UBS Global Financial Services Conference

Transcription

1 Todd Maclin, Chief Executive Officer Consumer & Business Banking May 8, 2012 UBS Global Financial Services Conference

2 Consumer & Business Banking is a strong franchise today Strong profitability in a flat curve environment 1Q12 net income of $774mm/35% ROE Low volatility in earnings Brand strength, driven by innovative products and services with convenient channel options Over 5,500 branches/17,650 ATMs across 23 states Branch presence in 22 of the top 30 MSAs Average total deposits of $380B+, up 8% YoY Over 2x peer average Almost $150B client investment assets, up 6% YoY Almost 18mm active online customers Over 8mm active mobile customers, up over 40% YoY Capacity to invest for growth and market share gain Over 27,000 personal and business bankers and 3,100 client advisors Selective branch and ATM build-out captures growth markets at low risk ROIs Investing in mobile as a key channel Customers have shown us they value this Chase is #1 in big bank mobile apps 1 Significant investment made in controls infrastructure Opportunities to increase market share and efficiency with enhanced customer experience Note: all data as of March 31, Forrester 2012 US Mobile Banking Functionality Rankings and 2012 Keynote Mobile Banking Scorecard 1

3 Our focus on strong underlying growth will pay off Simulated pretax income ($B) $0.6 $3.0 $6.4 $(0.8) $(0.6) $5.5 +/- $0.5 $1.0 $0.5: New builds $(0.3): 12+ New builds $0.3: Business Banking $0.4: Chase Private Client $7.5 +/- $0.5: New builds $1.0: 12+ New builds $0.7: Business Banking $0.6: Chase Private Client $12.5 +/ Pretax income Durbin YoY Low rates / flat curve Simulated 2012 Cost efficiencies Growth opportunities Simulated 2015 Growth opportunities Spread normalization Simulated 2020 Near-term headwinds Medium-term uplift Longer-term growth 4% underlying annual growth (net of investment) assumed 2

4 Investing for growth and enhanced channel convenience and efficiency Business Banking expansion WaMu branch productivity at Chase levels is a $1B+/- pretax opportunity Chase Private Client Incremental deposit and investment balances of $100B (3% wallet) = $1B+/- pretax opportunity New builds ~1,250 new builds between 2002 and 2011 contribute $1B+/-; new builds will be additive Each is a $1B+/- incremental pretax opportunity Investing in service enhancements for convenience and efficiency Product innovation Mobile banking, Chase QuickPay SM, Chase QuickDeposit SM, and Jot SM Branch technology to give customers alternative ways to transact New branch layouts and more flexible job roles $500mm pretax opportunity by 2015 Enhanced customer experience with product and service choices tailored to customer needs 3

5 Business Banking segment Strong performance and positioned for growth Over 2mm clients with sales of up to $20mm; opportunity to deepen relationships by providing credit, treasury services and skilled relationship management across entire footprint Expansion markets continue to show impressive progress Over 3x growth in balances of nonexpansion markets Significant upside remains Branch investments, especially in CA/FL will fuel growth Strong 1Q12 financial performance Deposit balances of $67B, up 14% YoY Loan originations of $1.5B, up 8% YoY Lending pipeline at record level #1 SBA lender overall; #1 SBA lender to minority and women owned businesses; #1 or #2 position in all major Chase markets Investments in new products Business Platinum Checking SBA Capline Note: all data as of March 31,

6 Chase Wealth Management segment Best in class J.P. Morgan investment platform; CPC expansion Successfully deepening our client relationships 3,100+ client advisors covering 5,500+ Chase branches Almost $150B client investment assets Affluent households average ~4 branch visits per quarter World class investment products Among the largest managed account platforms Full suite of brokerage and insurance products Access to J.P. Morgan Private Bank products for Chase Private Clients Fully integrated banking product Online and mobile banking Award winning Chase Sapphire card 1 Chase mortgage platform # of Chase Private Client locations 1, Q11 4Q11 1Q Target # of Chase Private Clients 75k+ Chase Private Client expansion off to a strong start 2.3mm affluent households bank with Chase Expanding CPC to 1,000+ locations by end of 2012 Growing relationships: added ~33k CPC clients with $100k+ avg. in incremental D&I 4k 12k 22k 33k Q11 4Q11 1Q Target Incremental D&I balances of $100B (3% wallet) = $1B+/- pretax opportunity Note: all data as of March 31, Best General Travel Credit Card by Nerd Wallet (Winter 2012), Best Airline Miles Credit Card by Credit.com (December 2011) 5

7 Consumer Banking segment Strong performance and positioned for growth Strong franchise Over 5,500 branches and over 17,650 ATMs Serving almost 21mm households Over 17mm online and 8mm mobile active customers 24,000+ Personal Bankers Strong 1Q12 financial results Deposit balances up 7% YoY Growing net customer households Almost 40% higher net household acquisition vs Improving customer experience Customer overall satisfaction and branch satisfaction up 10% YoY Empowering front line to own and resolve customer issues Incentive tied to customer satisfaction Leading the industry on clear and simple disclosures to help customers make the right decisions Expanding and improving network New build program on track to open 150+/- branches in 2012 Testing new branch formats and designs in multiple markets Upgrading our fleet of DepositFriendly SM ATMs to improve performance and reliability Continuing to be a leader in innovation Chase QuickPay SM, Chase QuickDeposit SM, Next Gen ATMs Note: all data as of March 31,

8 The investments we have made are showing in our results Average deposit balance ($B) HH and sales force attrition & net HH acquisition CAGR = 9% $367.9 $380.8 Net HH Acquisition 37% Household Attrition 15% Sales Force Attrition 14% $ Q10 4Q11 1Q12 1Q12 YoY deposit growth of 8%, over 2x the industry average 4Q10 1Q12 4Q10 1Q12 4Q10 1Q12 1Q12 record low household attrition Net households increased for 3 rd straight quarter in 1Q12 Client investment assets ($B) Business Banking loan originations ($B) $120.5 CAGR = 11% $133.1 $137.9 $147.1 CAGR = 59% $4.7 $5.8 $105.8 $ Q12 1Q12 YoY increase of 6% Q12 YoY increase of 8% 7

9 Consumers are adopting new technologies at a rapid pace Evident by ATM deposits adoption rates ATM share of cash and check deposit transactions 1 38% 44% 26% 10% 15% 4Q07 4Q08 4Q09 4Q10 1Q12 % of ATM fleet 0% 29% 48% 62% 62% DepositFriendly SM ATMs offer speed and convenience More than 10,500 DepositFriendly ATMs SM Extended hours Easier and faster No envelopes or teller slips Customer choice and experience have improved Chase ATM experience improved 20 points YoY in the 2012 J.D. Power and Associates survey Close to 50% of our customers prefer to make deposits at the ATM vs. going to the teller line This compares to industry average of 8-15% 2 Next frontier is inside the branch We know how to do this and we have a proven track record 1 Analysis based on Chase Consumer transactions at the ATM and Teller (excludes Chase QuickDeposit SM transactions) 2 Based on First Annapolis research 8

10 Redesigning our overall teller line to meaningfully change how we serve our customers Teller line redesign Next Gen ATMs built into teller line Experimenting with best mix of Next Gen ATMs and full-service teller stations Will offer more services than DepositFriendly SM ATMs, including ability to cash checks, withdraw in multi-denomination, pay credit card bills and buy money orders Allow branch staff to focus more on customer sales and service needs rather than transactions Allows customers to choose how they interact with us 9

11 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 % Active Chase.com and mobile provides customers more choices to the branch and ATM Digital Avg. quarterly logins per Consumer household 1 Consumer HHs Channel usage by quarter PC devices Mobile devices Q09 4Q10 4Q11 1Q12 CAGR 28% 126% 11% 70% Online Mobile Call Center 60% 50% 40% 30% 20% 10% 0% Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Mobile Chase QuickDeposit SM transactions (mm) Mobile Chase QuickPay SM transactions (mm) Total transactions Total $ amount Total transactions Total $ amount New technology provides our customers with more choice, convenience and efficiency 1 All interaction (i.e., logins, visits, deposits) per household figures include total Consumer households for the quarter (both channel active and inactive households) 10

12 The retail branch network Branches are profitable and contribute on average $1mm in pretax profit, support the full firm and customers want them There continues to be an opportunity to increase our density in key strategic markets We decision new builds one by one Our models project additional new builds will be strongly profitable Breakeven in 3+/- years Economics of the branches we have built are strong 95%+ of mature branches 1 are profitable on a fully loaded basis The branches we build will support an integrated business model and product delivery across Consumer Banking, Business Banking, Chase Wealth Management, Mortgage Banking, Card and the rest of the firm Branches are complemented by other channels Online, mobile and telephone banking 90% of households are profitable on a variable basis Automation and service enhancements provide us with flexibility in branch size, formats and staffing models Increased staff focus on relationship management, customer servicing needs and complex transactions We will evolve and adapt like all retail businesses based on the demands of our customers 1 8 years or older 11

13 We are proud to announce the launch of Chase Liquid SM An exciting new product Why are we launching Chase Liquid? A growing segment of consumers are looking for a straight forward, low-cost alternative to traditional banking as well as additional control over their spending Chase Liquid, a reloadable prepaid card, meets those needs and sets the industry standard for fair pricing and transparency Chase Liquid also delivers unmatched convenience through the combination of more than 17,650 Chase ATMs, Chase.com, mobile, text, and 5,500+ branches Depositing and using your money has never been easier Or more affordable Open Fill Go Refill Get Chase Liquid at select Chase branches. Just add $25 to get started. Deposit cash or checks at any Chase branch, Chase DepositFriendly SM ATM, or sign up for free Direct Deposit. Use your Chase Liquid card anywhere Visa debit cards are accepted, or get cash at any Chase ATM or branch. Add more money with cash, checks, Direct Deposit and more. $0 TO GET $0 TO FILL $0 TO USE $0 TO REFILL Low $4.95 flat monthly fee 12

14 Chase Liquid is designed to deliver a better experience than key competitor products Fill and refill 24/7 At one of our 10,500+ Chase DepositFriendly SM ATMs Cash or checks On Chase.com Through the Chase Liquid integrated voice response Direct Deposit At one of our 5,500+ branches No minimum or fixed amount required (after opening) Get cash 24/7 at one of our 17,650+ Chase ATMs At one of our 5,500+ branches Control Spend only what you load Make purchases in stores or online Anywhere Visa debit cards are accepted Security and protection Funds are FDIC insured Zero liability protection Functionality Chase Liquid Industry Leaders Load how you want for free Inbranch, ATM, electronic Load any type of check directly on to the card One low monthly fee No general usage fees Access to over 5,500+ branches and their banking professionals No overdraft fees Alerts via text or Check your balance via text, 24/7 13

15 Chase Liquid s flat monthly service fee and large branch and ATM network delivers better value than key competitor products Comparison of fees Chase Liquid versus industry leaders Chase Liquid Industry leaders Origination fee $0.00 $ $3.00 Monthly fee $4.95 $ $9.95 Cash reload fee $0.00 $ $4.95 Check cashing fee 1 $0.00 $3.00 and up ATM withdrawal fee 2 $0.00 $ $5.00 Fee for POS purchases $0.00 $ $2.00 Customer service fee $0.00 $ $3.00 Paper statement fee $0.00 $ $5.95 Simulated annual cost for typical user 3 $59 $150 - $250 $50B+/- loaded on prepaid cards in 2011 Estimated to grow to $160B by The industry price leader charges a fixed price for government and payroll checks, customers seeking to cash personal checks typically pay a percentage of the dollar value 2 Financial institutions including Chase with proprietary ATM networks do not charge a fee to use their own ATMs Customers of financial institutions without ATM networks typically will pay a fee to both the issuer of the card and the ATM owner 3 Typical prepaid user assumed to have <30 debit transactions, 1 cash reload, 1 check reload and 2 ATM withdrawals per month 4 Source: Mercator Advisory Group 14

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17 One Chase Three great businesses serving over 50 million customers Consumer & Business Banking Mortgage Banking Card Services & Auto 23 million households Average deposits of $380B+, up 8% YoY 3,100+ client advisors and almost $150B in client investment assets 11,000+ CPC clients added in 1Q12; ~33,000 at quarterend Business Banking loan portfolio of $17.8B in 1Q12 Origination volume of $1.5B in 1Q12 up 8% YoY #1 SBA lender Serving 8 million customers #2 in originations 1 Funded >715,000 mortgages since 2009 Completed more than 1.2 million refinances since 2010 Prevented over 775,000 foreclosures since 2009 Provided credit cards to ~1.7 million customers in 1Q12 No. 1 credit card issuer in the US based on outstandings 2 >$86B in purchases on Chase cards in 1Q12 Paymentech processed bankcard volume of $150B for 1Q12 Up 22% YoY Note: all data as of March 31, Source: Inside Mortgage Finance 1Q12 2 Excludes Commercial Card Source: Nilson report, earnings releases and internal Chase estimates 16

18 One Chase We are making significant progress What we have done Five Keys to A Great Customer Experience SM These principles guide Chase employees in every interaction with customers Customer experience linked to compensation plans Increase empowerment of front line employees across One Chase Align offers regardless of channel Improve how we listen to employees Employee feedback button Florida and West Coast bus trips 10k employees and 500 ideas Simplifying how we talk to customers Easy-to-understand product disclosures What we plan to do Customer s entire relationship across all Chase consumer businesses better recognized Telephone Banking Centers One Chase Toll Free # Streamline identity validation Representative can cover nearly all consumer product needs We have made significant progress Significant improvement in J.D. Power and Associates results Increased our Customer Satisfaction score by 29 points over the last two years, the biggest gain among our 15 large bank peers Improved customer satisfaction since 2Q11, customer more likely to Recommend Chase Up 8% Use Chase to fulfill new financial needs Up 6% Fee related complaints have decreased dramatically Moving from a product to customer centric model focus 17

19 We have made measurable improvements in customer experience; this will lead to deeper relationships and more referrals Overall satisfaction with Chase (top 2-box scores) 1 Jan-11 Mar-12 Card 59% 70% Consumer Banking Mortgage Origination 57% 69% 55% 68% J.D. Power and Associates customer satisfaction surveys Chase Card at #4 position, above the industry average and up from #5 in prior year Chase Consumer Banking had the biggest two-year gain in score among the top 15 large bank peers Chase Mortgage Origination has moved to #5 from #12 One of the greatest increases across lenders Source: based on internal survey process 1 Satisfaction represents a top ranking of a 9 or 10 on a 10 point scale Likely to use Chase to fulfill new financial need (% of households who strongly agree) 72% Likely to recommend Chase to family, friends, coworkers (% of households who strongly agree) 83% 11% 21% 14% 23% Overall Satisfaction with Chase (on a 10-pt scale) Overall Satisfaction with Chase (on a 10-pt scale) 18

20 One Chase provides significant value to the firm In-footprint households, all segments as of 4Q11 Banking and Credit card 8.4mm HHs (22%) Consumer Banking 12.3mm HHs (33%) Credit card 16.8mm HHs (45%) Every 1% increase in cross-sell is worth over $150mm in pretax income 19

21 Forward-looking statements This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of These statements are based on the current beliefs and expectations of JPMorgan Chase & Co. s management and are subject to significant risks and uncertainties. Actual results may differ from those set forth in the forward-looking statements. Factors that could cause JPMorgan Chase & Co. s actual results to differ materially from those described in the forward-looking statements can be found in JPMorgan Chase & Co. s Annual Report on Form 10-K for the year ended December 31, 2011, which has been filed with the Securities and Exchange Commission and is available on JPMorgan Chase & Co. s website ( and on the Securities and Exchange Commission s website ( JPMorgan Chase & Co. does not undertake to update the forward-looking statements to reflect the impact of circumstances or events that may arise after the date of the forward-looking statements. 20