BBVA in 2012
BBVA in 2012
BBVA in 2012
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In <strong>2012</strong>, <strong>BBVA</strong> has implemented numerous projects to ensure that these four core elementsbecome a reality. Among them are:• The implementation of the new <strong>BBVA</strong> Compass technological platform <strong>in</strong> all its branches<strong>in</strong> the United States. This allows process<strong>in</strong>g of transactions <strong>in</strong> real time, and thus gives thisfranchise a clear competitive advantage <strong>in</strong> the US market. The new platform will improve theservice provided through differentiated, efficient, faster and customer-centric processes.• Progress <strong>in</strong> the Group’s multi-channel distribution model. In Spa<strong>in</strong> the number of customerschoos<strong>in</strong>g “<strong>BBVA</strong> Contigo” as their ma<strong>in</strong> channel for relations with the Bank has cont<strong>in</strong>ued to<strong>in</strong>crease. More than 360,000 customers are already remotely managed by approximately350 specialized advisers. In Mexico the “D<strong>in</strong>ero Móvil” <strong>BBVA</strong> Bancomer plan is boost<strong>in</strong>gaccess to bank<strong>in</strong>g for new users, thus contribut<strong>in</strong>g to <strong>in</strong>crease f<strong>in</strong>ancial <strong>in</strong>clusion and thelevel of bank<strong>in</strong>g penetration <strong>in</strong> the country.<strong>BBVA</strong> wants to take advantage of all the opportunities technology presents to build a more<strong>in</strong>novative, more efficient, more customer-centric, and better-quality model. That is why itwill cont<strong>in</strong>ue its commitment to technology, which is the ma<strong>in</strong> driver of future change <strong>in</strong> the<strong>in</strong>dustry. The next leaps <strong>in</strong> efficiency <strong>in</strong> terms of both revenue and costs will not be through<strong>in</strong>cremental adjustments, but rather through a new model <strong>in</strong> which the role of remote channels,customization of products and services and the role of the branch will be radically different.3. A management model based on three elements: prudence, anticipation and a globaloutlook.• Prudence with respect to the decisions made on structural risks, credit risk, capitalmanagement and corporate transactions.• Anticipation <strong>in</strong> terms of the need to anticipate events and to have the flexibility to adapteasily to them.The strategy of prudence and anticipation has allowed <strong>BBVA</strong> to easily pass the stress testconducted by Oliver Wyman. Its results were published <strong>in</strong> September and placed it amongthe limited number of banks that do not need additional capital, even <strong>in</strong> the most adversescenario. This capacity of anticipation has been key to the Bank’s performance over thesedifficult years. It will cont<strong>in</strong>ue to be so <strong>in</strong> the <strong>in</strong>creas<strong>in</strong>gly global and uncerta<strong>in</strong> future.• The third element <strong>in</strong> the management model refers to the global outlook, <strong>in</strong>clud<strong>in</strong>g theconcept of cross-cutt<strong>in</strong>g approach, which consists of exploit<strong>in</strong>g all the current potential of<strong>BBVA</strong>’s bus<strong>in</strong>esses, customers and footpr<strong>in</strong>t. In <strong>2012</strong> the Group has cont<strong>in</strong>ued to boost thecross-cutt<strong>in</strong>g management of its bus<strong>in</strong>esses to generate significant synergies, through:a) The Group’s wholesale bus<strong>in</strong>esses, Corporate & Investment Bank<strong>in</strong>g (CIB). A neworganizational structure has been announced for this area, designed to boost thestrengths of the bus<strong>in</strong>ess and maximize the opportunities provided by the newenvironment. The new organization strengthens the strategic priorities of <strong>BBVA</strong>CIB: a greater focus on clients as the core element of its value proposition, as wellas optimization of its competitive advantages by boost<strong>in</strong>g cross-border bus<strong>in</strong>essand maximiz<strong>in</strong>g wholesale activity <strong>in</strong> partnership with the Group’s banks and localnetworks.b) The Retail Bank<strong>in</strong>g bus<strong>in</strong>ess, created last year, has also been transformed <strong>in</strong> <strong>2012</strong>, bycomb<strong>in</strong><strong>in</strong>g the Group’s bus<strong>in</strong>esses <strong>in</strong> South America with Global Retail Bank<strong>in</strong>g andInnovation. This new area has the follow<strong>in</strong>g objectives:– Increase the growth of the franchises <strong>in</strong> South America and make the most of theopportunities <strong>in</strong> the region with the support of the corporate units.– Connect the retail bus<strong>in</strong>esses with<strong>in</strong> the Group so that best practices can be easilytransferred and boost the development of the global bus<strong>in</strong>ess l<strong>in</strong>es of consumerf<strong>in</strong>ance, <strong>in</strong>surance, asset management and payment channels.Environment and <strong>BBVA</strong> position<strong>in</strong>g45