Introduction - Genossenschaftsverband Bayern

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2 State-wide supplier of private and corporate customers Among seven million customers, the roughly 6.4 million private customers and the SMEs form the central business clientele of the Bavarian cooperative banks. The supply of these customers is ensured through a state-wide branch network. The principle of branch office banking with its consulting and service approach is macro-economically of eminent importance. Only about 40 per cent of the population consider themselves “well informed” about financial investment. The remaining part requires extensive advice to ensure efficient utilisation of their funds. With their branch network providing proximity to their customers and advice, the Bavarian Volksbanks and Raiffeisenbanks contribute greatly to consumer protection. Since at the same time only every fifth bank customer could imagine to conduct all bank transactions with a direct bank, i.e. consultation in their own home is not important for two thirds of the people; the existence of branch offices is indispensable especially in sparsely populated areas. Among commercial banking institutes, only the Bavarian Volksbanks and Raiffeisenbanks guarantee a dense branch network. For commercial customers, too, proximity to a branch office is important. Two thirds of the commercial customers in Southern Germany named the proximity of the branch office as important criterion when choosing a Volksbank and Raiffeisenbank as their main bank. That shows: proximity is an indispensable prerequisite for processing financial transactions and financial services. Deliberately, the Bavarian and German Volksbanks and Raiffeisenbanks have kept the number of branch offices on a very high level. In 2006, the existing 3,275 branch offices constituted 75 per cent of the branch network of the Bavarian Volksbanks and Raiffeisenbanks of 1995. In all of Germany, the Volksbanks and Raiffeisenbanks operated 2 State-wide supplier of private and corporate customers 31
13,765 branch offices in 2006, still 70 per cent of their branch offices of 1995. In comparison, other banking institutes reduced their branch network much more massively. The number of their branch offices decreased by over 45 per cent during the period 1995 to 2006. The – compared to other banks moderate – decrease auf branch offices of the Bavarian Volksbanks and Raiffeisenbanks shows how important they deem the state-wide and gapless supply of the rural areas in particular despite the high infrastructure costs of a branch network. The branch banking concept of the Bavarian cooperative banks offers not only quantity but above all quality. A survey of the Bund der Selbständigen (Federation of the Self-Employed) in Bavaria among their members in 2007 shows that 45 per cent of the members mainly co-operate with a Bavarian Volksbank and Raiffeisenbank. More importantly: 75 per cent of these members are “wholeheartedly” or “predominantly” satisfied. (Bund der Selbständigen/Deutscher Gewerbeverband in <strong>Bayern</strong>: Mittelstand will wieder investieren – gute Noten für <strong>Bayern</strong>s Banken (SMEs ready to invest again – good marks for Bavaria’s banks), 2007) This quality evaluation is noteworthy. For according to Deutsche Bundesbank (German Central Bank), the quality of financial services is of high importance for economic growth. (Deutsche Bundesbank (Ed.): Finance and growth in a bankbased economy: Is it quantity or quality that matters?, 2006) In other words: the Bavarian Volksbanks and Raiffeisenbanks as the only banking group organised under private law offer high-quality financial services across the board. They thus provide a basis to generate economic growth in all of Bavaria and secure development opportunities for the rural areas. Without the service of the Bavarian Volksbanks and Raiffeisenbanks, the economic development in rural areas would be worse. 3 Credit lender Macro-economically eminently important is the supply of the population with sufficient funds. Here, the banks have a special function 32 IV Economic contribution
Page 1 and 2: Stephan Götzl, Jürgen Gros, Steff
Page 3 and 4: For further and detailed informatio
Page 5 and 6: V Competitive environment .........
Page 7 and 8: (conclusion) provides detailed answ
Page 9 and 10: I Foundation motivation 1 Market fa
Page 11 and 12: therefore put the height of the int
Page 13 and 14: From the beginning, the cooperative
Page 15 and 16: II Development stages 1 Cooperative
Page 17 and 18: The major part of the Raiffeisenban
Page 19 and 20: wide range of savings plans as well
Page 21 and 22: ished through changes in the Cooper
Page 23 and 24: III Business principles 1 Promotion
Page 25 and 26: comparison: big banks, private and
Page 27 and 28: year 2000 and 2006, moneys amountin
Page 29: anks and Raiffeisenbanks that prote
Page 33 and 34: provided for a macroeconomic demand
Page 35 and 36: Decentral and regionally rooted bus
Page 37 and 38: The Bavarian cooperative banks offe
Page 39 and 40: paid local and federal corporate ta
Page 41 and 42: V Competitive environment 1 Overall
Page 43 and 44: Stadtwerke München (Munich Municip
Page 45 and 46: Big banks intend to reverse this tr
Page 47 and 48: explicitly called a “growth marke
Page 49 and 50: 8 Non-banks Increasingly, cooperati
Page 51 and 52: VI Trends 1 Consolidation of the ba
Page 53 and 54: Such potential financial service su
Page 55 and 56: 4 Demographic development The shift
Page 57 and 58: Conclusion Based on the catalogue o
Page 59 and 60: Bibliography Baas, Timo; Schrooten,
Page 61 and 62: Hohenegg, Ernst: Die Landesorganisa
Page 63 and 64: Authors Stephan Götzl is President

Introduction - Genossenschaftsverband Bayern

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