A4 für Copyshop GB.indd - Bayerische Landesbank

New marketing image
In the future, BayernLB’s strategic realignment will be reflected by its overall appear-
ance, both within the Bank and on the market. The objective of the new marketing
image is to convey both BayernLB’s new values and its long-established strengths.
Three core values describe the Bank’s clear position:
• Bavarian élan: The powerful combination of innovation and tradition has not only
helped create Bavaria’s strong business climate, but is also the driving force behind
BayernLB.
• Confidence: This value expresses certainty, experience and reliability in dealings
with customers and business partners.
• Proximity: Together with the Bavarian savings banks, BayernLB’s proximity to the
market at a regional level is clear. Proximity also characterises the trust placed by
customers worldwide in BayernLB which has been created and maintained by long-
standing relationships.
The Bank will communicate its position using the core message “Customised financial
solutions – made in Bayern”.
Debate on banking structures
BayernLB takes a definite standpoint on the ongoing debate over banking structures:
dismantling the “three-pillar model” would restrain competition. Economically and
sociopolitically harmful oligopolistic structures would materialise in the long term.
These would ultimately have a negative impact on Germany’s industrial competitive-
ness. An integral element of BayernLB’s business model involves ensuring that corpo-
rate and private customers in the Free State of Bavaria are provided with a full range
of national and international financial services. This is achieved in tandem with the
Bavarian savings banks. This procedure not only safeguards the clear commitment of
the Bank’s owners, but also constitutes a sociopolitical task. Cross-pillar mergers are
simply not an option for BayernLB. However, cross-pillar cooperation is conceivable,
as long as this involves non-competitive back office activities.
The debate over mergers between landesbanks, often picked up by the media, is not
expedient from the Bank’s point of view. This is due to implicit problems such as vary-
ing ownership structures, coupled with insufficient synergy potential as well as newly
incurred concentration risks. The parent-subsidiary model undertaken with SaarLB is
an exception to this rule. Synergy potential from large-scale bundling can be gleaned
equally from similar cooperative agreements.
In this environment, BayernLB will continue to revise its business model on an ongoing
basis. In this way, it will be able to continue on its successful trajectory in cooperation
with the savings banks, even against a backdrop of changing market and competitive
conditions.
BayernLB – our company
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} Definite “no” to
mergers between
landesbanks