Credit Suisse is described in terms of its history, present dimensions, strategic position and recent performance. A set of strategic recommendations are also provided following a comprehensive analysis of the bank.

1. 5 FORCES
+ COMPLEMENTORS
BUSINESS CANVAS MODEL
SWOT
STRATEGIC
RECOMMENDATIONS

2. BACKGROUND & HISTORY
• A world leading financial services firm with a global reach
• Member of Wall Streets’ bulge bracket
• Established a direct telex connection with New York
• Combines its strengths in two global divisions: Private Banking & Wealth Management and Investment Banking
• Wealth management business got refocused around a boutique model
• Relatively less affected during the global financial crisis but later started shrinking its investment banking business
• Separation of non-strategic items into a Corporate Center division to focus on core businesses
• Announcement of coupon payment on its ETN

3. Threat of New Entrants
• ↓High amount of human and
financial capital necessary
• ↓Expertise and network
Threat of Substitutes
• ↓No effective substitutes
• ↓Unique services requiring high level of
knowledge and experience
Rivalry
Buyer Bargaining Power:
• ↓Investment Banks are required
for major corporate changes
• Risk preferenceSupplier Bargaining Power:
• ↓Specialized products / special
industry knowledge
• Risk preference
LOW
Complementors
• Low cost IT-Support (India)
• Buy side institutions (PE, Funds…)
• Joint-Ventures
+++
Rivalry
• ↑Intense marketplace competition
• ↑Talent hiring
• ↑Stringent regulatory environment
MEDIUM
MEDIUM
LOW
HIGH
5 FORCES + COMPLEMENTORS

4. S
W
T
O
• Volatile markets, more risk-averse clients, offering
safety to alienate clients
• Improved access to Asia
• Underserved clients in growing markets
• Trend of online distribution channels
• Loss of key personnel (with client database)
• Regulatory constraints: Rising legal and
opportunity costs
• Lack of innovation
Opportunities
Threats

6. CUSTOMER SEGMENTS1
Wealth Management
Asset Management
Corporate & Institutional Clients
58%
31%
11%
Net New Assets
Wealth Management
Asset Management
Corporate & Institutional Clients
Source: Credit Suisse 3Q 2015 Report

7. CUSTOMER RELATIONSHIPS2
Client focus
Commitment to excellence and trustworthiness
A dedicated personal financial advisor
Establishing long-term relationships
54%
15%
31%
Relationship Managers
Swiss Universal Bank
Asia Pacific
International Wealth
Management
Source: Credit Suisse Annual Report 2014

8. VALUE PROPOSITIONS3
Wealth Management Clients
• Structured advisory process
• Comprehensive products and services
Corporate & Institutional Clients
• Network of international investors
• Professional support in financial
transactions
Asset Management
• Stable investment
environment
• Global investment solutions
and services

9. CHANNELS4
Social Events and Direct Marketing
• Social events for High-Net-Worth
Individuals
• Mailing, phone center, internet
Established Network
• Customer database
• Second-level network (Joint-
Ventures, Partnerships…)
• Relationship to government

10. REVENUE STREAMS5
48.16%
47.69%
2.53%
1.63%
Revenue Streams for 2014
Private Banking & Wealth
Management
Investment Banking
Corporate Center
Noncontrolling interests
without SEI
-8,000
-3,000
2,000
7,000
12,000
17,000
22,000
27,000
Switzerland EMEA Americas Asia Pacific Corporate
Center
Net revenues
Geographipical Net Revenue Streams (CHF million)
2014 2013 2012
-5,000
0
5,000
10,000
15,000
20,000
25,000
30,000
Private Banking
& Wealth
Management
Investment
Banking
Corporate
Center
Noncontrolling
interests
without SEI
Net revenues
Divisional Net Revenue Streams (CHF million)
2014 2013 2012
26.15%
22.03%
36.69%
12.57%
2.57%
Revenue Streams for 2014
Switzerland
EMEA
Americas
Asia Pacific
Corporate Center
Source: Credit Suisse Annual Report 2014
Source: Credit Suisse Annual Report 2014

11. KEY RESOURCES6
Wealth Management Clients (Swiss based)
Corporate and Institutional Clients
Asset Management
Comprehensive Financial Services and Products
Highly Specialized Professionals

12. KEY ACTIVITIES7
Advisory at
the core
Strategy in line with
each individual’s risk
profile and tailored
solutions
Targeted
Global Growth
shift from saturated to
fat growth emerging
market
Productivity
Management
Productivity management
streamlines business
structure to wind down
non strategy units
Integrated
Bank
Division-wide
alignment between
Private Banking and
Wealth Management

13. KEY PARTNERSHIPS8
Buy-side Participants
Government and Joint-Ventures
Celebrity Philanthropist
(Roger Federer)

14. COST STRUCTURE9
Fixed Costs
Human
Capital
Overheads
Variable
Costs
Regulatory
compliance
Customer
and local
relationships
Source: Credit Suisse Annual Report 2014 (Balance Sheet )
0
5000
10000
15000
20000
25000
2014 2013 2012
HUMAN
CAPITAL
OVERHEADS
REGULATORY
COMPLIANCE
(CHF million)
Operating Expenses

15. S
W
T
O
• Upward trend in Asia Pacific revenues
• Brand name and loyalty among customers, especially the
UHNWI
• Adaptive strategy: Ongoing shift to high growth markets
• High liquidity and strong capital base
• Human capital: 61% senior relationship managers
• Revenues from Private Banking & Wealth
Management are on the decline
• Not advertising aggressively as its competitors
• Concentration and excessive dependency upon
Wealth Management & Private Banking
Strengths
Weaknesses

16. STRATEGIC RECOMMENDATIONS
Seize OpportunitiesAddress WeaknessesLeverage
Strengths
Assess Threats
• Target institutions/individuals who recently suffered from political/market uncertainty
• Increase talent hiring and presence in Asia + tailored products to the specific needs of growing
markets
• Deploy some of the experienced advisors to Asia to share best practices
• Increase job satisfaction (Family-friendly environment）
• Promote an ethical organizational culture to increase compliance and so decrease legal costs
• Horizontal leadership decreases overheads and increases performance and innovation
• Diversify revenues streams
• Increase public exposure (advertising)
• Innovate in online services

17. The main goal of the Business:
Create Shareholder Value !

18. Thank you!