PNC Bank 2001 Annual Report Download - page 16

Download and view the complete annual report

Please find page 16 of the 2001 PNC Bank annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 104

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104

REGIONAL COMMUNITY BANKING
The success of the Regional
Community Banks (RCB) customer-
focused strategy, which aligns people,
processes and technology to better
serve the needs of consumers and
small businesses, was evident in the
continued growth of deposits, home
equity loans and fee-based products.
The RCB has focused on
increasing transaction deposit
accounts, which serve as a portal
for deepening customer relationships
and fueling higher-valued growth.
In 2001, this strategy resulted in
increases of 32% in new consumer
relationships and 10% in customer
retention rates, while transaction
deposits increased 11% on average.
The RCBs commitment to deep-
ening and enhancing its sales culture,
combined with the knowledge-based
marketing of products and services
that make banking easier and more
convenient, drove this performance.
In addition, average home equity
loans increased 16% — providing
14
REGIONAL
COMMUNITY
BANKING
TRANSACTION
DEPOSIT
GROWTH
(in billions)
the RCB with opportunities to
cross-sell additional consumer
banking products.
Supported by technology and a
customer-centric culture, the RCB
offers products such as annuities, bro-
kerage services, debit cards and mer-
chant services. Customer enthusiasm
for these products helped increase the
RCB’s noninterest income, which
stood at 34% of total revenue.
This growth is being enhanced
by investments made to improve
productivity and efficiency. Web-
enabled branches, an industry-leading
call center and the nations 8th-largest
ATM network helped reduce costs
and increase customer satisfaction to
a five-year high.
The RCB’s commitment to
boosting efficiency and productivity
by investing in people, processes
and technology helps position this
business for continued success. The
strategic focus is on building a retail
franchise that delivers sustainable rev-
enue growth and improved returns.
This will help create additional value for
shareholders, customers, employees and
the communities that PNC serves.
01
$22.4
00
$20.2
99
$18.9
0
6
12
18
24
98
$16.8