THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENT
WHITE PAPERTHE SEVEN DEADLYSINS OF CASHCYCLE MANAGEMENT
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTTABLE OF CONTENTSMEET THE PANEL1WHAT IS TRUE CASH CYCLE MANAGEMENT?2THE CURRENT LANDSCAPE3–4THE SINS5INACCURACY6INDUCING CHAOS7WASTEFULNESS8BAD TIMING9DEPRIVATION10FEAR11TUNNEL VISION12END-TO-END SOLUTION13AUTHORS14
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTMEET THE PANELExperts from across Diebold Nixdorf’s organization—and from around the globe—convened for alively roundtable discussion about the challenges financial institutions face in managing the cashflowing in and out of their networks.Eddy CarrioniSENIOR PRODUCT MANAGER, SYSTEMSMarco GoltzSOLUTION MANAGER,GLOBAL CASH RELATED SERVICESStephan OkroyYvonne StoeckleGLOBAL BUSINESS DEVELOPMENT LEAD,CASH CYCLE MANAGEMENTGLOBAL PRODUCT MANAGER, SOFTWAREpage 1
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTWHAT IS TRUECASH CYCLEMANAGEMENT?AUTOMATEPROCESSESOPTIMIZE COSTSTRUE CASH CYCLEMANAGEMENT REQUIRESA HOLISTIC, ESECURITYCash cycle management encompasses the complete, end-to-end physical journey of currency flowing through your network.The stakes are high, and inefficiencies are all too common. Every step along the way represents an opportunity to optimizecosts, automate processes, enhance security and improve the consumer experience.Of course, achieving truly optimized cash cycle management is easier said than done. In a cross-functional roundtablediscussion with key subject matter experts from across our organization, a common theme emerged: True Cash CycleManagement requires a holistic, end-to-end approach. Think of it as a puzzle, or a series of interlocking components—for thecomplete picture, you must have all the pieces in place.Now, that’s not to say your organization must do everything at once. We do not ask that you eat the entire elephant, but rather,that you face the challenge of examining your current approach to cash cycle management. That first critical step can be thehardest especially when your organization is plagued by one or more of the Seven Deadly Sins of Cash Cycle Management.page 2
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTTHE CURRENT LANDSCAPEIt is well established (although not as exciting as the “death of cash” headlines)that cash is, in fact, nowhere near expiring. In its exhaustive global study, GlobalATM Market and Forecasts to 2021, RBR found that the volume of cash withdrawalsis actually increasing, and will continue to increase (Fig. 1). The cash channelremains one of the most important consumer touchpoints your brand has tooffer. How are you managing and optimizing this critical channel?GLOBAL VOLUME OF CASHWITHDRAWALS IS ON THE RISE 1 5%CAGR 2016-2021“EVERY RETAIL BANKHAS CASH.”“Every retail bank has cash,” says Okroy.“And cash handling represents a majorportion of the operations in the branchnetwork. So whenever you are talkingabout handling and managing the cashfrom withdrawals and deposits, in thebranch and off premise, whenever,wherever you have cash, you are facinga lot of inefficiencies: in the processes,the entrenched costs there are so manyareas to find room for improvement andeliminate manual processes.”8%ASIA PACIFIC5%MIDDLE EAST &AFRICA2%LATIN AMERICA1%WESTERNEUROPE(Fig. 1)1 RBR 2016, Global ATM Market and Forecasts to 2021page 3
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTAs shown in Fig. 2, there are endless moving parts in the cash cycle process, from cash in transit(CIT) to fluctuating currency levels in your ATMs to counting, sorting and keeping track of every billand coin. In fact, according to Datamonitor, nearly 50% of ATM network operating costs on nonrecycling terminals are due to cash management.SHARE OF TOTAL COSTSCASHPROCESSINGCASHDISTRIBUTIONMACHINES &TELLERS10–20%30–40%40–50%BULK TRANSPORTTRANSPORT (CIT)CASH DEPOSITS(Fig. 2)Fig. 3 offers both solace and cause for concern—ATM Marketplace polled FIs around the globe fortheir “ATM Total Cost of Ownership Guide” and found that banks share common (and frequent)challenges to cash cycle optimization. With headwinds coming from all directions, new fintechcompetitors crawling out of the woodwork and cost pressures on the increase, the cash cycle is an areawhere your organization can wring out precious funds that can be redirected to other areas of thebusiness. The first challenge is identifying the problem you are trying to solve and the obstacles thatare stopping you from solving that problem.THE BIGGESTCHALLENGES INMANAGING CASHACROSS A RETAILBANK NETWORK.74%63%58%54%54%(Fig. 3)L ESUA E S SA N OCMERPROMSTCUGIN NDAT AT U EMUC H DFL A SC anaging cash for less: Improving the efficiency of banks’ cash operations, PwCM ATM Total Cost of Ownership Guide, ATM Marketplace, 2017N&G T IOIN I AR T C ILP O ONR E ECRFig. 3SHCAOFTOUMATS& STON C OTI GTA INOR DLSP A NAN H HTR A SCFig. 2page 4
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTTHE SEVENDEADLY SINSINACCURACYINDUCING CHAOSWASTEFULNESSBAD TIMINGDEPRIVATIONFEARTUNNEL VISIONpage 5
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTINACCURACYThe days when a manual spreadsheet could help you accurately manage yourcash are long gone, says Stoeckle. “Often when we talk to FIs, they’re stillrelying on internal, manual documents like Excel, and their own personalknowledge of cash management. But this approach misses a couple of criticalsteps: transparency and accuracy. Without proper monitoring tools, there issimply no way to have full transparency in the cash flow process, and withoutproper cash optimization software no accurate, optimized planning is possible—especially when you introduce cash recycling.” Excel is simply not enough.Consider whether you’re able to pull valuable data from your manual spreadsheet:How, when and where your consumers are waiting in line toconduct their transactionsWhat denominations your consumers would preferThe number of transactions taking place at certain hours,on certain days, and in certain locations“WITH THE RIGHT TOOLS,BANKS CAN UNDERSTANDHOW AND WHEN QUEUESARE HAPPENING.”“You can get better visibility into thenumber of transactions taking place atthe teller line and at their self-serviceterminals, what sort of denominationchoice people are seeking, where cashrecyclers might make sense, and whenis the right time for cash service.”Incident and out-of-cash patternsRegional and holistic views of system availability and cashlevels (in near real time)CIT visits per month—and the amount they’re picking upand distributing at each visitHow much cash is coming in from retail customers vs.business clientsVisibility over how your cash is moving along the supply chainReliable forecasting results without manual intervention,independent from the type of cashpoint (ATM, cash recycler,branch vault, etc.).How much money you’re paying in interest on the cashsitting in your self-service terminalsATM67%3Bankers who said custom reporting andreal-time analytics was an additionalfunctionality they would like to see fromtheir ATM monitoring solution.3“A MAJOR BENEFIT OFA PHASED TRUE CASHCYCLE MANAGEMENTROADMAP IS THAT ITCAN HELP A FINANCIALINSTITUTION REALIZECOST REDUCTIONS,GAIN PROCESSEFFICIENCIES ANDBETTER SERVECUSTOMERS.”“Managing cash levels minimizes costsassociated with excess cash in your network.On the flip side, you’re going to be ableto offer your consumers a better experienceat the ATM, with higher availability and thepotential for new transaction capabilitieslike denomination choice.” 2017 ATM Total Cost of Ownership Guide from ATM Marketplacepage 6
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTINDUCING CHAOSConsider the serene duck sailing effortlessly across the pond while its legs arepaddling furiously under the surface: Would you rather be doing the sailing, orthe paddling? If your bank is mired in the complex day-to-day responsibilities ofcash-cycle management, you’re devoting time, money and resources to behindthe-scenes activity. Meanwhile, your organization is likely prioritizing customerfacing initiatives—and that means an internal team is managing the cash cycleas best as they can. That team may be just a few people—or even a singleperson—or it could be a small group tasked with many roles and responsibilities.In this scenario, cash cycle management is probably much more chaotic than itneeds to be. If you run your cash management operations internal, what wouldyour answer be to these questions:Are you utilizing intelligent tools to manage the flow of cashthrough your network?Who is managing cash handling—and who is managing cashplanning? Are they working in tandem, with full insight intothe end-to-end cash journey?How many vendors have you contracted with?And who is managing those relationships?“I HAVE SEEN BANKSTHAT OUTSOURCED ATMCASH HANDLING TO CITTO INCREASE SECURITYAND TO FREE-UP BRANCHSTAFF, BUT THEY DID NOTIMPLEMENT A PROPERSTRATEGY FOR EFFICIENTCASH PLANNING.”“Banks and especially branch staff arefrequently overwhelmed by this task andtend to horde cash to avoid cash outages.With the right partner, cash planningcan be outsourced, resulting in increaseduptime, efficiency and more time tofocus on clients.”If you’re using vendors, do they have the capability to schedulecash services that meet the demand of your cash channel?How much are all those individual relationships andcontracts costing you?Are your cash-management solutions multi-vendor andadaptable to future system changes?“YOU DON’T NEED TOBRING A VARIETY OFPARTNERS TOGETHERTO HANDLE YOURCASH MANAGEMENTPROCESS.”“This is the highest value we offer ourcustomers: the end-to-end ability tomanage this very complex topic,even in a multi-vendor environment.”Engaging with a single and vendor agnostic partner, one with aglobal perspective and local support, can dramatically simplifycash management, whether your organization is an internationalFI or a regional community bank. Every individual SLA representstime, money and man hours that could be reduced.page 7
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTWASTEFULNESSThe cash cycle is complex, and wastefulness is rampant—from keeping toomuch cash in an ATM unnecessarily, to services that are rendered far toofrequently and inefficiently. Recirculating cash can mitigate those issues, butintroducing cash recyclers increases the complexity. Varying regulations,switches and compliance issues around the globe add to the headaches.But deploying and installing cash recyclers, and not turning the recyclingfunctionality on? It’s a cardinal sin that unfortunately, we see far too frequently.“Banks implement recycling technology to offer their clients the ability to makedeposits. But, when the recycling is not activated, synergies are missed—andthat’s the worst thing you can do,” says Goltz. “Cash recycling ATMs are the bestway to create the shortest cash cycle of all: within a single machine. If yourterminal has the capability, but you don’t turn it on, you’re wasting an amazingopportunity—both for yourself and for your consumers.”“WITH CASH RECYCLINGATMS, YOUR CLIENTS AREREPLENISHING YOUR ATMSFOR FREE—FEWER CITVISITS ARE REQUIRED.”“When a bank is implementing cashrecycling, we can simplify the increasingcomplexity and enable that journey. Weare experienced in organizing cashservices that meet demand to ensure thatthe technology is fully functioning andgenerating efficiencies for the bank.”WASTEFUL(OFF STATE)DISPENSECOLLECTORRUN LOWRUN FULLEFFICIENT(ON STATE)COLLECT DISPENSEBALANCED(LONGER AUTONOMY)Recycling offers your clients the option for 24x7 deposit withimmediate validation and credit. Money deposited by one clientis paid out to the next. “Self-replenishing” as they are, ATMs withactivated recycling typically lower cash handling costs significantly.page 8
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTBAD TIMINGLet’s talk about replenishment.Who handles cash replenishment, cash retrieval, cash movement in general?Often, it’s a mix of responsibilities: You may be locked in to a standard CIT schedule,with employees picking up the slack on an ad hoc basis as needed in the branch.“Today, banks attempt to satisfy cash replenishments with a regular schedule:The CIT comes whether there is a need to service the device or not, and oftenthey’re actually taking significant amounts of money out of machines ANDputting new money into the machines on the same visit,” explains Goltz. “Insidethe branch, employees are piling cash into ATMs, and still cash-outs happen. Astatic schedule never satisfies demand, and without proper forecasting,expensive emergency replenishments will be required, often during businesshours when branch staff should be taking care of their consumers.”When you outsource cash services to a CIT company, it becomes “somebodyelse’s problem” (SEP). Sounds good, until you take a closer look at how well thatsomebody else is typically solving the problem.The cash cycle process should be predictable, flexible and transparent. Anythird-party partner should be working for your benefit—and that meansoptimizing the logistics of the cash flow to minimize costly CIT visits, redundantreplenishment activities and excessive cash stock.74%Bankers who said their biggest challengeto managing cash is transportation andCIT costs.4Outsourcing management responsibilities to a CIT companymay have felt like a “set it and forget it” scenario initially—but if you’re searching for areas to drive efficiencies and reducecosts, the SLA you have with your CIT company is a good placeto start. Often, these organizations don’t have the technologicalmaturity or cash planning insights to ensure a well-optimizedcash supply. Don’t make the journey of your cash an SEP—takean active and collaborative role in ensuring your cash cycle isproperly managed and working for you, not against you.4“BANKS OFTEN AREN’TFORECASTING THEIR CASHFLOW AS WELL AS THEYCOULD BE.”“They know, OK, it’s a weekend, the volumeof cash withdrawals will be different, butoften they don’t even know whetherwithdrawals will be higher or lower, andthey don’t know how much cash they actuallyneed to have available. Or, they may notrealize that they need more than one ATM ina particular spot—there may be a locationwhere the transaction levels are so high, evenif the ATM is full of cash, it won’t be enoughto make it until the next CIT visit. They don’talways know how much cash they have orhow much they need. They have theinformation, but they aren’t taking fulladvantage of it.”“AT THE END OF THE DAY,AVAILABILITY IS INCREDIBLYIMPORTANT.”“Your terminals may be able to performsome really exciting transactions, butif they don’t have any cash, then your consumeris going to have a terrible experience.” 2017 ATM Total Cost of Ownership Guide from ATM Marketplacepage 9
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTDEPRIVATIONCash cycle management is a niche business that requires broad knowledge.How experienced and informed are your internal employees about emergingtrends, available automation tools and new optimization methods? If you’re asmall or medium-sized bank, the chances are high that cash cycle managementis just one of the many hats worn by a few members of your staff—and that couldmean the process isn’t getting the attention it needs to run as smoothly or asefficiently as it could be.Our partnership can be tailored to your needs, and dialed up or down asyour priorities enseAgreementWe analyze yourcash supply chain,provide insight,show potentialsand support withtransformation.We help you toimplement the“best fit” targetoperating modelwith our skilledprofessionals.We provide youwith access to ourtailored-to-tasktools for in-houseoperation.45%FIs that are managing their ATMnetwork’s cash demands in-house.5End-to-endManagedServicesWe are your SPOC:We manage thefull process andsteer theperformance ofany vendors you’recontracted with.End-to-endOutsourcingWe are yourSPOC with an SLAand manage thefull processincluding vendorservices.“OUR SERVICES TARGETCASH AVAILABILITY ANDCOST EFFICIENCY.”“To achieve this goal, we combine the mostmodern software, a global knowledgebase, best practices and trained subjectmatter experts into a service offering thatallows you to focus on the outcome, ratherthan keeping you busy with managingtechnical details. Our approaches andsolutions have been perfected over timeand experience. We work with small bankslooking to offload the complexity of cashcycle management, but also with largerbanks that realize it’s not a part of theircore business.”11%FIs that do not use a technologysolution at all.5No matter how small or large your organization is, you shouldhave the freedom to stay informed yet still remain unfettered byday-to-day management and manual tasks.5 ATM Total Cost of Ownership Guide, ATM Marketplace, 2017page 10
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTFEARCulturally, is there a fear of change within your organization—especially at theteller level? Automation technology can be perceived as a replacement, ratherthan a useful tool. That perspective keeps many financial institutions mired in thestatus quo, taking no risks and achieving no gains in the short term, and in thelong term, missing the boat on major emerging trends that should not be ignored.Implementing technology to take the place of tellers is misguided at best, anda huge missed opportunity at worst. Your employees should be empowered bynew technology. Freed from manual tasks, how could they be spending theirtime in ways that would enhance the consumer experience and drive growthfor your organization?“WE WORKED WITH ABANK IN ASIA THATWANTED TO REDUCE THELONG QUEUES IN ITSBRANCHES.”“They would have 20 customers in a line,and the tellers were manually countinglarge bundles of cash that customerswere bringing in to deposit. We literallywent into their branches with a stopwatchand timed the transactions, and showedthem how much time we could free up fortheir tellers if they invested in new technology.”SELLERS & UNIVERSAL BANKERSTELLERSThe roles and responsibilities may evolve as tasks becomeautomated, but the branch channel will remain a cornerstone ofyour brand’s image. It’s the best place for your consumers toconnect face-to-face with your staff, to ask questions, get adviceand build a lifelong relationship. Implementing technology andservices in the right way, with a strategic approach that recognizesthe benefit of both human interactions and self-service technology,will be critical to success as our physical and digital worlds converge.page 11
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTTUNNEL VISIONIn our modern digital era, consumers expect more. Brand loyalty is diminishing,while the last great experience is what consumers remember and crave.Organizations that continue to operate the way they always have do so at theirown peril. Branch transformation is nothing new, but this transformativeperspective should extend beyond branch design and technology implementations,to process transformation that drives efficiency and optimizes the cash flow.Transforming the way your business manages the cash journey will requireprocess changes, cultural changes and a willingness to embrace newinnovations in cash management.That’s the way we’vealways done things.The final nail in the coffin of change.“WE SEE THAT BANKS AREBEGINNING TO REALIZETHIS IS TECHNOLOGY THEYWILL NEED – BUT OFTEN,THEY DON’T THINK THEYWILL NEED IT ‘TOMORROW.’“They think they’ll need it ‘next week.’ Thereality is, the competition is alreadyharnessing the power of recyclingtechnology, software monitoring tools andcash management services today—so thetime to start building a strategy aroundoptimizing your cash cycle is now, nottomorrow and definitely not next week.”The traditional “rules” of running a financial institutionno longer apply.Ten or 15 years ago, building a connected ecosystem was still afuturistic vision. Today, the tools are available—and they’remodular, scalable, flexible and multi-vendor. Software, hardwareand services can be mixed and matched to meet your organization’scurrent-state priorities, and evolved over time to meet your longterm strategic goals. Within a siloed organization, the concept of acompletely connected ecosystem may still be seen as a futuristicvision—but it doesn’t have to be.page 12
THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENTNEVER FEAR!THE END-TO-ENDSOLUTIONA holistic approach to cash cycle management requires examining the entireprocess, from your hardware to the software and services supporting it.Our tailored, collaborative True Cash Cycle Management program can help:Drive costs downShift the transaction volume from the tellerline to self serviceShorten the cash cycleMake the journey of cash more transparentForecast the future, based on analysis of thepastBring predictability to the cash cycleImprove uptime, availability and theconsumer experienceFree your staff for other tasks“WHEN EVERYTHINGIS WORKING IN ACOORDINATEDWAY (THE SOFTWARE,THE HARDWARE, ANDTHE SUPPORTINGSERVICES), THEN OURCUSTOMERS ARE ABLETO HAVE THE MOSTTRANSPARENT VIEWOF THEIR NETWORKAND GET NEW INSIGHTS,ALLOWING THEM TOEVOLVE THEIR OWNBUSINESS.”“The application at the endpoint is talkingto the application in the back office, andeverything is happening in near real-time.The information is there today, many times,it’s just that the bank has not made thenecessary connection points, throughtheir software, to be able to access anduse the data to their advantage.”Enhance securityMonitor your cash cycle from start to finish. Implement reliable,accurate forecasting. Finally solve the complex equation of cashcycle optimization. We have the tools and experts to help nomatter where you’re at on the path to True Cash Cycle Management.page 13
AUTHORSEddy CarrioniSENIOR PRODUCT MANAGER, SYSTEMSCREDENTIALS Eddy manages the lifecycle of Diebold Nixdorf’s recyclersolutions and provides strategic direction on product positioning and globalmarket segments. He is Diebold Nixdorf’s subject matter expert for theAmericas on cash recycling systems and True Cash Cycle Management.KEY INSIGHT “Upgrading from non-recycling to recycling is not rocketscience! It can be done, properly and efficiently, with the right tools and theright partner.”Marco GoltzSOLUTION MANAGER, GLOBAL CASH RELATED SERVICESCREDENTIALS Marco manages the lifecycle of Diebold Nixdorf’s globalservice solutions, focusing on optimizing cash logistics to help banks save oncash-related costs while increasing availability and security. As an internaland external evangelist, he drives best practices, interface standards,efficiency and security for the cash logistics industry.KEY INSIGHT “When you partner with an end-to-end service provider oncash management, you have access to the most modern software, andtrained people who understand the business, and have seen manychallenges from many diverse customers, so they can cross reference theirexperiences – so you get a solution that has been perfected.”Stephan OkroyGLOBAL BUSINESS DEVELOPMENT LEAD, CASH CYCLE MANAGEMENTCREDENTIALS Stephan is responsible for leading Diebold Nixdorf’s TrueCash Cycle Management strategic banking program, and has beeninstrumental in the deployment of cash recycling solutions in theinternational marketplace. Over the past 15 years, he has held seniorpositions in product management related to cash recycling and global sales.KEY INSIGHT “We listen to our clients about their business objectives,demands and pain points. Out of this holistic picture, our approach is todevelop a tailored business solution.”Yvonne StoeckleGLOBAL PRODUCT MANAGER, SOFTWARECREDENTIALS Yvonne specializes in availability and operationsmanagement for Diebold Nixdorf’s software line of business, managing theproducts in our portfolio that optimize network availability and cashmanagement. During her 30-year career at Diebold Nixdorf, she’s driven thedevelopment and architecture of a wide range of financial software solutions.KEY INSIGHT “There are several layers of software on an ATM, and wehave the deep understanding of how to manage terminals in a multi-vendorenvironment. We gained this experience from proven installations ondifferent machines, including recyclers, around the world. We know how tomaximize their availability and optimize the cash cycle with our software.”Discover how True CashCycle Management couldoptimize your processesand transform yournetwork. Talk to yourDiebold Nixdorfrepresentative todayor find out more atDieboldNixdorf.com/TCCM. Copyright 2017 Diebold Nixdorf, Incorporated. All rights reserved. Diebold Nixdorf is a trademark of Diebold Nixdorf, Incorporated. v1.0-082017THE SEVEN DEADLY SINS OF CASH CYCLE MANAGEMENT
the seven deadly sins of cash cycle management As shown in Fig. 2, there are endless moving parts in the cash cycle process, from cash in transit (CIT) to fluctuating currency levels in your
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