Banco Santander (Brasil) JP Morgan Field Trip

Transcription

1 Banco Santander (Brasil) JP Morgan Field Trip Mar, 2012.

2 Santander Financiamentos Felix Cardamone Head of Consumer Finance Brazil Mar, 2012.

3 Agenda 3 I. Vehicles Market Overview II. Santander Financiamentos Loan Portfolio & Restructuring Plan WebMotors Risk Management

4 Vehicles Market 2011 Top 10 on Vehicles Industry 4 New Car Sales Millions China 12,668 USA 11,535 Japan 3,825 Germany 3,137 Brazil 3,096 India 2,567 France 2,406 Russia 2,402 United Kingdom 2,064 Italy 1,794 Source:ANFAVEA

5 Vehicles Market in Brazil 5 (Units Sold - Million) Vehicles Sales +23% +17% +5% Sourcee: FENABRAVE/CETIP

6 Vehicles Sales (Units - Thousand) -2% Used Cars -20% 6 0% New Cars -23% Motorcycles +1% -20% Sourcee: FENABRAVE/CETIP

7 Agenda 7 I. Vehicles Market Overview II. Santander Financiamentos Loan Portfolio & Restructuring Plan WebMotors Risk Management

8 Santander Loan Portfolio Consumer Finance (BR GAAP) 8 Total Loan Portfolio Consumer Finance Part. (%) Consumer Finance / Total Loans R$ billion 22.4% 29,1 29,8 30,2 30,8 32,7 8.8% 35,6 18% Santander Financiamentos 82% 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 Consumer Finance - Breakdown Dec/11 Trucks Consumer Credit Vehicles & Motorcycles Source: CFO Financeira (dec/11). BR GAP: 100% Renault Portfolio

9 Restructuring Plan Integration of Banco Real and Santander: Restructuring Plan End of the restructuring process Evolution of Management Aymoré+Olé = Aymoré + competitive and launch of new brand Focus on Profitability Market Share Growth with Profitability Strategic Pillars Commercial Strategy Risk Management Products & Operations Institucional Commercial structure focused on high productivity Automatic credit analysis response Redirection of collection to the Bank Risks Products portfolio and operational processes review, operations and collected vehicles management New management model and creation of committees to manage the business

10 Loans Portfolio Market Share Individuals (BR GAAP) 10 Bank 1 Bank 2 Bank 3 Santander: 100% Renault and Branches Channel Source: - Brazil Central Bank - Competition: Investors Relationship sites 10

11 Agenda 11 I. Vehicles Market Overview II. Santander Financiamentos Loan Portfolio & Restructuring Plan WebMotors Risk Management

12 Santander Financiamentos Internet Business 12 93% of Brazilian research online before buying a car Website Leader at Brazilian Internet Automotive Sector: More than 4 thousand dealers with active packs and, at least, one classified ad published in a month 13 million unique visitors per month Top of mind First Choice Usage Source: WebMotors BI and 2010 Research Magazines Quatro Rodas and Exame

13 WebMotors.com.br 13 Unique visitors per month New and used car dealers as client (# Millions) (#) Jan/10 Dec/11 Jan/10 Dec/11 (# Thousand) Active auto adds Jan/10 Dec/11 Source: WebMotors.

14 Agenda 14 I. Vehicles Market Overview II. Santander Financiamentos Loan Portfolio & Restructuring Plan WebMotors Risk Management

15 Auto Loan Business Delinquency Rates 15 Over 90 dpd - Santander vrs Market Santander presents growth but below market nov/11 dec/11 jan/12 Santander Financiamentos Market (Bacen) Vintages Evolution Santander Over 30 - mob 3 The new admission process generates vintages with better quality New Admission Policy Reference: Febraban Não inclui canal interno. Santander 15 inclui Renault 100%, demais Instituições contemplam (Banco Ford, Banco Fiat).

16 Portfolio Growth with good quality 16 Increase of almost 40% of the commercial staff The improve of credit response time and automatic decision, impacted positively the dealer s satisfaction Even with more conservative Credit Policy Decreasing the Cost of Credit (%) S11 2S11 Reference: Pesquisa anual IBOPE de satisfação intermediário.

17 Santander Brasil Santander Cards Business March, 2012

18 18 18 Agenda Overview of Brazilian Cards Industry Santander Cards Issuer Santander Cards Acquirer

19 Overview of Brazilian Cards Industry Cards industry continues to show substantial growth rates, even considering the competitive scenario consolidation and recent regulation changes 19 Transactiosn Growth Cards Penetration Growth Transactions, # Billion 3,5 CAGR Credito + 17% # Cards/Active Economic Population 3,0 Debit CAGR 2,5 2,0 1,5 1,0 + 21% Check - 10% 3,75 4,28 CAGR +11% 5,51 4,93 5,93 6,31 0,5 0, Cards transactions have been strongly replacing checks transactions last 10 years Source: BACEN.

20 Evolución Overview of Brazilian de la Industria Cards Industry de Meios de Pago en Brasil Card penetration, average ticket and transactions per card are still low in Brazil La industria ha logrado ritmos intensivos de crecimiento desde 2005, tanto en base de tarjetas cuanto en facturación Number of Cards Total Revenues (R$ Bi) 20 # Millones Credit Debit CAGR +13% P. Label Credit Debit P.Label R$, Billones CAGR +22% Average Ticket (R$, Transaction) Credit Debit P. Label +4% Source: ABECS Associação Brasileira de Cartões 2011: Estimated values

21 21 21 Agenda Overview of Brazilian Cards Industry Santander Cards Issuer Santander Cards Acquirer

22 Santander Cards Issuer our approach Our approach continues to be the world s best integrated cards specialist within a retail bank (since 2002) 22 Cards Specialist Product focus Specialized capabilities: risk, marketing Direct channels: Telemkt / Mailings Specialized systems Retail Bank Customers Traditional Channels: branches/ agents, call-center, web pages Brand Economies of scale Contributing to improve our local banks performance

23 Depth of cardholder relationship Santander Cards Issuer our model Is based on managing all levers along the product lifecycle 23 Portfolio Management Activation Spending Balance Building Retention Acquisition VALUE CHURN TIME RISK MANAGEMENT ANALYTICS SERVICING TECHNOLOGY MULTI-CHANNEL

24 Card s Card Santander Cards Issuer our model in a absolutely integrated global business model metlhodoly. 24 Knowledge Scale Economies Homogeneous Business Model Common methodologies Similar organizational structures across countries True best practices sharing Global specialists and knowledge initiatives (Forums, Campaigns Library, Benchmarking, etc.) Talent Management: global opportunities, specialist trainings Global relationships with key industry players (Amex, Visa, MasterCard, Diners) Global Products and Alliances (Elavon, FDI, Ferrari, etc.) Value added to the Group

25 Δ Profitability per Account Net income Santander Cards Issuer our model The Business expansion will be held in two dimensions: Customer Base and Profitability per Account 25 Increase the profitability by using the card s platforms as a distribution channel for other banking products and services Personal Loan % 2010 Card Accounts Savings Insurance % Payment Services Continuous product innovation as a growth lever (1) Source: Internal data

26 Santander Cards Issuer continuous growth The Credit market continues to show substantial growth rates, even considering the competitive scenario consolidation and recent regulation changes 26 Cards (MM) 173,0 153,0 124,0 136,0 104,0 6,8 8,5 9,7 11,5 12, Total Spend (R$ Bi) 364,3 313,7 256,0 215,0 174,0 18,8 26,5 33,3 39,9 50, % 17,2 1,7 Revolving Balance (R$ Bi) 35,7 25,7 29,2 22,1 2,1 2,5 3,0 4, % 14% 12% +14% % +28% +20% +25% Key Observations Focus on increase credit card penetration in client base with new commercial agreements (Raizen / Telefonica). Growth of the customer relationship stimulate Spend Financial orientation to revolving offering financing credit card bills (lower rate, but with longer term) Market Santander Note 1: Source Banco Central do Brasil, including +360 days balance Note 2: Source ABECs Brazilian Cards Association

27 Santander Cards Issuer performance generating relevant revenue increase 27 Net Fee (R$ MM) % CAGR +29% % Source: Santander Income Statement Net Fees IFRS

28 28 28 Agenda Overview of Brazilian Cards Industry Santander Cards Issuer Santander Cards Acquirer

29 Merchant Acquiring - Market Potential 29» More than 2 million establishments» 22% annual growth» 50% of all trade sales» Duopoly until April, 2010» R$ 560 billion in sales in 2011; volume is expected to double in 5 years» Large profitability margins

30 Merchant Acquiring - Innovative Value Proposition 30 The 1 st bank to combine acquirer and financial services REDECARD AND CIELO ACQUIRING SERVICES FINANCIAL SERVICES BANKS

31 Definition of Merchant Acquiring - Santander Integrated Account 31 Credit Limits Up to 8 x Trx volume» No checking account fees» Centralized domicile» 5 days with no interest Cheque Empresa Plus (corporate overdraft checks)» Broad Band POS terminal» Other Services» 24 x 7 service» Anticipation at the POS

32 Merchant Acquiring Main Numbers 32 New Merchant Total Merchant Thousand Thousand

33 Merchant Acquiring Revenue: marketing share 33 Market Share 55,8% 56,9% 56,3% 56,5% 57,0% 43,1% 41,8% 42,0% 41,4% 40,4% 1,0% 1,3% 1,7% 2,1% 2,6% 4Q10 1Q11 2Q11 3Q11 4Q11 ACQ 1 ACQ 2 Santander

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