National Bank Of Canada · TSX:NA
National Bank Of Canada — Merrill Lynch 2001 Canadian Banks' CEO Conference
18 slides from National Bank Of Canada's conference presentation, Jan 24, 2001
Slide 1: Merrill Lynch 2001 Canadian Banks' CEO Conference
Merrill Lynch 2001 Canadian Banks’ CEO Conference André Bérard Chairman of the Board and Chief Executive Officer January 24th 2001
Slide 2: Core activities, Non-core activities, New options, Market recognition
1 Core activities 2 Non-core activities 3 New options 4 Market recognition
Slide 3: What has been our strategy so far?
What has been our strategy so far? ■ Universal Bank in Quebec ■ Commercial bank targeting SMEs specific needs across Canada ■ Smart niche player – Energy lending in Western Canada – Secured-lending in the U.S. ■ Go for acquisitions, internal growth, new fields to occupy as much ground possible in Qu
Slide 4: Not enough anymore...
Not enough anymore... 1
Slide 5: Going for superior profitability
Going for superior profitability The time is now! ■ Board and Senior Management currently drawing up new strategy ■ Clear intention to use flexibility of Bank Act to accelerate development and profitability ■ Specialists are leading National Bank to steer away from being “everything to everybody” 5
Slide 6: Core Businesses
Core Businesses 1
Slide 7: Our solid competitive advantage
Our solid competitive advantage ■ Retail operations in Quebec ■ Wealth Management, including: – Full-brokerage across Canada – Correspondent Network ■ SME market - Quebec/Ontario 7
Slide 8: Basis of a National Bank strategy
Basis of a National Bank strategy ■ Credibility: successful execution ■ Managed risk: in line with capacity to take risks ■ Competitive advantages 8
Slide 9: Retail Operations
Retail Operations Within Quebec, National Bank holds a 33% market share of retail banking done by banks and 19% market share overall (includes Desjardins) 42% Total Banks Desjardins 58% 9
Slide 10: Wealth Management
Wealth Management ■ #1 in Quebec Wealth Management market – Largest full-service broker and solid National Bank Discount Brokerage franchise – Upward trend for independent financial advisors – Complete line of products a must: ● from deep-discount brokerage to discretionary asset management ■ Outsid
Slide 11: SME Market
SME Market ■ #1 in Quebec – 28% total market share – 37% bank’s market share ■ Rapid market share increase in Canada as a result of expansion in Ontario 11
Slide 12: Common points
Common points t en em ag an Retail Client Centric SME M lth ea W 12
Slide 13: National Bank Financial success
National Bank Financial success ■ First Marathon acquisition = new sources of income ■ Block trading ■ Merchant banking ■ Equity underwriting ■ Expertise in mezzanine finance - small cap issues contributing to sophistication of our SME core business ■ Competitive edge 13
Slide 14: Non-core businesses
Non-core businesses 2 ■ Retail outside Quebec ■ Secured-lending in US ■ Corporate and Investment Banking
Slide 15: Non-core ≠ non-profitable
Going for superior profitability Non-core ≠ non-profitable • New strategy will focus on significant sources of growth and profit • High credibility from capital markets • Bank Act opportunities put in place 15
Slide 16: New options
New options 3
Slide 17: Partnerships? Joint Ventures?
Partnerships? Joint Ventures? ■ Any shareholder with +20% stake should bring important assets to enable expansion of core businesses ■ Either through their own business ■ Technology ■ or cash to conclude major acquisitions ■ Partnerships also avenue for non-core businesses ■ Elevate business line to
Slide 18: New strategy focused on our competitive advantage
■ New strategy focused on our competitive advantage ■ Courage to take necessary decisions about non-core activities ■ Ability to convince shareholders, public and government to support decisions ■ Rewarded with a compelling valuation
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