A4 für Copyshop GB.indd - Bayerische Landesbank

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60 BayernLB – our company In 2004, LBS Bayern succeeded in maintaining market leadership, in close cooperation with the Bavarian saving banks. During the year under review, Landesbodenkreditan- stalt, in line with the tasks under its remit, continued to promote residential construction and urban development in Bavaria through trust loans and subsidies as well inter- est-subsidised programmes funded by state monies and LBS’s own funds. Proprietary business accounted for 70 percent of the overall result for state-subsidised business, thus remaining virtually unchanged year on year. Deutsche Kreditbank Aktiengesellschaft (DKB), an internet-based retail bank, focuses on selected target customer groups as part of its business model. In the year under review, the core focus was on expansion of the bank’s private customer business. The number of customers was significantly increased in 2004. In addition to gaining new customers, also targeting private customers in granular credit business, customer retention represented another key priority of the bank’s activities. Streamlined, rapid workflows incorporating quality assurance consolidated DKB’s position as an internet- based retail bank. For the coming years, the bank intends to further increase contribu- tion margins by exploiting savings potential and expanding the customer base by means of innovative customer acquisition initiatives. Magyar Külkereskedelmi Bank RT. (Hungarian Foreign Trade Bank / MKB) succeeded in significantly increasing its market share of private customer business through the acquisition of Konzumbank at the end of 2003, and incorporation of the acquired company in July 2004. This allowed MKB to boost its retail base. The network of branches in Hungary was expanded by 22 further foreign entities, reaching a new total of 52 branches. Over 35,000 new customers were gained. MKB’s strategic objective for 2005 is to exploit the earnings potential of existing customer relationships, as well as acquiring new customers. It aims to considerably expand its market position vis-à-vis SMEs. MKB focuses on customers and sectors that require tailored solutions and a broad product range due to their economic orientation, thus opening up potential for cross-selling activities in particular – also at Group level. In residential real estate financing (excluding property developers) under the Real Estate Business Area, the bank succeeded in meeting its targets for 2004 in spite of a generally difficult environment. For 2005, the business area anticipates slight recovery of the real estate markets, and a concomitant upward trend in the financing-to-com- pletion market. BayernLB’s credit card business has been making solid contributions to the Bank’s net commission income for many years. In 2004, the Bank continued to build on its strong position. Thus, the average number of credit cards issued at the end of 2004 stood at 830,000 units (representing an increase of 3.5 percent against 2003), while 2004’s transaction volume amounted to EUR 4.17 billion. BayernLB’s share of the German credit card market, measured in terms of transaction volume, is thus 12.1 percent.
The target retail customers of LB(Swiss) and LBLux are HNW private customers. These banks focus on asset management, investment consulting and fund business. LB(Swiss) and LBLux complement the business model of the Bavarian savings banks perfectly. <strong>Landesbank</strong> Saar (SaarLB) generates around 10 percent of its revenues with retail customers. This is largely attributable to its private residential construction financing business over internet platforms, which has been proving successful for many years, as well as to SaarLB’s subsidiary, Landesbausparkasse Saarbrücken. SaarLB’s retail activities are supplemented by services in investment consulting, including the active marketing of BayernLB’s products (such as structured bonds and credit cards), also in tandem with the Saarland savings banks. BayernLB – our company 61
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Annual Report and Accounts 2004
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LBS Bayern Corporates Business Area
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Clear figures. Clear objectives. Th
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Foreword by the Board of Management
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1 Board of Management and executive
Page 13 and 14: Dr. Rudolf Hanisch born in 1946, De
Page 15 and 16: In transforming its business model,
Page 17 and 18: Sparkassen-Finanzgruppe Bayern Baye
Page 19 and 20: Financial Statements Audit Committe
Page 21 and 22: Norbert Kastner Lord Mayor of the C
Page 25 and 26: 2 Economic situation
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Page 72 and 73: 68 BayernLB - our company Banque LB
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Page 76 and 77: 72 BayernLB - our company Corporate
Page 78 and 79: 74 BayernLB - our company } Shared
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Page 82 and 83: 78 BayernLB - our company Our staff
Page 84 and 85: 80 BayernLB - our company Fostering
Page 86 and 87: 82 BayernLB - our company Public se
Page 88 and 89: 84 BayernLB - our company DKB and S
Page 90 and 91: A product is only as good as the to
Page 93 and 94: 4 Report on the Bank and the Group
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Page 97 and 98: Management report Assets, liabiliti
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Page 101 and 102: EUR million 1.1. - 31.12.2004 Bayer
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Page 105 and 106: In the 2004 financial year, the ope
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Investment risk Similarly to counte
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Net exposure of the Group by countr
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Market price risk Market risk compr
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Operational risk BayernLB defines o
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5 Report by the Board of Administra
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Report by the Board of Administrati
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Liabilities 1. Due to banks a) Paya
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Liabilities Report by the Board of
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Liabilities 1. Due to banks a) Paya
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Liabilities Report by the Board of
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Complex enterprises demand reliabil
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184 Advisory Boards and addresses T
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186 Advisory Boards and addresses D
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188 Advisory Boards and addresses B
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190 Advisory Boards and addresses S
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Bayerische Landesbank Brienner Stra
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A4 für Copyshop GB.indd - Bayerische Landesbank

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