5 FORCES

+ COMPLEMENTORS

BUSINESS CANVAS MODEL

SWOT

STRATEGIC

RECOMMENDATIONS

BACKGROUND & HISTORY

• A world leading financial services firm with a global reach

• Member of Wall Streets’ bulge bracket

• Established a direct telex connection with New York

• Combines its strengths in two global divisions: Private Banking & Wealth Management and Investment Banking

• Wealth management business got refocused around a boutique model

• Relatively less affected during the global financial crisis but later started shrinking its investment banking business

• Separation of non-strategic items into a Corporate Center division to focus on core businesses

• Announcement of coupon payment on its ETN

Threat of New Entrants• ↓High amount of human and

financial capital necessary• ↓Expertise and network

Threat of Substitutes• ↓No effective substitutes• ↓Unique services requiring high level of

knowledge and experience

Rivalry

Buyer Bargaining Power:• ↓Investment Banks are required

for major corporate changes• Risk preferenceSupplier Bargaining Power:

• ↓Specialized products / special industry knowledge

• Risk preference

LOW

Complementors• Low cost IT-Support (India)• Buy side institutions (PE, Funds…)• Joint-Ventures

+++

Rivalry• ↑Intense marketplace competition • ↑Talent hiring• ↑Stringent regulatory environment

MEDIUM

MEDIUM

LOW

HIGH

5 FORCES + COMPLEMENTORS

SW

TO

• Volatile markets, more risk-averse clients, offering

safety to alienate clients

• Improved access to Asia

• Underserved clients in growing markets

• Trend of online distribution channels

• Loss of key personnel (with client database)

• Regulatory constraints: Rising legal and

opportunity costs

• Lack of innovation

• Brexit -> Uncertainty

Opportunities

Threats

CUSTOMER SEGMENTS1

Wealth Management

Asset Management

Corporate & Institutional Clients

58%31%

11%

Net New Assets

Wealth Management

Asset Management

Corporate & Institutional Clients

Source: Credit Suisse 3Q 2015 Report

CUSTOMER RELATIONSHIPS2

Client focus

Commitment to excellence and trustworthiness

A dedicated personal financial advisor

Establishing long-term relationships

54%

15%

31%

Relationship Managers

Swiss Universal Bank

Asia Pacific

International Wealth Management

Source: Credit Suisse Annual Report 2014

VALUE PROPOSITIONS3

Wealth Management Clients

• Structured advisory process

• Comprehensive products and services

Corporate & Institutional Clients

• Network of international investors

• Professional support in financial transactions

Asset Management

• Stable investmentenvironment

• Global investment solutionsand services

CHANNELS4

Social Events and Direct Marketing

• Social events for High-Net-Worth Individuals

• Mailing, phone center, internet

Established Network

• Customer database

• Second-level network (Joint-Ventures, Partnerships…)

• Relationship to government

REVENUE STREAMS5

48.16%

47.69%

2.53%1.63%

Revenue Streams for 2014

Private Banking & WealthManagement

Investment Banking

Corporate Center

Noncontrolling interestswithout SEI

-8,000

-3,000

2,000

7,000

12,000

17,000

22,000

27,000

Switzerland EMEA Americas Asia Pacific CorporateCenter

Net revenues

Geographipical Net Revenue Streams (CHF million)

2014 2013 2012

-5,000

0

5,000

10,000

15,000

20,000

25,000

30,000

Private Banking& Wealth

Management

InvestmentBanking

CorporateCenter

Noncontrollinginterests

without SEI

Net revenues

Divisional Net Revenue Streams (CHF million)

2014 2013 2012

26.15%

22.03%36.69%

12.57%

2.57%

Revenue Streams for 2014

Switzerland

EMEA

Americas

Asia Pacific

Corporate Center

Source: Credit Suisse Annual Report 2014

Source: Credit Suisse Annual Report 2014

KEY RESOURCES6

Wealth Management Clients (Swiss based)

Corporate and Institutional Clients

Asset Management

Comprehensive Financial Services and Products

Highly Specialized Professionals

KEY ACTIVITIES7

Advisory at

the coreStrategy in line with

each individual’s risk

profile and tailored

solutions

Targeted

Global Growthshift from saturated to

fat growth emerging

market

Productivity

ManagementProductivity management

streamlines business

structure to wind down

non strategy units

Integrated

BankDivision-wide

alignment between

Private Banking and

Wealth Management

KEY PARTNERSHIPS8

Buy-side Participants

Government and Joint-Ventures

Celebrity Philanthropist (Roger Federer)

COST STRUCTURE9

Fixed Costs

Human Capital

Overheads

Variable Costs

Regulatory compliance

Customer and local

relationships

Source: Credit Suisse Annual Report 2014 (Balance Sheet )

0

5000

10000

15000

20000

25000

2014 2013 2012

HUMAN CAPITAL

OVERHEADS

REGULATORY COMPLIANCE

(CHF million)

Operating Expenses

SW

TO

• Upward trend in Asia Pacific revenues

• Brand name and loyalty among customers, especially the

UHNWI

• Adaptive strategy: Ongoing shift to high growth markets

• High liquidity and strong capital base

• Human capital: 61% senior relationship managers

• Revenues from Private Banking & Wealth

Management are on the decline

• Not advertising aggressively as its competitors

• Concentration and excessive dependency upon

Wealth Management & Private Banking

Strengths

Weaknesses

STRATEGIC RECOMMENDATIONS

Seize OpportunitiesAddress WeaknessesLeverage

Strengths

Assess Threats

• Target institutions/individuals who recently suffered from political/market uncertainty

• Increase talent hiring and presence in Asia + tailored products to the specific needs of growing

markets

• Deploy some of the experienced advisors to Asia to share best practices

• Increase job satisfaction (Family-friendly environment）

• Promote an ethical organizational culture to increase compliance and so decrease legal costs

• Horizontal leadership decreases overheads and increases performance and innovation

• Diversify revenues streams

• Increase public exposure (advertising)

• Innovate in online services

The main goal of the Business:

Create Shareholder Value !

Thank you!