Barclays field trip

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<ul><li> 1. 1Retail Banking gField Trip Barclays, 16th NFi ld T i B l November 2010 b </li> <li> 2. 2This presentation was prepared by Santander (Brazil) SA and does not constitutea solicitation or an offer to purchase securities.It may contain information about future events and these projections / estimates y p jare subject to risks and uncertainties related to factors outside the Companysability to control or estimate precisely, such as market conditions, competitiveenvironment, currency fluctuations and inflation, changes in governmental andregulatory policies and other factors relating to the Companys operations, and g yp g p y p ,the Companys future results may differ materially from those projected.Those projections and estimates should not be understood as a guarantee offuture performance.The Company undertakes no obligation to publicly review or update these p y g p y pprojections and forward the events or circumstances that may occur. 2010 by Banco Santander (Brazil) SA. All Rights Reserved. </li> <li> 3. Agenda 3 Our ambitions 2010 Challenges g Results Conclusions </li> <li> 4. Our ambition 4 Be the best and most efficient bank in Brazil Be a market leader in Revenue Growth and Profitability Be the best bank in Customer Satisfaction Be the best bank to Work for Build the B ild th most t Attractive and Recognized Brand among Banks in Brazil </li> <li> 5. To achieve our goals, we must have . . . 5 Profitable Clients Satisfied </li> <li> 6. ... And . . . 6 Valuable Products Robust and Versatile Technology Effective Credit Management Wide and well placed branch network Engaged and recognized People Strong and admired Branch </li> <li> 7. Agenda 7 Our ambitions 2010 Challenges g Results Conclusions </li> <li> 8. Our challenges . . . 8 Brand Integration ... Unification ... U Increase of our active Client loyalty and customer base ... satisfaction ... Network expansion ... p Unleash Business segment ... t </li> <li> 9. With the following premises . . . 9 Maintain the Retain talents and attributes of each maintain a good bank . . . organizational climate . . . Deliver the budget of the year ... Minimizing the impact on customers </li> <li> 10. The integration is progressing according to schedule . . . 10 2009 1st semester of 2010 2nd semestre of 2010 3o Trimestre 1st semester of 2011 Integration of senior g Organization of Real g Unified attendance; Technological management and and Santander integration; i t ti central areas; networks; Brand unification; Integration of the Wholesale, Private, Asset, consumer finance and broker; Integration of credit All the customers from card and insurance Real turn into Santander systems; customers. New structure and new New Interoperability and business model for retail platform unification banking; for the cashiers and ATMs; Santander Conta Integrada and Van IPO and Santander Gogh services for high New competences in tower; income clients; credit decision; Preparation for the technological integration; </li> <li> 11. Our challenges . . . 11 Brand Integration ... Unification ... Increase of our active Client loyalty and costumers base ... satisfaction ... Network expansion ... p Unleash Business segmente ... t </li> <li> 12. Brand unification and external layout of the branches . . . 12 2010 Mar Transition T iti Nov Brand unification Dec D </li> <li> 13. Our challenges . . . 13 Brand Integration ... Unification ... U Increase of our active Client loyalty and customers base ... satisfaction ... Network expansion ... p Unleash Business segmente ... t </li> <li> 14. Increase of our active customers base . . . 14 Growth of the Account Holders base (Levers) ( ) Growing in the most p g profitable segments (focus) g ( ) Revenue by client Opening 600 new branches until 2013 7.2 72X Increase of Strengthen our position in Credit cards our active 2.8 X customers Strengthen the current strategy base - New products - Universities and students - Payrolls (Cross sellI with Lower income Menor Renda medium income Mdia Renda highRenda Alta income wholesale) Business 4.5 X Increase Focusing on high-income average segments and on the emerging revenue middle income individuals and Revenue between Revenue between SMEs R$ 0.5 R$ 5 MM R$ 5 R$ 30 MM </li> <li> 15. Our challenges . . . 15 Brand Integration ... Unification ... U Increase of our active Client loyalty and costumers base ... satisfaction ... Network expansion ... p Unleash Business segmente ... t </li> <li> 16. We are emphasizing . . . 16 Business support Relationship Investing in infrastructure Van Gogh (high income) ~120 new branches till the end of 2010 Model standardization Call Center Brand Unification of the technological platform Unification New front end for clients Unification of the attendance model Consolidating the CRM Model Better approach Technological integration Multi Channels New functions and services Relationship platform Tests: 100,000 clients are testing the new platforms Credit cards Carto Ferrari Santander Free Flex and Reward Free, Insurance Cross selling Partnerships </li> <li> 17. Van Gogh Model Standardization . . . 17 Infrastructured service network with the Santander Branch . . . Space and personalized attendance for high income clientes . . . </li> <li> 18. Van Gogh Model Standardization . . . 18 V l bl Off Valuable Offer Account Investment account included Differentiated price system: each R$ 1 invested equals 1 point. Credits Santander Master (10 days without interests) Special rates for loans and automobiles Investments Access to investment specialists by phone Complete portfolio of investment products Meeting with experts Investment-driven events all over the country Credit Cards 1 Santander STYLE Platinum MasterCard and + additionals 1 Santander STYLE Platinum Visa + 5 additionals Services Exclusive account manager, certified by Anbid Call Center 365 days/year and 16 hours/day Specialists in investments, Mortgages, Insurances on Superlinha Private spaces in branches </li> <li> 19. Investing in infrastructure . . . 19 Branches B h +37 2,090 2,127 sep/09 sep/10 ATMs +43 18,081 18,124 sep/09 sep/10 Source : Results 9M2010. </li> <li> 20. Our challenges . . . 20 Brand Integration ... Unification ... U Increase of our active Client loyalty and costumers base ... satisfaction ... Network expansion ... p Unleash Business segmente ......</li></ul>