Download - Barclays field trip
1
Retail Bankingg
Fi ld T i B l 16th N b 2010Field Trip – Barclays, 16th November 2010
2
This 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 / estimatesy p j /are subject to risks and uncertainties related to factors outside the Company'sability 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 Company's operations, andg y p g p y p ,the Company's 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 thesep y g p y pprojections and forward the events or circumstances that may occur.
© 2010 by Banco Santander (Brazil) SA. All Rights Reserved.
3Agenda
Our ambitionsOur ambitions
2010 – Challengesg
Results
Conclusions
4Our ambition
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
B ild th t Build the most Attractive and Recognized Brand among Banks in Brazil
5To achieve our goals, we must have . . .
ProfitableClients
Profitable
Satisfied
6... And . . .
• Valuable Products
• Robust and Versatile Technology
• Effective Credit ManagementEffective Credit Management
• Wide and well placed branch network
• Engaged and recognized People
• Strong and admired Branch
7Agenda
Our ambitionsOur ambitions
2010 – Challengesg
Results
Conclusions
8Our challenges . . .
Brand Unification ...
Integration ...U
Client loyalty and Increase of our active Client loyalty and satisfaction ...
Increase of our active customer base ...
Network expansion ... Unleash Business t
psegment ...
9With the following premises . . .
Maintain the attributes of each
Retain talents and maintain a good
bank . . .maintain a good
organizational climate . . .
Deliver the budget of Deliver the budget of the year ...
Minimizing the impact on customersMinimizing the impact on customersMinimizing the impact on customersMinimizing the impact on customers
10The integration is progressing according to schedule . . .
3o Trimestre 1st semester of 20112nd semestre of 20101st semester of 20102009
• Integration of senior • Organization of Real • Unified attendance; •Technological i t ti
gmanagement and
central areas;
• Integration of the Wholesale, Private,
Asset, consumer
gand Santander networks; • Brand unification;
integration;
Asset, consumer finance and broker;
• Integration of credit card and insurance
systems;•New structure and new
• All the customers from Real turn into Santander customers.
• Interoperability and platform unification for the cashiers and
ATMs;
• IPO and Santander
New structure and new business model for retail banking;
•Santander “ContaIntegrada” and Van Gogh services for high • New competences in • IPO and Santander
tower;Gogh services for high income clients;
New competences in credit decision;
•Preparation for the technological integration;
11Our challenges . . .
Integration ... Brand Unification ...
Client loyalty and Increase of our active Client loyalty and satisfaction ...
Increase of our active costumers base ...
Network expansion ... Unleash Business t
psegmente ...
12Brand unification and external layout of the branches . . .
2010 Brand unificationNovMar T iti D2010 Brand unificationNovMar Transition Dec
13Our challenges . . .
Brand Unification ...
Integration ...
Client loyalty and
U
Increase of our active Client loyalty and satisfaction ...
Increase of our active customers base ...
Network expansion ... Unleash Business t
psegmente ...
14
Growth of the Account Holders base (Levers)
Increase of our active customers base . . .
Growing in the most profitable segments (focus)
Opening 600 new branches until 2013
( )
Revenue by client
g p g ( )
7 2 XIncrease of our active customers
base
Strengthen our position in Credit cards
Strengthen the current strategy- New products
7.2 X
2.8 X
- Universities and students- Payrolls (Cross sellI with wholesale)
Menor Renda Média Renda Alta RendaLower income medium income high income
Increase average
Focusing on high-income segments and on the emerging
Business
4.5 X
average revenue
segments and on the emerging middle income individuals and SMEs Revenue between
R$ 0.5 – R$ 5 MM Revenue between
R$ 5 – R$ 30 MM
15Our challenges . . .
Brand Unification ...
Integration ...U
Increase of our active Client loyalty and Increase of our active costumers base ...
Client loyalty and satisfaction ...
Network expansion ... Unleash Business t
psegmente ...
16We are emphasizing . . .
Van Gogh (high income)Model standardization
Investing in infrastructure~120 new branches till the end of 2010
RelationshipBusiness support
BrandUnification
Call CenterUnification of the technological platformNew front end for clientsUnification of the attendance model
Technological integrationNew functions and services
Consolidating the CRM ModelBetter approachMulti ChannelsRelationship platform
Tests: 100,000 clients are testing the new platforms
Relationship platform
Credit cardsCartão FerrariSantander Free Flex and RewardSantander Free, Flex and Reward
InsuranceCross sellingPartnershipsPartnerships
17Van Gogh Model Standardization . . .
Infrastructured service network with the Santander Branch . . .
Space and personalized attendance for high income clientes high income clientes . . .
18
V l bl Off
Van Gogh Model Standardization . . .
Valuable OfferAccount
Investment account includedDifferentiated price system: each R$ 1 invested equals 1 point.
CreditsSantander Master (10 days without interests)Special rates for loans and automobiles
InvestmentsInvestmentsAccess to investment specialists by phoneComplete portfolio of investment productsMeeting with expertsInvestment-driven events all over the country
Credit Cards1 Santander STYLE Platinum MasterCard and + additionals1 Santander STYLE Platinum Visa + 5 additionals
ServicesServicesExclusive account manager, certified by AnbidCall Center 365 days/year and 16 hours/daySpecialists in investments, Mortgages, Insurances on SuperlinhaPrivate spaces in branches
19
B h
Investing in infrastructure . . .
Branches
+37
2,1272,090
ATMssep/10sep/09
18,12418,081
+43
sep/10sep/09
Source : Results 9M2010.
20Our challenges . . .
Brand Unification ...
Integration ...
Client loyalty and
U
Increase of our active Client loyalty and satisfaction ...
Increase of our active costumers base ...
Unleash Business t
Network expansion ...segmente ...
p
21
The new branches will have specific management during a specific period of time
Network expansion. . .
The new branches will have specific management during a specific period of timeand should be incorporated into the "Current Network" gradually.
Pl P l P fit bilitPlace People Profitability
Leadership
Revenues afterprovisions
(MBL)
pcommittee
(Break-even)
12 18Period in months 12 18
Branches with specific management
Branches are incorporated into the current network
22Our challenges . . .
Brand Unification ...
Integration ...
Client loyalty and
U
Increase of our active Client loyalty and satisfaction ...
Increase of our active costumers base ...
Network expansion ... Unleash Business t p segment ...
23Unidades (mil)
Santander “Conta Integrada” Relationship with clients
Unleash Business segment . . .
BanksAcquirers
s
Santander Conta Integrada Relationship with clients
ACQUIRER SERVICES
FINANCIAL SERVICES A
cqui
rers
“No price war”
Acquirers
1st Bank in Brazil to offer financial
Focus Banks
and acquiring services Banks
Higher results than expected Goals for 2012
More than 75,000 affiliated merchants
More than 15,000 new current accounts
Package with high fidelity driver
300,000 new affiliated merchants
150,000 new current accounts
R$ 5 billion in loansg g y
10% of the credit card market share
Source : Results 9M2010.
24Agenda
Our ambitionsOur ambitions
2010 – Challengesg
Results
Conclusions
25Resulting in . . .
• RelationshipMore clients More satisfied More profitable
+ 2.1 million total clients+ 517 thousand current account holders
Real: Maintaining the satisfaction indexSantander: Significative improvement in the satisfaction
Net profit + 39%
improvement in the satisfaction indexOnly once between the top 3 Ranking of Financial Institutions with the highest number of client complains in 13 months
Clients Profitableclient complains in 13 monthsIncrease of the internal satisfaction level
Satisfied
26More clients . . .IFRS
Total Clients (Thousand)
Current account (Thousand)
+10%
24,092
+5%21,926
10,571
10,054sep/10sep/09
sep/10sep/09
Source : September, 2010. Current accounts with 30 days, as per the Central Bank.
27
Growth in the
More clients . . .
20.5
22.6
20.3
23.9
22.8- 1 %C1
period (%)
19.218.4
17.3
15.6
+18 %
C214.914.7
13.5
10 6
+15 %
C3
10.610.29.89.0
+17 %
4.44.14.9
4,4
Dec/08 Dec/09jan/08 Sep/10
+2%C4
jan/08
Source : September, 2010. Brazilian Central Bank
28More satisfied . . .
Financial Institutions with the highest number of client complains (Over 1MM customers)
Only one time between the top 3 in 13 months Maintaining the satisfaction index
Significative improvement in the satisfaction index
Source : September, 2010
29Increasing internal satisfaction levels . . .
1st Semester of 2010 2nd Semester of2010
Branch Network
Expectedengageme
nt index
+ 4 p.p100%
Administrative areas + 11 p.p
100%Expected
engagement index
, um banco cada vez melhor
Source: September,2010
30More Profitable . . .
G
7,6%
24 0
Gross revenues
Provisions
22,357 24,057
Comissões7,835
-17%
+1%
Costs*
sep/10sep/09
6,465 9,166+39%
Net profit
sep/09 sep/10
9,038 5,464
3,917
sep/10sep/09
sep/10sep/09
Source : Results 9M2010. * includes depreciation and amortization.
sep/10sep/09
31Agenda
Our ambitionsOur ambitions
2010 – Challengesg
Results
Conclusions
32Conclusions
We are investing in our structure;
Improving the attendance quality;
Accelerating the commercial activity;
Taking care of our customers and employees;
Aggregating the best of each world to build the new bank;
Generating solid results
33
Investor RelationsJuscelino Kubitschek Avenue 2,235 10th floor
São Paulo | SP | Brazil | 04543-011T l (55 11) 3553 3300Tel. (55 11) 3553-3300
e-mail: [email protected]
Santander CardsSantander Cards
Fi ld T i B l 16th N b 2010Field Trip – Barclays, 16th November 2010
35
This 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 / estimatesy p j /are subject to risks and uncertainties related to factors outside the Company'sability 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 Company's operations, andg y p g p y p ,the Company's 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 thesep y g p y pprojections and forward the events or circumstances that may occur.
© 2010 by Banco Santander (Brazil) SA. All Rights Reserved.
36
Agenda
Overview of Brazilian Cards Industry
Santander Cards Issuer
Santander Cards AcquirerSantander Cards Acquirer
37Overview of Brazilian Cards IndustryCards industry continues to show substantial growth rates, even considering the competitive
scenario consolidation and recent regulation changes
R$ BillionCAGR
# Million
Cards Total Spending
136153
628565
514453
+13%
+22%
535
444
CAGR
CAGR
201217
233249
6882
104124
Credit
453388
336
174215
256
309375
302245
200
97 118 147 196 225
187201
173
171
P. Label
Debit
56 67 83 107 129 158115142
174
6860534536P. LabelDebit
Credit
200
299
2010(F)20092008200720062005
abe 60534536abe
2010(F)20092008200720062005
29
Source: ABECS
38Overview of Brazilian Cards IndustryCards transactions have been strongly replacing checks transactions last 10 years
In billions transactions (cards include debit + credit)
20 6%
6
7
8
Cards
+20,6%
3
4
5
6
1
2
3
Checks
-8,2%
02000 2005 2010(F)2003 20092004 2006 2007 200820022001
Source: ABECS and BCB. 2010(F) –Abecs & Bacen
39Overview of Brazilian Cards IndustryLower income population’s tool as formal payment means and bank services inclusion
For classes D/E the ratio of card holder is higher than check account holders
Total AB C DESocial PyramidCards Holders (% of pop.)Cards 71% 83% 67% 44%
Credit 50% 65% 43% 20%Credit 50% 65% 43% 20%Debit 56% 72% 50% 28%
Check Account Holders (% of pop ) 69% 82% 65% 44%Check Account Holders (% of pop.) 69% 82% 65% 44%
Source: Researches Abecs-Datafolha July 20101 - survey on 11 metropolitan areas.
40Overview of Brazilian Cards IndustryThe relative lower participation as a mean of payment shows a relevant up side opportunity for
Brazilian Cards Industry
25,0%21,4%19,1%17,1%15,8%14 0%12 4%
%Private consumption(2)
14,0%12,4%
...but below developed countries (2)
2004
20062005
2008 200920072003
~2 x
(1) Source : Abecs and IBGE(2) Source: ABECS, Bank of International Settlements, United Nations, IBGE
41Card penetration, average ticket and transactions per card are still low in Brazil
Overview of Brazilian Cards Industry
Number of cards (MM)
~ 15 MM credit cards / year CAGRCredit
249233217201CreditDebit
+14%
452 514 565 627
104 124 136 153
Credit
Spend (R$ Bn) Average Ticket (R$ per transaction)
225196173147
217201DebitPrivate Label
2007
2008
2009
2010(F)
93 98 100 104
Spend (R$ Bn) Average Ticket (R$ per transaction)
215 256 309
CAGR: 21.1% CAGR: 3.7%
07 08 09 (F)
93 98 100
48 51 53 5553 52 52 51
2007 2008 2009 2010(F)
174 215 256
83 107 129 15845 53 60 68
2007 2008 2009 2010(F)
Source: ABECS (Associação Brasileira das Empresas de Cartões de Crédito e Serviços)
Credit Debit Private Label Credit Debit Private Label
42Santander Cards Issuer – Role in the Value ChainSets rules for issuers and
Issues credit and
acquirers
Card Brands
Captures and processes transactions
debit cards
Issuers Acquirers
Use credit and debit cards
Merchants
cards
Clients
43Santander Cards Issuer – Business modelTo be the world’s best integrated cards monoliner within a retail bank…
Retail BankMonoliner Retail Bank
Access to customers’ base
Product focus
Specialized
Monoliner
pcapabilities
Direct channels: Telemarketing /
Mailings Brand
Traditional channels: branches / agents
Mailings
Global specialized systems
Economies of scale
Brand
… contributing to improving our local banks’ performance
44Santander Cards Issuer – Business ModelIs based on managing all levers along the customer lifecycle …
PORTFOLIO MANAGEMENTPORTFOLIO MANAGEMENTACQUISITION
AcquisitionActivation RetentionSpending Outstandings
Profitability
Product innovation
and ions
hip
PlatinumUnlimited
Profitability
and…us
tom
er re
lati
CancellationLight
FreeReward
Mini Card
Dep
th o
f cu
VALUELight
Flex
Mini Card
Ferrari
Specialized risk managementTime
… supported by an end-to-end view of RISKS and TECHNOLOGY
45Santander Cards Issuer – Business ModelThe Business expansion will be held in two dimensions: Customer Base and Profitability
per Account
Increase the profitability by using Card Accountsprofitability by using
the card’s platforms as a distribution channel
for other banking products and services
me
Card Accounts
S i
Personal Loan
Insurance
Net
inco
m
Payment Services
Savings Insurance
Continuous product innovation as a
growth lever
Source: Internal data
growth lever
46Santander Cards Issuer – Continuous growthThe Credit market continues to show substantial growth rates, even considering the competitive
scenario consolidation and recent regulation changesC d (MM) Market SantanderCards (MM)
Key Observations
Market149136124104
826853
+19%+16%
(04~10)
SantanderCAGR (06~10*)
Total Spend (R$ Bi)
~80% of the Cards Market is concentrated at the top 4
Banks (Banco do Brasil, Itaú, Bradesco and Santander)
1110875
09
08
07
06
05
04
Sep 10
309
+20%
There is an important opportunity for cards revolving
growth
309256
21517414211595
2933261914
+22%+21%
(04~10*)
Revolving Balance (R$ Bi)
Relevant regulation changes are being implemented, representing significant
opportunities for issuers and
2933261914
908
07
06
05
04
Sep 10
28,625 7
+21%
(04 10*) ppnew acquiring business
players
25,722,117,213,411,38,2
3,12,42,11,71,2
+23% +21%
+27%
(04~10*)
Note 1: Source Banco Central do Brasil, including +360 days balance
Note 2: Source ABECs – Brazilian Cards Association
* Data until Sep 10th
90807060504 Sep 10
47Santander Cards Issuer – 3Q10 performanceThe business growth is leveraged by Cards expansion…
T l C d
11,110,710 09 79 2
21% 4%
Total CardsMillion YoY QoQ
,10,09,79,2
Jun’10
Credit
Sep ’10Mar ’10Dec ’09Sep’09
2%11%Total Cards
MillionYoY QoQ
25,224,624,023,622,8
%%
Debit
Mar ’10Dec ’09Sep’09 Sep ’10Jun’10
48Santander Cards Issuer – 3Q10 performance… generating relevant revenue increase
T l S di
29 228 3
+9%+19%
Total SpendingR$ Billion YoY QoQ
29,226,926,328,324,5
1Q ’104Q ’093Q ’09 3Q ’102Q ’10
+24% +5%Total BalanceYoY QoQ+24%
9,2
6 6
+5%
9,78,78,77,8
Total BalanceR$ Billion
2,92,52,7 3,13,0
6,66,2
Revolving
5,86,25,1
+15%YoY
Source: Santander Income Statement 3Q10
Jun ’10 Sep ’10Mar ’10Dec ’09Sep ’09
494949
Agenda
Overview of Brazilian Cards Industry
Santander Cards Issuer
Santander Cards AcquirerSantander Cards Acquirer
50Santander as Issuer and AcquirerSets rules for issuers and
Issues credit and
acquirers
Captures and processesCard Brand
Issues credit and debit cards
Captures and processes transactions
Issuers Acquirers
Uses credit and debit cards
Merchant
debit cards
Clients
51Santander’s Experience in Other Countries
Sovereign
Puerto RicoUK
Mexico
Colombia
Totta
S i
SantanderArgentina
SpainPortugal
Santander + Acquiring Partners
52Partnership Santander & GetNet
Creation of a Partnership leveraged by GetNet’sCreation of a Partnership leveraged by GetNet stechnological expertise and POS network
Brand
MASTERCARDLicense
Investment in Capturing Network and
License
Integrated value offer – Acquiring and Banking
Business
gProcessing Platform
Other POS Capturing Ser ices
Partnership
Business
Commercial Model –Distribution/Pricing
Communication and
Services
165 POS (Capturing Terminals - 2009)Communication and
Media
Terminals 2009)“Time To Market”
53Santander Cards: Acquirer
Better than expected results in the first 6 months of operationBetter than Expected Results in the First Months of OperationsBetter than expected results in the first 6 months of operation
Results Sep/10
Target 2012
(%)
Better than Expected Results in the First Months of Operations
ACQUIRINGSERVICES
FINANCIALSERVICES
Sep/10 2012 ( )
Affiliated Merchants (thousand) 75 300 25.0%
N A t New Accounts (thousand) 15 150 10.0%
i i fi i iRevenues: R$ 400 Million
Santander Acquiring
Credit Package with high fidelity driver;
6 mo. of operation with Mastercard2 mo. of operation with Visa;Debit
Number of transactions: 4.3 Million
Revenues: R$ 200 Million
Most of the Loans were made with SMEcompanies;
TOTAL
Number of transactions: 4.7 Million
Revenues: R$ 600 Million
Number of transactions: 9 Million
54Conclusion
S t d i th i i l hi thi i i d l iSantander is the pioneer in launching this acquiring model in Brazil
fThe partnership provides the bank access to a network of more than 160,000 merchants and to GetNet’s know how
The credit card industry is expected to grow around ~20% p.y. and double its size in 4 years
This strategy focuses on strengthening the relationship with SME clients – main competitors are banks
Santander Conta Integrada – “Win-Win” relationship between the bank and small and middle market companies (SMEs)
Investor RelationsJuscelino Kubitschek Avenue 2,235 10th floor
São Paulo | SP | Brazil | 04543-011Tel. (55 11) 3553-3300
e-mail: [email protected]
Wholesale Bankingg
Fi ld T i B l 16th N b 2010Field Trip – Barclays, 16th November 2010
57
This 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 / estimatesy p j /are subject to risks and uncertainties related to factors outside the Company'sability 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 Company's operations, andg y p g p y p ,the Company's 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 thesep y g p y pprojections and forward the events or circumstances that may occur.
© 2010 by Banco Santander (Brazil) SA. All Rights Reserved.
58
Agenda
Market Overview
Santander Wholesale Banking
Santander Wholesale Banking Growth StrategySantander Wholesale Banking Growth Strategy
5959Market Overview – Credit to Corporate
Credit (YoY Gro th%) Spreads (%)Credit (YoY Growth%) Spreads (%)
Average Tenor (days) DelinquencyAverage Tenor (days) Delinquency
Source: Brazilian Central Bank
6060Market Overview – Capital Markets (ECM & DCM)
ECM Evolution – Volume & Number of DealsECM Evolution – Volume & Number of Deals DCM Evolution – Volume & Number of DealsDCM Evolution – Volume & Number of DealsECM Evolution – Volume & Number of DealsECM Evolution – Volume & Number of Deals DCM Evolution – Volume & Number of DealsDCM Evolution – Volume & Number of DealsVolume = BRL MM; N = Number of Deals Volume (BRL MM)
-5.3% +48.6%
N=18
67.174 63.591 37.007 54.997
N=15N=24
N=10
+558%
Number of DealsForeign Investors Participation – YTD Sep/10289 323 213 255
Source: Boletim ANBIMA – October/ 2010
6161Market Overview – Capital Markets (M&A)
M&A Evolution – Volume & Number of Deals
Volume = BRL billion; N = Number of Deals
M&A Evolution Volume & Number of Deals
N=75 N=124N=73 N=99N=73
N=148 N=95N=89 N=59
N=31
Announced Deals by Value Capital Source (1º sem 2010)
Number of Deals Volume
y
Source: Boletim ANBIMA – 1st semester 2010
62
Agenda
Market Overview
Santander Wholesale Banking
Santander Wholesale Banking Growth StrategySantander Wholesale Banking Growth Strategy
6363Santander Wholesale Banking Client Segmentation
Revenue Classification CriteriaRevenue Classification Criteria Client Distribution *Client Distribution *
GB&M
GB&M
~530 *Client List
Corporate
BRL 250MM and above
Corporate
~650 (13%)
530
(10%)
Empresas
BRL 30MM-250MM
Empresas **
~3900 (77%)
(*) Includes MRG model clients only
(**) Annual revenues greater than BRL 20K
6464Santander Global Wholesale Banking* Overview (IFRS Criteria)
Total Revenues = BRL 2.615 MMTotal Revenues = BRL 2.615 MM
Profit Before Tax (% / Total) Profit Before Tax (% / Total)
9M10
9M10
Total Costs = BRL 554 MMTotal Costs = BRL 554 MM
Profit Before Tax = BRL 2.057MMProfit Before Tax = BRL 2.057MM
Source: Santander Financial Statements (IFRS)
(*) – GB&M only
6565Santander Wholesale Banking – Credit Evolution & League Tables
C dit E l ti (L C t ) *C dit E l ti (L C t ) * L T blL T blCredit Evolution (Large Corporates) *Credit Evolution (Large Corporates) *
BRL MM
League TablesLeague Tables
Project Finance (Fin. Advisor & St t i )1st24 3% Structuring)
Anbima - 2009
1
DCM (External Issues)Bond Radar – Sep / 2010
1st
24.3%
DCM (Domestic Issues)Anbima - Aug / 2010
4th
ECM (Closed Deals) 13rd
FXBanco Central do Brasil – Jul / 2010
4th
M&A (Value) 2Bloomberg Out / 2010
8th
( )Bloomberg – Out / 2010
3
Source: Management Information 3Q10Note: (1) 3rd also in Latin America
(2) 4th in Latin America
(*) - Does not include Empresas. Volumes do not include guarantees and other collaterals
66
Agenda
Market Overview
Santander Wholesale Banking
Santander Wholesale Banking Growth StrategySantander Wholesale Banking Growth Strategy
6767Santander Wholesale Banking Growth Strategy
General Strategy
EmpresasEmpresas
General Strategy…
Focus on clients relationship
Increase share of wallet, cross-selling and lead strategic transactions/loans with the Empresas(BRL 30-250MM)
Empresas(BRL 30-250MM)
existents key clients
Expand market penetration with new clients and clients with unexplored potential
Cross-selling to individual clients
Com
pani
esC
ompa
nies
General Strategy…
Explore value chain and sector opportunities with large companies
Corporate(BRL 250MM
d b )
Corporate(BRL 250MM
d b )
Increase cross-selling and diversification
Expand use of our wholesale and Investment Banking product platforms
and above)and above) Increase share of wallet
Continuous active NPL management (recovery and prevention)
Cross-selling to individual clients
6868GB&M Growth Strategy
Become the top relationship bank for the main players of sectors with high growth perspectives, like Energy, Mining, Construction, Infrastructure and Agribusiness.
11
Take advantage of our global capabilities and support local clients who intends to become international22 Take advantage of our global capabilities and support local clients who intends to become international. 22
The concept of one-stop shop and the first option for share of mind products.33
Santander is well positioned in Investment Banking products and intends to take advantage of the good perspectives for M&A, ECM and DCM markets.
44
Increase our client’s satisfaction, generating value to the Bank.55
Leverage Retail opportunities through our origination capacity.66
Increase net profit, ensuring full costs control and preserving a low risk profile.77
Investor RelationsJuscelino Kubitschek Avenue 2,235 10th floor
São Paulo | SP | Brazil | 04543-011Tel. (55 11) 3553-3300
e-mail: [email protected]