DHL 2005 Annual Report Download - page 48
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Specialist for Transaction Banking
In Transaction Banking, Postbank also handles the payment transactions of other banks
– domestic and foreign transactions for Dresdner Bank and domestic and European
transactions for Deutsche Bank. Postbank is holding discussions with additional potential
customers.
Postbank already occupies an outstanding position in the system-driven business of pay-
ment processing. In future this will be further enhanced by BHW, which is similarly suc-
cessful in processing and administering real estate loans for third parties.
Expertise in financial markets
Postbank manages its money and capital market transactions in the Financial Markets
Business Division. e division invests the bank’s liquid funds in the nancial markets and
manages market price risk, in particular interest rate risk.
Sales channels – a competitive advantage
One of Postbank’s decisive competitive advantages is its large network of distribution
channels. To increase its selling power, and to realize strong growth and related economies
of scale, Postbank will acquire Deutsche Post’s 850 largest retail outlets in January 2006. Its
customers also continue to have access to around 8,000 Deutsche Post outlets.
Postbank is also a market leader in online and telephone banking: Postbank customers
now manage 2.1 million checking accounts and 456,000 brokerage accounts online, while
3.1 million customers perform their banking transactions over the telephone. e bank
passes the cost reductions on to its customers. For example, conditions for private loan,
securities and savings products are more favorable if they are purchased via the Internet.
In spring 2005, Postbank was voted Best Internet Bank by the computer magazine Chip.
It was the rst bank in Germany to introduce the mobile transaction number (mTAN).
It is forgery-proof at the present time and is sent as a text message to the customer’s
mobile phone. Postbank has also made online banking even more secure by introducing
the indexed transaction number (iTAN).
Goals and strategy
Postbank is pursuing three growth strategies: acquiring new customers, creating stronger
relationships with its existing customers and increasing customer penetration, and gener-
ating additional income by providing services for other banks.
Postbank is further extending its strong position in checking and savings products by of-
fering innovative products at attractive prices. It is also specically promoting products
such as investment funds and consumer loans, which require a greater degree of active
selling. Postbank generates additional growth from third-party sales via the DSL brand
and Postbank Vermögensberatung. is enables it to meet demand for products and ad-
vice that go beyond the standardized oering of its branch network.
Annual Report 2005
44