Corporate Banking of the Future – Regional Banks as Trusted Partners for SMEs

Regional banks have significant growth potential in corporate banking, provided they take an active role in supporting the transformation of mid-sized enterprises.

Digitalization and sustainability are presenting major challenges for many companies. However, a lack of resources and expertise is common—creating a valuable opportunity for banks to position themselves as strong, solution-oriented partners. At the same time, a weakening economy and high interest rates are currently making lending more difficult. This makes it all the more important for banks to take a proactive and strategic stance early on to strengthen their relevance and long-term competitiveness in the corporate client segment.

// So What Needs to Be Done?

First, regional banks must systematically analyze the potential of their local markets. Which future-oriented industries are underrepresented? Are there worthwhile opportunities to invest in acquiring new clients? Existing customers can also be retained more effectively through new, tailored products. Cross-selling is a key lever in this context.

In addition, digital platforms that enable self-service and streamlined loan processing offer an opportunity to enhance the customer experience.

But an inward look is just as important. Regional banks need to evaluate whether their advisory and service structures are truly efficient. Do they have specialized teams capable of supporting high-potential industries with the necessary expertise? Are their service processes fast and customer-friendly enough?

Hybrid advisory models, combining personal interaction with digital tools, are becoming increasingly essential. With a clear strategy, strong internal capabilities, and a customer-centric offering, regional banks can not only reinforce their role in the corporate client segment—but also achieve sustainable growth.

Let’s Get Specific

To seize growth opportunities in the corporate client segment sustainably, concrete actions are required.

Customer Strategy and Targeting

A solid analysis of regional economic data—using tools such as AI and corporate databases—can help identify industries with strong growth potential. The focus should be placed especially on sectors undergoing major transformation, in order to address their specific challenges with targeted solutions.

Market Development and Sales Processes

The priority is to establish a clearly structured relationship management model, combined with the optimization of multichannel sales and the use of advanced data analytics. This enables banks to better identify potential, enhance conversion rates, and strengthen customer engagement through targeted outreach and advisor support.

Product and Service Offering

By strategically analyzing customer potential and expanding the product portfolio through targeted partnerships, banks can respond more flexibly to market demands. At the same time, data-driven approaches make it easier to leverage cross- and up-selling opportunities, strengthen customer loyalty, and reinforce the bank’s position as a trusted advisor.

Resources and Skill Profiles

Aligning headcount with actual needs, along with optimizing specialist roles and organizational models, fosters seamless collaboration. Leadership is strengthened by clearly defined responsibilities, while role profiles are regularly updated to reflect evolving business requirements.

Optimization of Internal Processes

The introduction of a fully digital, end-to-end workflow without system breaks and with automated reporting creates complete process transparency. Structured workflows and optimized neo-processes enable efficient operations. This is further enhanced by KPI-driven credit potential analysis, which supports proactive customer engagement.

Calibration of Steering Instruments

Competitive and cost driver analyses, along with a thorough review of pricing strategies, help unlock efficiency gains and improve profitability.At the same time, optimized steering and incentive systems support a more profitability-focused sales approach. Coaching and awareness-building around deal execution and risk topics, combined with stronger alignment between sales and specialist departments, create additional opportunities for value generation.

Conclusion

A clear strategy, optimized processes, and a future-oriented product and service offering are essential to maintaining competitiveness in a dynamic market environment. By leveraging modern technologies, data-driven analytics, and efficient management tools, banks can unlock their full potential in the corporate client segment and build long-term customer relationships.