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Mauricio Minas - Executive Vice President
Challenging Environment
Source: Economic and Financial Analysis Report – 3Q/2014
MARKET VALUE: R$ 146,504 Million
92,741 Points ofService
49,020Correspondents
4,659Branches
13Countries
PRESENCE IN 100% OF BRAZILIAN CITIES
WHOLESALE BANKR$ 444,195 Million in Credit
R$ 486,941 Million in AssetsInvestment bank
PRIVATE BANK11 OfficesData Center: Luxemburgo
CONSUMER FINANCING R$ 95,294 Million in Credit
CARDSCAGR 2012/16 18%
2014 3Q RevenueR$ 33,208 Million118,7 Million cards issued
INSURANCER$ 12,904 Million Revenue
23,4% Market Share Leadership
RETAIL BANKR$ 987,364 Million in Assets
79.5 MillionClients
1
CRM
Focus on the Product Customer Experience
DIGITAL CHANNELSCONVENIENCE AND
USABILITY
PHYSICAL CHANNELSBRANCHES/BRADESCO
EXPRESSO
MULTICHANNEL
EXPERIENCE
90%of the transactions 10% of the transactions
Customer Experience
2
3
Customer
Experience
Data Analysis Research and
Development
Digital
Relationship and
Customized
Multichannel
IntegrationOffering, Information
and Sale
Physical
Relationship Channel - Evolution of CustomerExperience
90%89%
21%17%
28%28%
23%
20%
11%22%
5%5%
6%5%
3% 2%2% 2%
Oct/13 Oct/14
Branches
Bradesco Expresso
Bradesco Celular (Mobile)
Internet Banking PF
COSTS BASE 100
Branches 100 R$ 2.78
Telebanco – Customized. 68 R$ 1.88
Autoatendimento(Self Service Banking)
45 R$ 1.25
Bradesco Expresso 32 R$ 0.89
Net Empresa PJ 6 R$ 0.18
Internet Banking PF 5 R$ 0.15
Bradesco Celular (Mobile) 4 R$ 0.11
Telebanco URA – IVR (Interactive Voice Response)
3 R$ 0.08
Average Cost, ABC Costing. Source: DOM
+1.5 p.p.
Autoatendimento
Telebanco (Customized)Telebanco URA
107 Million of
Transactions
Internet Banking PJ
49%45%
Distribution of Transactions in the Bank
4
sep/08 sep/10 sep/12 sep/14 sep/08 sep/10 sep/12 sep/14
Transactions Active users - individuals
CUSTOMERS ARE NOW
CHOOSING MOBILITY
3.1Thousand
1.2 Billion
168 Thousand
4.9Million
• Available at the customer’s hand
• All social classes
• Focus on usability • Free access
Relationship channels
5
Value innovation to the customer
CLOSED
INNOVATION
• Processes
• Methods
• Executive Agenda
• Innovation parks
OPEN
INNOVATION
• Universities
• inovaBRA
• Entrepreneurs
• Startups
• Innovation
Communities
Innovation
Strategic focus
6
7
New Experiences
MobileServices
New Technologies
NewBusiness models
▪ Espaço Villa Lobos
▪ Real Time Deposit
▪ Mobile Check Deposit
▪ Google Glass
▪ b∙wallet
▪ Bradesco Next
Mobile Bank and ATM
Assertiveness in offerings via CRM (Sales Force Automation)45%
Reduction of operational activities25%
Agility in conception and development of new products
50% to70%
Reduction in development costs with the reuse of components
20%
CLIENT’S VIEW
Able to respond properly to the company
OPERATIONAL
EFFICIENCYBusiness processes and back office activities
TIME TO MARKET
Agility in developing products and services
SAVINGS
Development and Maintenance
8
Systems
Architecture
System Architecture
Systems architecture
8
CLIENT’S VIEW
Able to respond properly to the company
OPERATIONAL
EFFICIENCYBusiness processes and back office activities
TIME TO MARKET
Agility in developing products and services
SAVINGS
Development and Maintenance
8
Developed
90% 92%
set/14 dec/14
42% 48%
set/14 dec/14
ImplementedSystems
Architecture
System Architecture
Systems architecture
9
3,929
4,2424,427
2012 2013 2014
GROWTH
Systems architecture impact
BusinessVolume
Costs260,1
282,7
301,3
IT investments12.7%
Volume of transactions 15.9%
IT investments Volume of Transactions(Daily average in Millions)(R$ Millions)
Operational Efficiency
IT Efficiency
10
DEC 2015
Structural
Back office
Branches
Products
100%
74%
71%
46%
75%
DEC 201448%
SET 201442%
Operational Efficiency
Evolution of full use of systems architecture
11
40,8%
41,7%
42,5%
40,9%
42,1%
42,9%
42,5%
40,1%
38,6%
2Q12 3Q 4Q 1Q13 2Q 3Q 4Q 1Q14 2Q14
Quarterly CTI
Business Volume
Costs
Operational Efficiency
Systems architecture impact
12
