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1、Disclaimer: The information contained in this document is intended only for use during the presentation and should not be disseminated or distributed to parties outside the presentation. DBS Bank accepts no liability whatsoever with respect to the use of this document or its contents. 2008 2010 plan
2、ning China : Be Top 5 Foreign Banks in the market Consumer Banking Group31 July 2008 Contents Key initiativesCompetitorsBusiness strategyAppendicesFinancial dashboard as at Jun-082Brand PositioningTo be one of the top 5 foreign banks in ChinaEstablishDBS Brand equity as “prestigious and exclusivie”B
3、uild and Grow Customers Base Focused/TargetedAcquisitionProductOfferingsDifferentiatedServicesEffectiveSales ChannelsBuild a solid customerbase for further expansion intoother majorcities PillarsEnablersBusinessObjectivesMaximize Revenue PotentialsChinaBeijingGuangzhou/ ShenzhenShanghaiFocus on affl
4、uent individual and SMETarget ASEAN Expatriates leveraging on DBS brand in SE AsiaLeverage on corporate customer/ external baseLeverage external alliances and business partnersDeposit products (RMB & FCY)DBS CUP debit cardsInsurance (Life & Non-life)Mortgage LoanInvestment (Unit Trust, SIP)Treasures
5、Well-trained staffTransaction convenience via shared ATM and POSTPB CentersOne-stop consolidated servicesOff-premise servicingOverseas banking services arrangementBranchesInternal Referral Model SGM, MGM, Cross-BU ReferralExternal alliancesDirect SalesTailored sales incentive schemeKey Strategic Foc
6、us3These 3 cities present the highest market potentialImprove customer accessibilityBuild brand awarenessEnhance coverage of target customersWhy do we want to do this ?Key initiative # 1 Focus on Building our Franchise in 3 key Cities: Shanghai, Guangzhou & Beijing including key 2nd tier cities eg H
7、angzhouWhat is the expected outcome ? All functional departments to sharpen local market understanding and develop localized business and headcount plan prior to opening of new sub-branchRenting sky office under the same sub-branch license to expand the business scale Centralized purchase and constr
8、uction tendering process to reduce cost of outlet openingFurther expansion into other fast growing cities, provided branch licenses are timely granted to us What Where WhenAs is 1H 2008 To be /2009Customer Base 6,312 Loans EOP (SGD) 0.33B Deposits EOP (SGD) 0.13B Investment turnover (SGD) 51M No of
9、branch 4 Shanghai, Guangzhou, Beijing as important strategic locations for business expansion due to the highest deposit concentration in these cities Focus to build Shanghai, Guangzhou and Beijing network first to cumulate experience before branching out to other wealthy citiesGradual expansion of
10、network to improve accessibility and entrench customer loyalty2Shenzhen (1)Shanghai (1)+2Shanghai (1)Guangzhou (1)+4Beijing (2)Suzhou (1) Tianjin (1)+4Shanghai (1)Shenzhen (1)Guangzhou (1) Nanning (1)+10(O/S: 12)Q4 08F2008 Y/EQ1 08AQ2 08AQ3 08F2007 Y/E4Diversify and balance source of income (NII and
11、 Fee based income) Build customer base Acquire high-end affluent segment with product differentiationImprove product penetration per customer and enhance customers stickinessWhy do we want to do this ?Key initiative # 2Focus on deposit gathering through personalized and innovative wealth management
12、and mortgage services to our target segments What is the expected outcome ? What Full range of Wealth Management products should be made available at 3 key cities; extending to fast growing cities on needed basis for better resources allocationWhere Q3 2008 Launch:Investment Premium Investment and F
13、CY based QDII;Deposit RMB Current A/C; Savings Plan and Annuity PlanWhen As is 1H 2008 To be /2009Customer Base 6,312 Loans EOP (SGD) 0.33B Deposits EOP (SGD) 0.13B Deposit as “Hunter” RMB Deposit as key product hook for customer prospecting; FCY Deposit to drive for high Net Interest IncomeInvestme
14、nt as brand differentiator Marketing and Product development responsibilities to align customer needs with internal product manufacturing capabilityMortgage remains as the key revenue driver expand business source from developer project financing and estate agency network to solicit more end-user fi
15、nancing Optimize resource support from regional office5Greatly enhance distribution capability by sharing networks of ATM, POS, Teller counters, payment gateway with CUP member banksImprove customer accessibilityBuild brand awarenessIncrease base of transactional customersWhy do we want to do this ?
16、Key initiative # 3Build operating infrastructure capability to improve accessibility and entrench customer loyalty via access to China UnionPay Network What is the expected outcome ? Application for CBRC and CUP approval submit application to CBRC for bank card business and to CUP for shared network
17、 membershipInfrastructure building and testing including system development, card centre setup (with Call Centre functionalities) and CUP certification testIssue CUP Debit Card What Install ATM at all opened and to-be-opened branchesFurther improve customer accessibility such as standalone ATMs to a
18、lign with the remote self-service banking strategy in ChinaWhere Tentative launch date: Q4 08 as freeze on infrastructure changes from Jun Sep 08 (China Olympic) and subject to our ability to move data centre from Hong Kong to China is critical to obtain approval from CBRC When As is 1H 2008 To be /
19、2009Customer Base 6,312 Loans EOP (SGD) 0.33B Deposits EOP (SGD) 0.13B 6Building a strong business foundation Recruitment of high calibre local talents as pipeline for local management successionCross pollination second HK & SG staff to work in PRCDevelop clear career roadmap and individual developm
20、ent program to local staff. Build pipeline for business expansionBuild staff competency & leadership strength for managerial staffPeople DevelopmentSales & Service QualityAdopt integrated regional programme to deliver distinct customer experience and drive customer loyaltyEmpowering the local team t
21、o make speedy decision Professional training and certification process to be offered to each sales personnel to assure quality and complianceInstitutionalize sales incentive system to drive sales momentumLeverage on growth of target markets by focusing on affluent and emerging affluent individuals i
22、n urban areasDifferentiated service strategies:Well Trained Staff: certification for WM and insurance SalesTransaction convenience through Shared ATM and POS by DBS CUP cardsOne-Stop consolidated serviceProviding Off-premise banking servicingOverseas banking services arrangementAcquisition via partn
23、ering with intermediaries on business referral e.g. developers & property agents; word-of-mouth and incentive program for referralsCustomer Segments7Building a strong business foundations Adopt multi-business concept in all sub-branches to maximize coverage of prospective clients and cross-sell oppo
24、rtunities (TPB + enterprise owner- the most prospective business lead in emerging market)Exploit end to end financial services needs of clients across BUs e.g. provide end user mortgage financing for construction projects under our SCIB/EB financingExplore alliance with property developers and agent
25、s to supplement our distribution scale and referral sourcesStrategic alliance to provide best-in-class third party products e.g. local funds selling & bancassuranceContinuous negotiation with external partners for competitive pricing and quality servicesIncreased shared services capabilities and inf
26、rastructure (T&O, Credit, Product development) in China to gain cost synergy and improve efficiencyDedicated CB compliance resources for better control and monitoringDevelop end-to-end structured product manufacturing and distribution capabilities to strengthen competitiveness of investment products
27、Strategic AllianceCross BU customer synergyEnd to End ProcessesSet up & streamline local mortgage credit cycle management policy and process, to improve efficacy, and build DBS competitive edgeEnhance credit and asset quality with the linkage to local/PBoC credit bureausCredit8Key CompetitorsLegend:
28、LowAverageAboveAverageHighNonePosition/ mkt shareMortgageInvestmentDepositCompetitive PositioningPeer GroupBiggest 4 State Owned Banks ICBC, BOC, CBC & ABC USPUpon launch of initiativeUpon completionBest local retail bank in ChinaAccessibleTechnology drivenFast credit approval5M+ credit cards30+ deb
29、it cardsWealth managementMortgageRemittance/ Cash managementInnovativePremium brandGlobal network for offshore funds managementGlobal bank with local expertise (140+ years)Strong brandInternational bank with comprehensive productsPremier BankingHome LoanPrinciple Protected FCY InvestmentDepositDiffe
30、rentiated servicesEffective sales and service channelsBest-of-breed WM & mortgage productsTreasuresWealth ManagementDeposit MortgageGlobal Brand nameWealth Mgt ServiceLong presence in ChinaInnovativeWealth MgtPriority BankingAggressive mortgage & SME9Contents Financial dashboard as at Jun-0810Footno
31、te: 1) 2005 to 2008 financials based on exchange rate RMB$1 = S$0.202282) ROE figures are prior to rebasing to Basel IIHighlights of June YTD Performance 11Footnote: 1) 2005 to 2008 financials based on exchange rate RMB$1 = S$0.202282) ROE figures are prior to rebasing to Basel IIHighlights of June
32、YTD Performance 12Footnote: 1) Forecast based on official FYF6 submission from countries in Jun 08 2) ROE figures are prior to rebasing to Basel II CBG China : Key financial trends13RR denotes monthly run-ratePrior year data rebased on 08 budget rate CBG China : P&L drivers Operating Income, Expense
33、s and Provisions (S$m)14CBG China : P&L drivers Total Provisions (S$m) and Provisions / Loan Volume (bps p.a.)Footnote:SP = Specific Provisions, GP = General Provisions, TP = Total Provisions, ANR = Average Net ReceivablesRR denotes monthly run-rate, Prior year data rebased on 08 budget rateCAGR 725
34、%* RR denotes monthly run-rate15CBG China : Loan Drivers by Product CHINA LOANS (S$B)CAGR 789% Footnote: 1) Volume refers to average volume 2) Mortgage Loan = Total Loan 16CBG China : Deposit Drivers by Product CHINA DEPOSITS (S$B)CAGR 247% Footnote: 1) Volume refers to average volume 2) Prior year
35、data rebased to 08 budget rate 17Footnote: 1 Bancassurance includes life insurance and general insurance.2 Treasury includes ELD/ELN, bonds, currency link investment, FX, CLN/Rainbow and ST structured products. * RR denotes monthly run-rateCHINA FEES ($M)CBG China : Non Interest Income by Product18Income / Staff CostsCost / Income CBG China : Productivity Ratios* RR denotes monthly run-rateTOTAL COST /INCOME & INCOME / STAFF COSTS19
