1. 30th Efma Convention:
Leadership in retail finance
L d hi i t il fi
13 p.m. & 14 March 2008 - Paris
Detlev Dietz
Chief Operational Officer Asset Management and Head of International
Asset Management
Commerzbank
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2. S
Surpassing th customer
i the t
expectations
Paris, March, 13th 2008 Dr. Detlev Dietz, Commerzbank
EFMA Convention Head of Retail Banking

3. AGENDA
1 Introduction to Commerzbank
2 Improving profitability in PBC
3 Growth in a competitive market
3

4. Commerzbank locations and key figures
• Balance-sheet total €616.5bn
• Equity €16.1bn
• Ratings
• Moody‘s Investors Service Aa3
• S&P A
• Fitch Ratings A
• Market capitalization €17.3bn
• Staff 36,767
- Germany 27,646
- Abroad 9,121
• Customers 8.92 m
• Branches worldwide (Group)
( p) 1,198
,
4

5. Performance and market capitalization
as of January 2008
Performance of the Commerzbank share Equity and market capitalization
Month-end figures Commerzbank Group
January 2005 = 100 In € bn
250
Equity
Market capitalization
19.0
200
17.1
17 1 17.3
16.1
15.6
14.6
150 12.2
9.1
100
50
2005 2006 2007* 31.12.2004 31.12.2005 31.12.2006 31.12.2007
Commerzbank share price DJ Euro Stoxx Banks CDAX (Banks)
5 * until December 28, 2007

6. AGENDA
1 Introduction to Commerzbank
2 Improving profitability in PBC
3 Growth in a competitive market
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7. Private and Business Customer Division focuses on affluent clients
Position / USP Strategic Program
D Branch business
Branch business: •No.1 for business
I customers Leverage Platform
S •Sustained growth in target
T •No. 4 in German branch
R business / private banking groups
I
B Direct Banking
Direct Banking:
U Grow Customer Base
T •No. 1 B2C online broker
•Further growth in banking, esp.
I •First choice in online banking
g
O in current accounts and short
short-
for modern private investors
N term deposits
Asset Management:
Asset Management
P Grow Asset Base
P •No. 5 i G
N in German asset
t
R •Growth program “Alpha” to
R
O
management with € 63 bn
O AuM invest € 100 m with target
D
D of € 100 bn AuM until 2011
U
C
K
Retail credit
Retail credit:
T Increase Profitability
I
I •No. 2 in residential real estate
O financing in Germany • Risk return oriented credit
O portfolio management on
N (€ 43 bn)
( )
N newly established platform
l t bli h d l tf
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8. PBC shows sustained growth …
Solid growth momentum Strong profit improvement
Revenues incl LLPs
incl. Operating profit
in € m in € m
+16,8% +83,9%
2.603 401
2.405 287
2.229 218
2005 2006* 2007 2005 2006* 2007
Increased profitability Initial Customer growth
Operating RoE (Basel I) Number of clients
in % in Mio. +14,6%
16,2 5,5
10,9 5,1
8,5 4,8
2005 2006* 2007 2005 2006 2007
8 * Before one-offs due to integration of Eurohypo

9. … with a consistent performance oriented market communication
performance-oriented
Promotion trucks Marketing cooperation CB branches opened Saturday Stiftung Warentest
Co ntr wide e ents
Country ide events 13,000 customers p a
13 000 c stomers p.a. planned branches,
790 branches 30k prospects
prospects, Commerzbank
Commer bank test winner
inner
2.3k new clients
Berlin campaign Brand value ranking Call Money Plus Account Börse Online
Commerzbank is the achiever of
Special marketing campaign the year with an increased value comdirect Tagesgeld PLUS comdirect:
targeting Berliner Sparkasse of about 30% up to € 2.093 bn introduced November 2006 Online Broker of the year 2006
Current Account Online Thomson Extel Survey 2007 €uro/Finanzen Stiftung Warentest
Comdirect: Current account Best Fund Management Firm cominvest: Achiever of the Best equity fund in Germany
No. 1 in €uro/Finanzen in Germany year 2007 €uro/Finanzen
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10. AGENDA
1 Introduction to Commerzbank
2 Improving profitability in PBC
3 Growth in a competitive market
10

11. Under present market conditions the best product to attract
customers and gain growth momentum is the current account
transparent /
fast moving
Mortgage
Investment s
Funds
Market
Condition Deposits
D it
Retirement
plan Current
intransparent / Account
slow moving
low sensitivity / high sensitivity /
low Customer behavior / high
Willing to switch
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12. Commerzbank pricing strategy – Three stages of developing our
customers
3 Interact
2 Contract
Stage 1 Attract
Goal Gaining customers: Retaining customers: Servicing customers:
Highly attractive Offer interesting Get the customers into
product offers and
p p prices
products at fair p a long term p
g partnership
p
prices by serving their
individual needs
• Fixed-term deposits
Examples • Current Account
p • Asset allocation /
• Money market management
• Fixed-term deposit
account to business
• Money market • Mortgage
customers
account (comdirect) • Certificates
• P
Payment
transactions • Consumer finance
• Investment account • Retirement Plan
• Insurance
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13. Successful in attracting – in 2007 Commerzbank gained new current
accounts at a rate well above its market share
Distribution of current accounts with Share of current accounts to private
private customers in Germany* (in %) customers newly contracted in 2007
~4 m p.a.
~7,3%
1,8
2,2
2,2
2,3
~290.000
290 000
4,7
7,5
26,3
26 3
58,2 Estimate of total Commerzbank
contractible current share
accounts in the market
13 * Due to multiple account relationships total > 100%

14. Contracting works as well - Systematic new client development
process enables successful cross-selling
Successful implementation
New client process EXAMPLE
Number of additional products sold to
T+1 T+2 T+3 T+4 T+5 T+6 new customers in the 1st year
59%
27%
14%
T+7 1 2 >3
Type of products sold to new
customers in 2007
Statistical analysis shows the highest selling
probabilities in the first six months Insurance
Up to five monthly mails are sent to new clients, Loans 7% Deposits
10%
starting from first contracted signing 37%
Each mailing focuses on a specific product Securities 19%
Via coupons the option for an easy response is accounts
given 27%
In parallel to the mailing the relationship-manager Credit Cards
gets informed
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15. Summary
• Two brand strategy can be successful, although
customer base with overlaps
• Marketing needs to be new customer oriented with the
respective cross-selling structure i place
i lli in l
• Real time technology is a must only for certain
customers; others are service and advise-oriented
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