JP Morgan Chase 2012 Annual Report Download - page 25

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Our global presence and scale enable us to
understand what is happening in the world
and to use that knowledge and our capabili-
ties to support our clients and communities.
We never will lose focus on the reason we
are here: to serve our clients
We at JPMorgan Chase – from your CEO
to each and every individual around the
world – never will forget that we are here
only because we have clients to serve. All our
resources, both directly and indirectly, are
brought to bear to help our clients achieve
their objectives. We want our clients to get
the full benefit of our capabilities. When we
do that, the outcome benefits our clients, as
well as our company. And that contributes
to the broad-based, global economic growth
that is needed to address the biggest chal-
lenges the world faces. This is how JPMorgan
Chase does our part – person by person and
community by community.
Periodically, all businesses need to reor-
ganize to set themselves up for continued
success. As the global environment rapidly
changes, we also must evolve and position
ourselves to best serve our clients and benefit
from emerging trends and opportunities for
growth. We always want to see the world
from the point of view of the client – that is
generally the best way to look at any business.
We reorganized our global wholesale
business around our clients to better
serve them
Our Investment Bank and Treasury &
Securities Services and Global Corporate Bank
businesses serve many of the same corporate
and investor clients, and we believe our
decision to combine these units creates
the strongest and most complete institu-
tional client franchise in the industry. The
scope includes more than 50,000 employees
serving approximately 7,600 clients in over
100 markets globally. Approximately 80% of
Fortune 500 companies are our clients.
IV. WE ARE USING OUR UNIQUE CAPABILITIES TO DO
EVEN MORE FOR OUR CLIENTS AND COMMUNITIES
Our new global coverage teams are more
coordinated and comprehensive in how they
serve the client. A shared balance sheet can
deliver credit to clients where, when and
how they want it. The combination also
enables our business to manage risk, capital,
credit and liquidity on a client-by-client basis,
which is a necessity in the new regulatory
environment.
The scale with which we operate – arranging
$450 billion of syndicated loans for clients,
processing up to $10 trillion a day in transac-
tions around the world, etc. – cannot be met
by most banks. Even many of our U.S.-based
middle market companies use our services
internationally to grow their businesses.
In fact, 58% of our middle market clients
are active in global markets today, and 26%
have operations in foreign countries. These
numbers are substantially higher than a
decade ago. Governments and government
entities deposit huge sums of money with
us – again, this cannot be handled by small
banks. And our size enables us to invest
in new products and services, as well as in
infrastructure and technology. It also gives
us the resources to accommodate all the new
regulatory demands, including new clearing-
houses and new reporting requirements.
Ultimately, we expect this new organization
to make it easier for clients to do business
with us, to increase the revenue and cross
selling that we do with each client while
reducing the cost of serving each client.
J.P. Morgan brings its breadth to help major
clients
Time and again, J.P. Morgan has shown the
ability to deliver its scale and broad cross-
market capabilities to support clients in
carrying out their strategic growth plans.
In February 2013, J.P. Morgan advised 3G
Capital and Berkshire Hathaway on their
acquisition of the iconic H.J. Heinz Company