straight to the corporate bottom line, and business units aren't charged - or blamed - for things that are beyond their ability to control.
瑞银瓦斯伯格的森说：“Goodwin在U.K.银行业务，没有分配给各个部门的制造成本。它反映了不仅仅是将业务超额过量，不直接分配。”
THE NUMBERS CONTINUE TO VINDICATE
Goodwin的成本削减韧性和客户友善的融合。预览其中年盈利报告将于本月到期，RBS于7月份表示，税前前一半的利润，摊销和整合成本将上涨37％。净收入将增加14％。
Goodwin拒绝将他的观点和方法归于任何特定的个人素质 - 或任何特殊的企业战略。他说，他的Modus Operandi归结为让自己在顾客的鞋子里，这意味着经常进入他的经理面孔。“如果我没有了解我们的企业如何工作，我很难完成我的工作，”他说。
随着以细节为导向的，不合实的风格，商业公司可能会证明银行合并因单独成本削减而没有意义。
Jane Adams.
2001年8月
亚博赞助欧冠机构投资者Magazine
弗雷德·古德卫生于1998年加入苏格兰皇家银行集团，致力于煮沸成本砍伐，他赚了两年的行政长官，曾在两年内夺取了Clydesdale银行的周转，该银行的苏格兰银行集团的困扰子公司。他及时有机会辜负他的绰号，“弗雷德碎片，”当RBS在凶猛的收购战斗后买了较大的国家威斯敏斯特银行。
2000年3月6日，当天截止了20亿英镑（30亿美元）的交易，Goodwin来自副首席执行官，将庞大的机构集团首席执行官负担着冗余的人员配置和重叠的基础设施。通过对臃肿的Natwest的更有效的系统和程序来提高底线和股东回报，获得底线和股东回报的机会。
如此雄心勃勃的目标，所以雄心勃勃地进行了碎片。到12月31日，提前提前，该公司已经取得了6.53亿英镑的英镑目标储蓄，其中大部分通过裁员：18,000名计划的工作削减（雇用99,000人），rbs截止了13,000在2000年。这有助于使Goodwin的目标是今年的50亿英镑的税前利润，但某些情况：RBS在上半年获得了27亿英镑。（它去年赚取了44亿英镑，前摊销约10亿英镑的摊销和整合成本。）
Goodwin的动作遵循标准问题Postmerger Playbook，使收购者能够证明他们支付的高价格。但是，在其他批判方式中，43岁的首席执行官被证明是常规的，避免攻击通常的目标：零售和小型商业银行等人员部门等部门。专注于收入增长和储蓄的收入增长，Goodwin夺走了客户服务的支出，其他银行已削减。短期，这些银行甜蜜地甜蜜，令人愉悦的投资者，但他们将增长发育不良，因为不满的客户逃离。Two poorly executed U.S. deals - Wells Fargo & Co.'s 1996 acquisition of First Interstate Bancorp and First Union Corp.'s 1998 takeover of CoreStates Financial Corp. - left the surviving banks reeling from massive customer defections (10 to 20 percent in some retail markets) and vulnerable to takeovers. (Wells was bought in 1998 by Norwest Corp.)
"Going against the prevailing wisdom has worked for us," says Goodwin, who last month plunked down $2.1 billion to buy the retail banking arm of U.S.-based Mellon Financial Corp. "I don't mind what our costs are, and I don't mind how many people we employ, as long as they are in the right proportion to our total income." During the 1990s, he likes to point out, RBS's costs grew faster than any other U.K. bank's, but its income grew even faster, improving its efficiency. "That's the model we're embarked on just now," he says.
"The 'Fred the Shred' tag must intensely annoy him, because he would say that the whole purpose of the NatWest transaction was to extract revenue from an underleveraged NatWest franchise," says Simon Samuels, head of U.K. bank research at Schroder Salomon Smith Barney. He praises Goodwin for taking a longer view: "The cost-cutting is a three-year freebie - nice to have, but it does not dominate the strategy."
根据SSSB分析，对收入增长和成本降低的后期前景，RBS-Natwest将提供比其他最近的U.K.银行交易，包括Barclays的合并，包括Barclays与苏格兰银行等待的哈利法克斯购买。Goodwin本人拥有，在购买Natwest的一年内，RBS已经提取了比Lloyds Bank在与受托人储蓄银行合并以来的五年内的更多储蓄。
In addition, RBS is delivering some investor-pleasing numbers. At a recent £16, RBS's share price was double its level when the NatWest merger closed. The company's shares are flat this year; the Financial Express Prestel U.K bank sector index has fallen about 10 percent. With £320 billion in assets and more than 2,200 branches, RBS boasts a market capitalization of £44 billion, second among British banks only to HSBC Holdings' £75 billion. In the U.K., RBS ranks first in corporate lending and deposits, private banking, offshore banking, supermarket banking and credit card processing for merchants. It is second to Barclays in retail market share and credit cards issued.
Pushing an agenda that he pointedly labels "another way," Goodwin has won over skeptics who doubted that the old RBS - a solid performer but hardly world-class in terms of market cap or global reach - could bring a sprawling and troubled London clearing bank in tow. "Goodwin is extremely hands-on and extremely sales-, product- and relationship-driven," says Anik Sen, European bank research chief for UBS Warburg. "He's not a manager who runs the bank only by numbers."
现在RBS似乎是为Postmerger性能的新标准设置，当市场厌倦了银行合并伙伴以满足预测的时间时。分析师对Goodwin的战略愿景成功的信贷众多成功，其中包括四个非常规的智慧。
银行在分支机构
“像树枝这样的客户。甚至没有像在需要的地方一样进入分支的顾客，”如果需要，他们可以去的分支机构，“Goodwin说。
Most bankers would agree, even if many of them once thought the clicks of the Internet would lower the cost of bricks-and-mortar retail banking. In mergers, however, few would refrain from taking advantage of overlapping retail networks to close less-productive offices. RBS had far fewer branches in the U.K. than NatWest did, but it had hundreds of opportunities to consolidate when its postmerger branch total soared from 648 to nearly 2,300. (In Central London alone there are at least three sites where NatWest branches neighbor or face RBS branches, and many more where they are only a block or two apart.) As part of its vain takeover defense, NatWest itself had planned 200 branch shutdowns.
但是善意拿了一头钉。他停止了中游的Natwest关闭（至少35次被百次百次百次），并使不再有更多。他在Natwest的品牌中看到了巨大的价值，害怕疏远忠诚的客户。即使是闭合的最明显的目标 - 例如，rbs和natwest在任何特定的高街道上竞争分支机构 - 被避免了。
“你考虑结束一个分支的最后一个情况就是你已经并排两个的地方。这是客户做出选择的最明显的情况，”Goodwin说。“如果我们来说，我们会说我们闭上他们的分支机构，他们最有可能与别人一起银行，因为我们正在推翻他们的愿望。”
相反，他旨在提高Natwest的客户满意度，这落入了该国中RBS第1号的调查。为了维修纳维斯特的良差，良好的服务，善意派出了1,000名“客户顾问”到薄的人员分公司。他预算了1.5亿英镑来翻新这些地点。
The moves fit the RBS vision, set out by Goodwin's far-sighted predecessor, Sir George Mathewson, of promoting multiple brands and identities. Mathewson's "strategic options" approach assumed that no single bank could be all things to all customers but that it could gain leverage through a varied portfolio of corporate structures and brand names. So RBS kept the NatWest identity, as it has those of NatWest's Coutts & Co. and Ulster Bank subsidiaries. Its joint venture with the Tesco supermarket chain doesn't display the RBS name at all.
“客户喜欢不同的东西。品牌确实有力量，”Goodwin说。“为我们作为一个团体有一个品牌并尝试并将每个人都融入其中，似乎是一个更困难的模式。”
让他们呼唤
“银行在他们对世界的看法中得到了这种情况，即在本组织的感知利益和客户的利益中完成了事情，”Goodwin说。“我们认为自己是在客户满意的业务中。”
考虑RBS的电话呼叫方法。许多银行在驱动器中削减成本，将客户推出了分支机构或互联网或互联网，以自动化尽可能多的联系人。询问现在通过自动化语音响应系统进行常规回答，该系统较低的人员和相关的支架成本。
Smart idea? Not to Goodwin. He worries about skimping on contact with customers and says he is adding staff to RBS call centers. That helps to explain why RBS spent £12 million more last year than in 1999 on customer-support operations, bringing the total to £350 million, while other expense categories, including information technology and companywide staffing, were down. (Total costs, inflated by the merger, rose 1 percent in 2000, but they fell 1 percent in the first half of this year.)
“我们希望客户喜欢的电话银行，而不是他们忍受的东西，”Goodwin说。
与集中式电脑的竞争对手不同，RBS发布其分支机构的电话号码，以便客户可以直接与他们联系。在合并之前，Goodwin说，“Natwest是最糟糕的”，允许呼叫者进入他们的分公司银行家。
为了强调服务和收入的重要性，Goodwin说他想提出“每个电话收入”的测量，而不是依靠成本度量。“客户正在告诉我们他们想和一个人交谈。我们必须确保我们做客户想要的，而不是通过技术驱动的事情，”Goodwin增加。
不恐慌在低迷
"You can't just roll along with the good times, do lots of business and then go back into your burrow," says Goodwin. "You've got to be looking for business all the time."
当然，更容易说的是。虽然Premerger RBS主要是零售银行，但Goodwin在Natwest的商业银行中看到了很大的机会。这是一个巨大的商业：去年该单位贡献了27亿英镑的毛利利润，约如于从U.K.零售活动所赚取的RBS。与合并，RBS联合企业银行和资本市场进入一个与该国中等和大型企业中三分之一的关系。
RBS每月通过信贷委员会批准将5000个公司贷款申请投入批准。大多数大型银行 - 娜特韦斯特是其中 - 不要去这场麻烦，只向一名高级委员会发送一个相对少数的大量信贷。这表明RBS即使在风险评估过程中也希望实践客户联系;银行在几天内致力于获得大部分答案。
“这是关系驱动的，”UBS Warburg的Sen说合并的公司银行的方法。“这是对客户的理解，愿意与客户合作，并逐一地拍摄每个命题，而不是在自上而下的宏观视图上运行它，这就是纳维斯特如何运行他们的业务。”
在许多银行正在迁移资产负债表中的资产时，RBS正在接受更多地 - 一个原因是今年前六个月的损失规定持续了14％。虽然其他风险投资者正在舔他们的DOT-COM伤口，但该银行正在加强对私募股权和风险投资的承诺。1月RBS通过新创建的皇家银行冒险，在二阶技术，媒体和电信投资中专用了1.5亿英镑超过3年。
RBS还在加入美国资产：Mellon金融收购将增加60亿美元的RBS普罗维登斯，罗德岛的子公司，公民财务集团的320亿美元资产负债表。
专注于工厂
In many mergers the back office provides easy pickings for expense reductions. But there is always a risk of moving too quickly, alienating employees and, in the worst case, customers.
与Natwest，Goodwin接受了后台合并的Postmerger原则，但扭曲了。像许多收购者一样，RBS快速确定了哪两个银行的系统中哪一个 - 几乎总是自己的 - 并设定了拥有单个操作平台的目标。（有些银行从未到达过：Lloyds TSB的整合仍然是一项正在进行的工作，美国机构等美国机构等公司和银行一股公司已经与不同的系统摔跤。）
但是，Goodwin和RBS不仅致力于单一技术平台，具有共同的流程和产品，以确保规模经济。他们形成了一个集中管理的加工和技术单位，并给予了一个明确的授权，以便尽可能地结合和简化从支票和ATM处理到电信管理到购买和采购供应的电信管理。Goodwin被称为这个师“制造业” - 一个无人中的冠军，在银行业中无处可去。尽管他的功利术语，他认为制造业作为竞争武器，提高效率和银行更多收购的能力。
Goodwin的工厂使他能够超越他的时间表，以便从他所谓的重叠费用类别所谓的“重复数据删除”中储蓄。七个Natwest和两个RBS处理中心（在89个完整的后台地点）被关闭，占与合并相关的成本减少20.4亿英镑 - 近三分之一的储蓄占通过12月31日确定的储蓄。预计重复数据删除福利将增加合并三年内达到6亿英镑。
由NatWest资深马克·费舍尔时所用turing division took control of NatWest's branch operations in about seven months, five months sooner than originally scheduled. It also took charge of the 550-employee call-center operation. And it tamed a costly beast: NatWest's premerger efficiency ratio was an astoundingly high 69 percent. In other words, it cost 69 cents to produce $1 of revenue - at least 15 cents more than what most analysts consider acceptable for big banks. The cost-to-income ratio of the postmerger RBS stands at 48 percent, down from 56 percent a year ago.
RBS的公民子公司将适用于匹兹堡的Mellon的相同制造方法，其成本比率为63％。来自新英格兰的扩大，公民将加倍其分支网，占地345名梅隆办事处，4100名员工和134亿美元的存款。RBS项目将公民54.9％的比例降至51.8％ - 如果没有分支机构关闭。
Centralization brings an added financial-reporting benefit: a clean accounting of expenses. In 2000, RBS manufacturing costs totaled £1.7 billion, down a pro forma 11 percent from 1999. That goes straight to the corporate bottom line, and business units aren't charged - or blamed - for things that are beyond their ability to control.
瑞银瓦斯伯格的森说：“Goodwin在U.K.银行业务，没有分配给各个部门的制造成本。它反映了不仅仅是将业务超额过量，不直接分配。”
THE NUMBERS CONTINUE TO VINDICATE
Goodwin的成本削减韧性和客户友善的融合。预览其中年盈利报告将于本月到期，RBS于7月份表示，税前前一半的利润，摊销和整合成本将上涨37％。净收入将增加14％。
Goodwin拒绝将他的观点和方法归于任何特定的个人素质 - 或任何特殊的企业战略。他说，他的Modus Operandi归结为让自己在顾客的鞋子里，这意味着经常进入他的经理面孔。“如果我没有了解我们的企业如何工作，我很难完成我的工作，”他说。
随着以细节为导向的，不合实的风格，商业公司可能会证明银行合并因单独成本削减而没有意义。