Given that the option to outsource circumvents the need for hardware and software installations, how did you justify the overall IT investment required when developing your in-house systems?

 We considered the level of investment required, very carefully.  Although in-house operations require the purchase and license agreements of hardware and software, they also allow the bank to maximize their internal hardware utilization.  From a long-term perspective, any investment in our in-house operations will serve to increase the bank's assets, while outsourced processing as a comparative, is purely a cost.

How do you consider an in-house strategy provides a greater opportunity for achieving return on investment and increased profitability?

Firstly, the bank remains in control of all costs incurred and profits amassed.  The bank benefits from the full transparency of its in-house operations - the software has a fixed one-time license and the annual maintenance fee is clearly stipulated by the vendor.  There is no cost creep.

Secondly, once the critical mass has been reached and/or the license has been amortized, any volume growth is pure profit.

Looking back at the past 20 years, how has NBAD's operational efficiency developed alongside its in-house system?

Clearly, there is more to operational efficiency than the lowest possible transaction time or cost of implementation. Over the past 20 years, NBAD's in-house solution has allowed the   bank to maximize its utilization of resources, and enabled it to develop a high level of customer service.

How have the bank's customers benefited, in terms of customer service, from NBAD's decision to follow an in-house strategy?

 Customers perceive short processing times to be among the most important features of operational efficiency. By implementing an in-house system, the bank has been able to control and create a customized service, in direct accordance with the needs of its customers.

An example would be the turn-around time of card delivery. With our in-house solution we can guarantee card delivery within 24 hrs from request.

Do you consider that by adopting an in-house strategy, NBAD has been able to offer a wider product offering?  

 Certainly, we believe that compared to outsourcing, in-house provides more flexibility and scalability.  This is required when introducing new users and services, e.g. we can produce quicker product launches.  In this context, the bank is not restricted by any third party constraints.

Ultimately, NBAD is a very dynamic bank, constantly enhancing its service offerings - this has only been made possible by being in control of our systems

From a technological perspective, what were NBAD's criteria when selecting and building its in-house system?

We were looking for a flexible in-house solution, that would integrate our card business seamlessly with the rest of the bank.  We chose Card Tech Limited's PRIME to perform this function. 

We were also looking for a system with which we could build on added functionalities, and upgrade to meet all payment association regulations.

One example, of the bank's in-house value added services, is our recently launched “NBAD Direct.” This is a banking service, which allows customers to manage their banking online, at home or in the office.  This is designed to benefit our time-pressured clients, and allow them to complete application forms for new bank products, without needing to visit their local branch.