Basic HTML Version
32
New customer acquisition
One of the Bank’s strategic targets is to
grow and acquire market share in the small
and medium-size enterprise segments.
VakıfBank used a wide variety of offerings to
achieve this objective, including direct debit
system (DDS), card-based collection systems,
dealership letter of guarantee agreements
covering the dealer and supplier networks
of corporate customers, and wholesale
payment systems. The Bank is striving to
become the primary bank of corporate
customers, their affiliates and subsidiaries. In
addition, VakıfBank acquired numerous new
customers among supplier and dealer firms,
and companies in other areas of the financial
value chain.
CORPORATE BANKING
VakıfBank meets all the corporate banking
product and service needs of its customers
with its specialized sales and operations
personnel, broad product portfolio, extensive
branch network, advanced technology
infrastructure and efficient business processes.
VakıfBank has adopted the strategy of
restructuring its balance sheet along business
lines. To this end, Corporate Banking
developed a strategy and action plan
that emphasized improving asset quality
and profitability, selecting customers and
transactions judiciously, and, in particular,
focusing on clients who use a large number
of products. With this approach, Corporate
Banking significantly increased the number
of its clients, cross-selling volume, and
profitability as a business line. In 2013, the
Bank’s corporate banking customer base
expanded by about 5%.
“Being the Main Bank of Clients” strategy
Serving in the corporate banking field with a
client-focused sales and marketing strategy,
a company-specific service approach and a
perspective valuing customers as long-term
business partners, VakıfBank also managed
to increase its transaction volume in 2013,
thanks to “Being the Main Bank of Clients”
strategy.
Managing to maintain its high asset quality in
2013, VakıfBank continued its credit support to
real sector companies that were determined
by effective and healthy client selection
criteria. In 2013, VakıfBank was very active in
financing projects that increase production and
employment and generate high added value.
The Bank provided funding opportunities to
investment projects, especially to energy and
privatizations projects, of its clients through
long-term cash and non-cash loans.
VakıfBank continued to provide high-quality
and efficient services to corporate clients with
significant foreign trade volumes, through
its wide network of correspondent banks
abroad, expert sales and operational team,
renewed foreign trade business processes and
advanced technology infrastructure.
In 2013, as in previous years, the Bank
generated sources that enabled it to extend
the average maturity of the liabilities side
of the Bank’s balance sheet and reduce
funding costs by means of activities that
lower the funding cost along with the use of
products that generate non-deposit resources.
Fund inflows lowering overall cost funding
increased 15% in 2013 compared to 2012.
2013 Activities
VakıfBank increased its transaction volume while
expanding its corporate banking customer base by
about 5% thanks to the “Being the Main Bank of
Clients” strategy.
AN IMPORTANT
STEP OF
TRANSFORMATION
1991 was a milestone year in
banking. During those years of
intense technology changes in
the banking sector, VakıfBank
launched the Unmanned
Banking Unit (Future 2001)
for the first time in Ankara.
In the same year, the Phone
Banking (Infobank) System
opened for service. In 1992,
the POS project was improved
and an integrated system was
activated. Through this system,
automatic authorization from
London Visa was made possible.
I
I