VTB Bank’s Development Strategy for 2014–2016 is titled "Quality Growth Strategy".
Andrey Kostin, VTB President and Chairman of the Management Board, said:
"Over the past four years we have pursued a unique business model, combining a market-leading corporate and investment bank with one of the most profitable retail banking franchises in Russia. We have strengthened our position as a market leader, outperforming our peers through both organic growth and value-added acquisitions. Our new strategy addresses key opportunities and challenges for VTB Group in an environment of slower economic and banking sector growth. For the next three years our primary objectives will be to:
- Maintain the positions of our corporate-investment banking business while further improving its efficiency and non-interest earning capabilities
- Outperform the market in the retail loan and deposits segment and increase our share of retail business in the Group’s business mix
- Prioritise our small and mid-sized corporate business as a separate operating segment and profit centre and to achieve substantial growth in volumes, market share and profitability
- Focus on stringent cost control across all business lines
- Further strengthen the risk management function at Group level
- Achieve greater synergies in integration, preparing the ground for the future merger of the Group’s major banks
These initiatives, complemented by clear financial and operating targets, will help us to successfully navigate this economic cycle, grow our business profitably and deliver value to our investors."
Strategic development objectives in key business lines
Further to the Group’s current development strategy, Corporate-Investment Banking (CIB) is expected to match market growth rates in lending and outperform the market in both expanding transactions and in corporate deposits, with a particular focus on current accounts.
The CIB’s key objectives under the strategy are:
- To diversify CIB’s business and bring best practices to more customers
- To increase the contribution of fee-generating products to the Group’s bottom line (including better management of account balances and cash management services)
- To improve efficiency via:
- Team optimisation
- Streamlining business processes
- Upgrading IT and infrastructure
- Optimising the Group’s regional footprint
SME corporate business
The Group sees great potential for small to medium sized customers. Under the strategy, the SME corporate business will develop a separate operating segment and evolve as a significant contributor to the Group’s revenues from 2016.
The key objectives for the mid-corporate business are to:
- Improve market share for key products, including loans, current accounts and fee-generating products
- Expand the customer base among small and mid-sized enterprises by 60%-80% with a strong emphasis on developing cross-selling
- Streamline expenses, including optimisation of the existing footprint
The retail business will continue to consistently grow its customer base and market share in retail and small-business loans and deposits.
Initiatives aimed at generating above-market growth, while maintaining profitability will include:
- Creating new customer flows and streamlining operations with the existing customer base (reducing outflow, increasing cross-selling)
- Creating an efficient multi-channel platform by offering more options and better quality services in branches via call centres and online banking
- Developing targeted customer sales and service models
- Building a successful federal model for working with small businesses
- Building the necessary infrastructure for supporting development (improving the consumer loan pipeline, developing bad debt recovery systems, improving IT infrastructure)
Business support and control
Improving efficiency and cost control are key priorities for the business support and control function. Measures to improve efficiency include:
- Improving the quality of business support
- Creating efficient business partners
- Streamlining and standardising processes for each function
- Creating a corporate centre and centralising support and control functions to achieve economies of scale
- Transitioning the Group to unified functional and technological platforms
- Updating the Group’s management systems (including the creation of a single functional management model)