TeleSystem and Credit&Risk is a leading credit card and call center outsourcing company in Brazil that has experienced strong growth, with revenues increasing by 28% annually between 2001-2006 and net profits of R$16.1 million in 2006. The presentation outlines the company's diversified businesses and clients, strategic plans for future growth, and solid financial performance and corporate governance practices that position it as an attractive investment opportunity.
The document is a presentation to investors summarizing CSU's business in December 2006. Some key points:
1) CSU is the largest independent administrator of credit cards in Brazil, processing 44% of the market share. It also operates the largest independent call center in Brazil.
2) In 2005, CSU's revenue was R$357 million and gross profit was R$71 million, with its three main business units - CardSystem, TeleSystem, and Credit&Risk - making up the majority.
3) CSU went public in 2006, listing on Bovespa's Novo Mercado. The IPO raised R$341 million total, with demand exceeding the offer by 8 times
CSU is the largest independent administrator of credit cards in Brazil, processing over 142 million transactions annually and managing over 12.8 million cards, capturing 44% of the market share. In 2005, CSU reported revenues of R$336 million and a gross profit of R$64 million, with the majority coming from their card services segment. CSU provides a fully outsourced solution to card administration and other services for its clients, and has established itself as a leading player in related markets such as call centers and collections. The company has a premium client portfolio and a track record of strong growth and contract renewals.
Ubs pactual 2007 brazil ceo conference somente em inglêsCSURIWEB
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
Microsoft has a growing and increasingly important presence in the financial services industry. It provides many mission critical systems that large banks rely on for core functions like payments processing and trading platforms. Microsoft technology is used across business areas like retail banking, insurance, and investment management. Going forward, Microsoft sees the industry shifting towards more collaboration, standardized infrastructure, and using IT to improve customer experience and business intelligence.
The document discusses the design of a payment hub. It introduces the concept of a payment hub and its benefits, such as reducing integration complexity and supporting business strategies like acquisitions. It then covers key design aspects like the payment hub capability model, where capabilities can exist on a spectrum from middleware to a payments engine. It also discusses design issues around service granularity, technology selection, and use of a canonical data format. The document concludes by noting how a payment hub can help monitor liquidity and discusses reviewing the covered topics.
Patterns for Payment Systems IntegrationGary Farrow
This article describes enterprise patterns for payment systems integration. A comprehensive model of payments systems processing is presented based on suggested TOGAF Architectural Building Blocks (ABBs). Different configurations of the ABBs give rise to different patterns, each being useful in specific business or system scenarios.
Strategies for Payment Systems PlanningGary Farrow
Payments systems modernisation provides one of the most challenging IT planning problems. This article proposes and evaluates a variety of strategies to achieve simplification of a banks payments systems.
- Commonwealth Bank of Australia implemented a payments hub using Clear2Pay's Open Payment Framework to modernize its aging legacy payments infrastructure and systems.
- The initial implementation routed ATM and EFTPOS transactions through the hub. It also routed all SWIFT messages through a central sanctions screening engine.
- CBA is working to fully migrate its payments systems to the hub over time to realize benefits like increased uptime, payments visibility, and compliance consistency across its multiple banking entities.
The document is a presentation to investors summarizing CSU's business in December 2006. Some key points:
1) CSU is the largest independent administrator of credit cards in Brazil, processing 44% of the market share. It also operates the largest independent call center in Brazil.
2) In 2005, CSU's revenue was R$357 million and gross profit was R$71 million, with its three main business units - CardSystem, TeleSystem, and Credit&Risk - making up the majority.
3) CSU went public in 2006, listing on Bovespa's Novo Mercado. The IPO raised R$341 million total, with demand exceeding the offer by 8 times
CSU is the largest independent administrator of credit cards in Brazil, processing over 142 million transactions annually and managing over 12.8 million cards, capturing 44% of the market share. In 2005, CSU reported revenues of R$336 million and a gross profit of R$64 million, with the majority coming from their card services segment. CSU provides a fully outsourced solution to card administration and other services for its clients, and has established itself as a leading player in related markets such as call centers and collections. The company has a premium client portfolio and a track record of strong growth and contract renewals.
Ubs pactual 2007 brazil ceo conference somente em inglêsCSURIWEB
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
Microsoft has a growing and increasingly important presence in the financial services industry. It provides many mission critical systems that large banks rely on for core functions like payments processing and trading platforms. Microsoft technology is used across business areas like retail banking, insurance, and investment management. Going forward, Microsoft sees the industry shifting towards more collaboration, standardized infrastructure, and using IT to improve customer experience and business intelligence.
The document discusses the design of a payment hub. It introduces the concept of a payment hub and its benefits, such as reducing integration complexity and supporting business strategies like acquisitions. It then covers key design aspects like the payment hub capability model, where capabilities can exist on a spectrum from middleware to a payments engine. It also discusses design issues around service granularity, technology selection, and use of a canonical data format. The document concludes by noting how a payment hub can help monitor liquidity and discusses reviewing the covered topics.
Patterns for Payment Systems IntegrationGary Farrow
This article describes enterprise patterns for payment systems integration. A comprehensive model of payments systems processing is presented based on suggested TOGAF Architectural Building Blocks (ABBs). Different configurations of the ABBs give rise to different patterns, each being useful in specific business or system scenarios.
Strategies for Payment Systems PlanningGary Farrow
Payments systems modernisation provides one of the most challenging IT planning problems. This article proposes and evaluates a variety of strategies to achieve simplification of a banks payments systems.
- Commonwealth Bank of Australia implemented a payments hub using Clear2Pay's Open Payment Framework to modernize its aging legacy payments infrastructure and systems.
- The initial implementation routed ATM and EFTPOS transactions through the hub. It also routed all SWIFT messages through a central sanctions screening engine.
- CBA is working to fully migrate its payments systems to the hub over time to realize benefits like increased uptime, payments visibility, and compliance consistency across its multiple banking entities.
This document discusses challenges for financial information systems. It outlines several types of challenges, including:
- Compliance with regulations like Basel II and Solvency II
- Issues around data representation, management, security and messaging
- Technological limitations like the inappropriateness of TCP/IP for low-latency applications
- Problems stemming from the proliferation of markets and data
It notes that a large portion of spending by capital markets firms goes to addressing ongoing technological issues rather than innovation. The document advocates applying telecommunications perspectives and standards to help resolve challenges in a more coordinated way.
This document outlines the application architecture for China Construction Bank resulting from an IT review project. It describes a transition from the current single-province core banking system to:
1) Continued multi-province and potential multi-currency implementation of the CCBS system.
2) Implementation of a multi-layered data warehousing solution to meet the Bank's management information needs.
3) A proposed full architecture is shown with the core banking system supported by a fully implemented data warehouse.
This document provides summaries of consulting engagements by NAOME bvba across multiple sectors including finance, mobility, outsourcing, and more. The summaries describe companies, NAOME's roles which include strategic consulting, business development, and other areas of expertise. Customers include large corporations, payment schemes, and national companies.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
Interlace is an IT solutions provider that has developed a suite of enterprise banking products and solutions. The solutions address challenges in the banking/financial services industry from changing regulations and compliance laws to shrinking budgets and security concerns. The modular yet integrated solutions cover areas like universal banking, wealth management, fraud prevention, anti-money laundering, and more. Interlace provides a one-stop shop for IT services and solutions to help banking/financial clients grow their business.
Don’t like risk? Stop gambling in your accounts payable and start to take sys...sharedserviceslink.com
To be SOX compliant and for the purposes of internal audit you need to look at risk from a process perspective. You need to ensure your process is controlled and compliant. Mitzi Mitchell will share how to reduce risk to achieve systematic control of the highest P2P risk areas, including:
- Three-way matching errors
- Ensuring approval limits are correct and monitoring approval authority changes
- Minimising employee fraud (using Concur’s T & E tool)
- Avoiding duplicate payments (using APEX Analytics' audit recovery tool)
- Ensuring users in the process are following the rules to ensure compliance
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
Customer Experience: Data-Driven Customer Satisfaction at TD AmeritradeJaime Fitzgerald
This document discusses how TD Ameritrade used data and metrics to improve customer satisfaction. It summarizes how they initially saw declining satisfaction due to growth, implemented a measurement system to identify service gaps, and used insights to enhance processes. This led to lasting improvements in metrics like satisfaction scores and reduced issues. The document also outlines frameworks used and benefits achieved through a data-driven approach.
Open Banking : The Rise of the Cloud PlatformGary Farrow
This paper explores how traditional banking system architectures will be affected by the emergence of open banking. Platform models for open banking are proposed that accommodate both supply and demand-side solutions. On the demand side, the network effects of open banking platforms and their limitations are discussed.
XBRL (eXtensible Business Reporting Language) provides a standardized format for publishing and exchanging financial data over the internet. It allows financial metrics and performance drivers to be automatically pulled from different source systems and shared without re-keying or reformatting the data. This significantly enhances the ability of competitive intelligence professionals to track and analyze key financial indicators in near real-time. By using XBRL, metrics can be delivered directly to decision-makers via online dashboards and analytic tools without any manual data validation or loading.
CSU is a leading technology services provider in Brazil, with a 44% market share in credit card administration. The presentation discusses CSU's business units and provides an overview of the company and the credit card industry in Brazil. CSU had revenues of R$357 million in 2005, with 33% coming from its CardSystem business unit. The company completed an IPO in 2006, listing on the Bovespa and raising R$341 million in primary and secondary offerings to fund expansion.
Ubs pactual 2007 brazil ceo conference ingCSURIWEB
The document is a presentation by UBS Pactual about UBS Pactual's Brazilian operations. It discusses UBS Pactual's leading position in Brazil as the largest independent administrator of credit cards and leading independent call center. It also outlines the attractive growth fundamentals of the credit card and call center industries in Brazil and UBS Pactual's diversification and opportunities from its core credit card business.
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth due to its leadership in credit card processing and diversification into other business units like customer support and collections.
- Industry fundamentals for credit cards and call centers in Brazil remain attractive, with continued growth expected.
- CSU's strategic focus is on organic growth, cross-selling opportunities, acquiring new clients, and entering new business segments and markets.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth historically through diversifying its business units and pursuing cross-selling opportunities.
- Growth opportunities exist in expanding existing businesses, entering new markets, acquiring new clients, and pursuing organic market growth.
- Main strategic actions for 2007 focus on completing commercial strategies, expanding volumes, increasing profitability, and strengthening business units.
- CSU emphasizes high levels of corporate governance and a focus on human resources to
The document provides financial information for Paraná Banco for 3Q07, 3Q08, 9M07 and 9M08. It summarizes that the bank saw 44.3% growth in its credit portfolio from 3Q07 to 3Q08. Net income increased 28% from 9M07 to 9M08. The insurer subsidiary J. Malucelli Seguradora saw 33% growth in total written premiums from 3Q07 to 3Q08. Key metrics like return on equity and assets declined but remained healthy.
Global Networking and Offshoring HCL - Operations strategyAnkur Verma
Global networking refers to methods that connect all departments, offices, and subsidiaries of a corporation across international borders, bringing challenges like different time zones and standards. Offshoring involves relocating business processes or facilities to foreign countries to reduce costs. HCL is a leading global IT company founded in 1976 with over 80,000 professionals operating in 31 countries. It has expanded through offshoring by acquiring foreign companies and establishing joint ventures to address opportunities in markets like finance. While most functions can be offshored, there are risks to consider like lower savings than expected or inadequate local skills that companies try to mitigate through strategies like supplier development.
This document provides an overview of CSU CardSystem S/A, a Brazilian company with four business divisions: payment processing, business process management, solutions provider, and contact center management. It summarizes CSU's achievements in 2011, including resumed growth, successful migrations, alliances with banks/issuers, and the launch of new products. It outlines CSU's priorities for 2012, including expanding partnerships and product offerings, and increasing the use of new technologies. The document also discusses CSU's continuous investments in technology and healthy capital structure.
Analytics In Action - How Marketelligent Helped A Bank Retain Its Profitable ...Marketelligent
The client, a major credit card issuer, was experiencing significant balance runoff that was reducing profitability. Analytics identified that 3% of accounts were responsible for 80% of the losses. Models were built and strategies implemented to retain profitable customers, including lowering interest rates for likely payers and offering alternative products. These approaches led to a 30% drop in balances lost and 45% greater response to alternative products, maintaining overall profitability.
Analytics in action how marketelligent helped a card issuer combat transact...Marketelligent
The credit card issuer was facing significant losses from transaction fraud despite having a real-time scoring application. A 5-step analytical process was used to develop optimized authorization rules, improve the transaction scoring mechanism, identify new fraud strategies, and measure fraud operations performance. This resulted in fraud detection rates improving by 70 basis points year-over-year and reductions in false positives, false negatives, and missed opportunities to identify fraud.
The costs of processing purchase orders and
payments are presenting a challenge to all organisations. Certainly, given
the current economic climate, all companies will be seeking new ways to
eliminate unnecessary and wasteful costs.
Getting the business case right for any technology implementation is crucial to its future success. In this session, Todd Holcomb shares how Alliance Data prepared their business case, what difference this careful planning had on their initial e-invoicing campaign and key lessons learnt in their journey so far, including how to:
- Understand your current P2P process, identify opportunities for automation and target your future P2P process
- Elegantly gain the executive level buy-in and support to make your automation project a success
- Seamlessly handle non-PO invoices elegantly with your electronic invoicing solution
This document discusses challenges for financial information systems. It outlines several types of challenges, including:
- Compliance with regulations like Basel II and Solvency II
- Issues around data representation, management, security and messaging
- Technological limitations like the inappropriateness of TCP/IP for low-latency applications
- Problems stemming from the proliferation of markets and data
It notes that a large portion of spending by capital markets firms goes to addressing ongoing technological issues rather than innovation. The document advocates applying telecommunications perspectives and standards to help resolve challenges in a more coordinated way.
This document outlines the application architecture for China Construction Bank resulting from an IT review project. It describes a transition from the current single-province core banking system to:
1) Continued multi-province and potential multi-currency implementation of the CCBS system.
2) Implementation of a multi-layered data warehousing solution to meet the Bank's management information needs.
3) A proposed full architecture is shown with the core banking system supported by a fully implemented data warehouse.
This document provides summaries of consulting engagements by NAOME bvba across multiple sectors including finance, mobility, outsourcing, and more. The summaries describe companies, NAOME's roles which include strategic consulting, business development, and other areas of expertise. Customers include large corporations, payment schemes, and national companies.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
Interlace is an IT solutions provider that has developed a suite of enterprise banking products and solutions. The solutions address challenges in the banking/financial services industry from changing regulations and compliance laws to shrinking budgets and security concerns. The modular yet integrated solutions cover areas like universal banking, wealth management, fraud prevention, anti-money laundering, and more. Interlace provides a one-stop shop for IT services and solutions to help banking/financial clients grow their business.
Don’t like risk? Stop gambling in your accounts payable and start to take sys...sharedserviceslink.com
To be SOX compliant and for the purposes of internal audit you need to look at risk from a process perspective. You need to ensure your process is controlled and compliant. Mitzi Mitchell will share how to reduce risk to achieve systematic control of the highest P2P risk areas, including:
- Three-way matching errors
- Ensuring approval limits are correct and monitoring approval authority changes
- Minimising employee fraud (using Concur’s T & E tool)
- Avoiding duplicate payments (using APEX Analytics' audit recovery tool)
- Ensuring users in the process are following the rules to ensure compliance
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
Customer Experience: Data-Driven Customer Satisfaction at TD AmeritradeJaime Fitzgerald
This document discusses how TD Ameritrade used data and metrics to improve customer satisfaction. It summarizes how they initially saw declining satisfaction due to growth, implemented a measurement system to identify service gaps, and used insights to enhance processes. This led to lasting improvements in metrics like satisfaction scores and reduced issues. The document also outlines frameworks used and benefits achieved through a data-driven approach.
Open Banking : The Rise of the Cloud PlatformGary Farrow
This paper explores how traditional banking system architectures will be affected by the emergence of open banking. Platform models for open banking are proposed that accommodate both supply and demand-side solutions. On the demand side, the network effects of open banking platforms and their limitations are discussed.
XBRL (eXtensible Business Reporting Language) provides a standardized format for publishing and exchanging financial data over the internet. It allows financial metrics and performance drivers to be automatically pulled from different source systems and shared without re-keying or reformatting the data. This significantly enhances the ability of competitive intelligence professionals to track and analyze key financial indicators in near real-time. By using XBRL, metrics can be delivered directly to decision-makers via online dashboards and analytic tools without any manual data validation or loading.
CSU is a leading technology services provider in Brazil, with a 44% market share in credit card administration. The presentation discusses CSU's business units and provides an overview of the company and the credit card industry in Brazil. CSU had revenues of R$357 million in 2005, with 33% coming from its CardSystem business unit. The company completed an IPO in 2006, listing on the Bovespa and raising R$341 million in primary and secondary offerings to fund expansion.
Ubs pactual 2007 brazil ceo conference ingCSURIWEB
The document is a presentation by UBS Pactual about UBS Pactual's Brazilian operations. It discusses UBS Pactual's leading position in Brazil as the largest independent administrator of credit cards and leading independent call center. It also outlines the attractive growth fundamentals of the credit card and call center industries in Brazil and UBS Pactual's diversification and opportunities from its core credit card business.
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth due to its leadership in credit card processing and diversification into other business units like customer support and collections.
- Industry fundamentals for credit cards and call centers in Brazil remain attractive, with continued growth expected.
- CSU's strategic focus is on organic growth, cross-selling opportunities, acquiring new clients, and entering new business segments and markets.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth historically through diversifying its business units and pursuing cross-selling opportunities.
- Growth opportunities exist in expanding existing businesses, entering new markets, acquiring new clients, and pursuing organic market growth.
- Main strategic actions for 2007 focus on completing commercial strategies, expanding volumes, increasing profitability, and strengthening business units.
- CSU emphasizes high levels of corporate governance and a focus on human resources to
The document provides financial information for Paraná Banco for 3Q07, 3Q08, 9M07 and 9M08. It summarizes that the bank saw 44.3% growth in its credit portfolio from 3Q07 to 3Q08. Net income increased 28% from 9M07 to 9M08. The insurer subsidiary J. Malucelli Seguradora saw 33% growth in total written premiums from 3Q07 to 3Q08. Key metrics like return on equity and assets declined but remained healthy.
Global Networking and Offshoring HCL - Operations strategyAnkur Verma
Global networking refers to methods that connect all departments, offices, and subsidiaries of a corporation across international borders, bringing challenges like different time zones and standards. Offshoring involves relocating business processes or facilities to foreign countries to reduce costs. HCL is a leading global IT company founded in 1976 with over 80,000 professionals operating in 31 countries. It has expanded through offshoring by acquiring foreign companies and establishing joint ventures to address opportunities in markets like finance. While most functions can be offshored, there are risks to consider like lower savings than expected or inadequate local skills that companies try to mitigate through strategies like supplier development.
This document provides an overview of CSU CardSystem S/A, a Brazilian company with four business divisions: payment processing, business process management, solutions provider, and contact center management. It summarizes CSU's achievements in 2011, including resumed growth, successful migrations, alliances with banks/issuers, and the launch of new products. It outlines CSU's priorities for 2012, including expanding partnerships and product offerings, and increasing the use of new technologies. The document also discusses CSU's continuous investments in technology and healthy capital structure.
Analytics In Action - How Marketelligent Helped A Bank Retain Its Profitable ...Marketelligent
The client, a major credit card issuer, was experiencing significant balance runoff that was reducing profitability. Analytics identified that 3% of accounts were responsible for 80% of the losses. Models were built and strategies implemented to retain profitable customers, including lowering interest rates for likely payers and offering alternative products. These approaches led to a 30% drop in balances lost and 45% greater response to alternative products, maintaining overall profitability.
Analytics in action how marketelligent helped a card issuer combat transact...Marketelligent
The credit card issuer was facing significant losses from transaction fraud despite having a real-time scoring application. A 5-step analytical process was used to develop optimized authorization rules, improve the transaction scoring mechanism, identify new fraud strategies, and measure fraud operations performance. This resulted in fraud detection rates improving by 70 basis points year-over-year and reductions in false positives, false negatives, and missed opportunities to identify fraud.
The costs of processing purchase orders and
payments are presenting a challenge to all organisations. Certainly, given
the current economic climate, all companies will be seeking new ways to
eliminate unnecessary and wasteful costs.
Getting the business case right for any technology implementation is crucial to its future success. In this session, Todd Holcomb shares how Alliance Data prepared their business case, what difference this careful planning had on their initial e-invoicing campaign and key lessons learnt in their journey so far, including how to:
- Understand your current P2P process, identify opportunities for automation and target your future P2P process
- Elegantly gain the executive level buy-in and support to make your automation project a success
- Seamlessly handle non-PO invoices elegantly with your electronic invoicing solution
This document provides an overview of getting started with IT asset management. Effective IT asset management spans the entire asset lifecycle from procurement to deployment, management, and disposal. It allows organizations to better manage costs, risks, and operational efficiencies related to IT assets. The document recommends starting with a rapid assessment to determine an organization's current IT asset management maturity level and identify priority areas for improvement. It then outlines key components of an effective IT asset management program including linking it to related business processes and using automated tools to manage asset data.
This document discusses how financial services firms are converging their finance, risk, compliance and treasury functions in response to regulatory pressures and market changes. It outlines trends driving this convergence, including increased complexity, competition and regulatory uncertainty. Firms must ensure financial and strategic decisions minimize risk exposure and consider impacts on customers, transactions and investments. The document also examines priorities firms are investing in, such as risk management and compliance, and how better integrating data and perspectives across divisions can help optimize goals around profitability and risk management. Examples of scenarios where converged information strategies could help with regulatory reporting and capital adequacy assessments are also provided.
hCentive's WebInsure State solution helps states launch and operate a health insurance exchange that allows residents to search, select, and purchase qualified health plans. It includes modules for eligibility screening, enrollment, billing, exchange portals for brokers/carriers/navigators, and analytics/reporting. The solution is designed to simplify the process and meet all federal and state regulations and deadlines.
Axxiome Group offers consulting services and develops mobile solutions for financial institutions. They specialize in areas like core banking, payments, and loan origination using Sybase and SAP technologies. Their mobile offerings include apps for bank employees and customers that allow activities like account access, payments, and loan origination from mobile devices. They provide mobile banking apps integrated with core banking systems and use Sybase Unwired Platform and Afaria for mobile device management.
Business and IT Alignment in Corporate BankingGherda Stephens
This document discusses how service oriented architecture (SOA) and business process management (BPM) can help ensure business/IT alignment in corporate banking. SOA allows legacy systems to connect and share data, while BPM provides visibility into end-to-end business processes. The combination of SOA and BPM is becoming a transformational technology that can help banks address issues like client engagement and regulatory compliance by breaking down barriers between systems. Examples are provided of how SOA and BPM have been implemented in banking to standardize processes and increase efficiency.
The focus of the solution is to automate the definition of governance, risk and controls within the financial institution’s lending process. The financial institution is allowed to define the control environment from loan origination to servicing and portfolio management. Once completed, SymSure’s monitoring framework examines all electronic activities to detect control breaches and alert the relevant persons automatically.
Smarter Analytics giver dig indsigt i hele forretningen, Rich Holada, IBM USIBM Danmark
This document discusses IBM Smarter Analytics signature solutions. It introduces how these solutions tackle high-value initiatives, deliver proven outcomes, and accelerate time-to-value. Examples of solutions addressed include increasing customer value, anticipating financial decisions, and preventing losses from fraud. These solutions bring together IBM's intellectual capital and analytics capabilities to deliver results for industries such as telecommunications, banking, insurance, and more.
O documento resume os resultados financeiros da CSU CardSystem no 2T13, destacando:
1) Lucro líquido de R$0,5 milhões, revertendo prejuízo do trimestre anterior;
2) Aumento de 6,3% na margem EBITDA em relação ao 1T13;
3) Maior emissão mensal de cartões dos últimos 2 anos.
- CSU CardSystem reported a net income of R$0.5 million in 2Q13, reversing the loss in 1Q13, with an increase in EBITDA margin of 6.3 percentage points.
- Gross revenue grew 9.0% over 1Q13, with 900,000 new cards issued in May 2013, the largest monthly issuance in two years.
- New clients were acquired for the Opte+ platform and CSU Contact, while costs were reduced through an implementation program.
CSU completed 20 years of operations in 2012 and evolved into a full service provider of electronic transaction processing and administration. The company expanded into new fast-growing markets with profitable products and services. CSU achieved similar financial results in 2012 as in 2011, with margin expansion, generating R$64.8 million in EBITDA and R$22.2 million in net income for the year. Key business units grew customer bases, transactions and service offerings despite losing a large contract. The company maintained investments in innovative solutions and infrastructure while reducing expenses.
- A CSU apresentou resultados financeiros estáveis em 2012 com EBITDA de R$ 64,8 milhões e lucro líquido de R$ 22,2 milhões. No 4T12 a receita bruta foi de R$ 93,6 milhões com lucro líquido de R$ 3,2 milhões.
- Em 2012 a média de cartões cadastrados na CSU CardSystem foi de 19,9 milhões. A CSU Contact expandiu sua margem bruta para 12,4% no 4T12 operando 3,9 mil posições de atendimento.
-
O documento resume os resultados financeiros do 3T12, destacando a melhoria nas margens de lucro, o crescimento consistente da margem bruta da unidade de negócios CSU Contact e o aumento de 28,8% no lucro líquido em relação ao ano anterior.
- CSU improved profitability in 3Q12 with net margin of 6.0% and EBITDA margin of 17.8%
- CSU is focusing on commercial expansion to leverage existing assets and enter new markets and segments
- CSU aims to launch new high-technology products with profitability by the end of 2012 to drive growth
1) O documento resume os resultados do 3T12, com melhoria nas margens de lucro e expansão consistente na margem bruta da unidade de negócios CSU Contact.
2) A estratégia da empresa foca na expansão e diversificação de receitas, consolidando o posicionamento da CSU como provedora de soluções completas de transações eletrônicas.
3) A empresa direciona seus esforços para a expansão comercial, retomada do crescimento, e lançamento de novos produtos inovadores ainda em 2012.
O documento descreve a história de 20 anos do Grupo CSU no mercado brasileiro de pagamentos eletrônicos, estabelecendo quatro divisões de negócios e consolidando uma base sólida de clientes. O mercado de cartões no Brasil experimentou forte crescimento nos últimos anos e o Grupo CSU se posiciona para aproveitar novas oportunidades com a abertura do mercado de adquirência a mais concorrentes.
1) CSU is a leading provider of technology and business process outsourcing services in Brazil, with a 20 year track record and 20 million card accounts processed.
2) It operates the largest independent electronic payments processing platform in Brazil with a 44% market share among independent processors.
3) CSU offers a full range of services to card issuers and acquirers, including authorization, processing, customer service, and data analytics.
O documento apresenta a agenda do evento CSU Day 2012. A agenda inclui uma seção sobre a CSU, suas unidades de negócios de meios eletrônicos de pagamento, marketing services e contact center. Também inclui seções sobre a CSU por dentro, perspectivas para os mercados e slides adicionais.
- CSU reported strong growth in 2Q12, with EBITDA expanding 19.7% and the EBITDA margin rising to 20.2%
- Gross revenues totaled R$103.5 million and the gross margin increased to 25.7%
- New contracts were signed to issue cards with Banco do Nordeste and Banpará that will generate over R$70 million in revenues
1) A empresa teve expansão de 19,7% no EBITDA e aumento da margem EBITDA para 20,2% no trimestre.
2) A receita bruta totalizou R$103,5 milhões e a margem bruta elevou-se para 25,7%.
3) Novos contratos foram assinados para emissão de cartões com Banco do Nordeste e Banpará.
The document summarizes the history and operations of CSU Group, an independent company providing outsourced management and processing services for electronic payments. It discusses the company's four business divisions: payment processing and management, business process management for credit card acquirers, marketing solutions, and contact center/BPO management. It then provides details on CSU's focus on excellence in customer care through recruiting, training, management, and talent retention practices as well as its technological infrastructure and contact center operations.
O documento descreve a história e as operações do Grupo CSU, uma empresa pioneira em soluções de terceirização de processos de negócios no Brasil. O Grupo CSU possui quatro divisões de negócio e oferece serviços como processamento de pagamentos, gestão de processos, marketing digital e soluções de contact center. A empresa é reconhecida por sua excelência no atendimento, focando no desenvolvimento e retenção de talentos por meio de treinamentos, benefícios e oportunidades de carreira.
Twenty years ago, CSU Group was founded in Brazil to support banks and retailers in issuing credit cards. Since then, CSU Group has grown to become a leading provider of payment processing and customer engagement solutions. It now has operations across multiple Brazilian cities and has trained over 18,000 students through its social programs. CSU Group aims to provide innovative, high-quality solutions through its four divisions: payment processing, business process management, marketing solutions, and contact center management.
O documento descreve a história de 20 anos do Grupo CSU no Brasil. Ele foi pioneiro em fornecer soluções de terceirização e processamento de pagamentos para bancos e varejistas. Ao longo dos anos, o Grupo CSU expandiu suas operações e serviços, estabelecendo unidades em todo o país e conquistando reconhecimento no mercado por meio de prêmios e certificações. Atualmente, o Grupo CSU opera em quatro divisões de negócios relacionadas a pagamentos, fidelidade, contact center e ter
O documento descreve a história de 20 anos do Grupo CSU no mercado brasileiro de pagamentos eletrônicos, estabelecendo quatro divisões de negócios e consolidando uma base sólida de clientes. Ele também discute o crescimento do uso de cartões no Brasil e a nova regulamentação do mercado de adquirência, criando novas oportunidades competitivas.
- Gross revenue for the quarter totaled R$109.8 million, a 6% increase over the previous year's quarter. Key growth indicators like revenue, net profit, and EBITDA increased.
- The number of cards processed reached 25.3 million, up 26.5% year-over-year. APs at CSU Contact increased 21.3% annually.
- For the first nine months of 2011, gross revenues totaled R$319.3 million, up 1.4% over the same period in 2010, demonstrating the company's resiliency with increasing growth and profitability.
O documento resume os resultados financeiros da CSU CardSystem no 3T11. A receita bruta atingiu R$ 109,8 milhões, um recorde, 6% maior do que no 3T10. A CSU Contact teve aumento de 40,4% no lucro bruto. Foram processados 25,3 milhões de cartões, um crescimento de 26,5% em 12 meses.
2. Disclaimer
This presentation may include forward-looking statements of future events or results according to the
regulations of the Brazilian and International securities and exchange commissions. These statements are
based on certain assumptions and analyses by the Company that reflect its experience, the economic
environment, future market conditions and expected events by the company, many of which are beyond
the control of the Company. Important factors that may lead to significant differences between the actual
results and the statements of expectations about future events or results include the company’s business
strategy, Brazilian and International economic conditions, technology, financial strategy, financial market
conditions, uncertainty regarding the results of its future operations, plans, objectives, expectations and
intentions, among others. Considering these factors, the actual results of the company may be significantly
different from those shown or implicit in the statement of expectations about future events or results.
The information and opinions contained in this presentation should not be understood as a
recommendation to potential investors and no investment decision is to be based on the veracity, current
events or completeness of this information or these opinions. No advisors to the company or parties related
to them or their representatives should have any responsibility for any losses that may result from the use
or contents of this presentation.
2
4. Leading Technology Services Provider in Brazil
The largest independent administrator of 12.1 16.2* million cards
credit cards 56% of market share
One of the largest independent call center
3,582 Workstations
services provider in Brazil
Leading collection services provider 701 Collection Workstation
Leading loyalty programs management 3.1 million managed accounts
Gross Revenues in 2005** Gross Revenues in 2006
R$ 336 mm R$ 354 mm
TeleSystem TeleSystem
49% 45%
CardSystem
Credit&Risk 36%
CardSystem Credit&Risk
35% 15%
11%
MarketSystem MarketSystem
1% 8%
* Data of Dec/06. Includes the cards from Caixa Econômica Federal Contract
** MarketSystem - 2005 shows figures for December only.
4
5. CSU is the Backbone of the Credit Card
Business of its Clients
CARDHOLDER
Card Issuance
Billing
Customer Support/
ACQUIRER – NETWORK Call Center ISSUERS
Credit analysis and
Authorization processing
Collection
Processing
Operational Control
Other
COMMERCIAL CREDIT CARD BRAND
ESTABLISHMENT
Purchase Data exchange
Withdrawal Fraud Prevention
CSU Provides its Clients a Fully Outsourced Solution to Card Administration
5
6. Our Excellence in Credit Card Administration
Fostered Other Leading Business Units
Full Service
Credit
System Customer Electronic
Card and Fraud Interchange Transaction Operational Loyalty
development/ Support
Issuance Collection Prevention Control Programs
Implementation Process
analysis
New Business
Opportunities
Diversification brought us:
New business opportunities/ cross-selling
Lower costs from scale gains
High switching cost
6
8. Attractive Industry Fundamentals to
Credit Cards…
Brazil is the 3rd largest card issuer
Brazil is the 3rd largest card issuer Most Used Credit Instruments in Brazil
Most Used Credit Instruments in Brazil
C.C Interest Free
Purchases 59%
UK 140
Brazil 192 Payment Book 37%
China 206
C.C. Interest Bearing
USA 796 Purchases 21%
C.C. Minimum Payment
Invoice 16%
Million cards, in 2005
C.C. Payment in Equal
Number of Credit Cards -- Brazil
Number of Credit Cards Brazil Installments 15%
Million
78.0
Overdraft Facility 15%
68.0
52.5 Personal Loans 8%
47.5 %
41.5 19
35.3 GR
CA
28.0 Real State Loans 3%
23.6
Payroll Deductible 3%
Credit
1999 2000 2001 2002 2003 2004 2005 2006
Source: Abecs
8
9. … And the Call Center Industry Showing
Consistent Growth Potential
Historical Growth – Brazilian Call
Historical Growth – Brazilian Call Potential Growth – Brazilian Call
Potential Growth – Brazilian Call
Center Services Revenue*
Center Services Revenue* Center Services Revenue**
Center Services Revenue**
Annual Growth % Annual Growth %
%
13
GR
CA
%
30
GR
CA
12%
13%
15%
21%
60%
20%
25%
2002 2003 2004 2005 2006 2007 2008 2009 2010
+15%
* Source: ABRAREC ** Source: IDC
9
10. Leading Competitive Position Among
Independent Players
Market Share:
Market Share: Leading Independent Call Center Operator
Leading Independent Call Center Operator
Credit Card Processing Segment *
Credit Card Processing Segment *
In Outsourcing 5 largest independent players
TMS
12%
Fidelity
17% Teleperformance
Softway
36%
14%
Telefutura
17%
Orbitall
27%
TeleSystem and
56% Credit&Risk
21%
* Notes:
- CSU’s Market Share considers credit cards from Caixa
- Orbitall: 100% owned by Itaú 2006 data
- Fidelity (51%): 49% owned by ABN Real and Bradesco Sources: Cardnews and IDC
10
11. CSU – Strong and Diversified Clients Portfolio
11
12. Caixa Econômica Federal Project
Implementation expected for second quarter of 2007;
The largest contract in industry
(~ 4.1 million of active credit cards);
Strong growth potential;
Contract establishes a two-year initial service rendering period
12
14. Operational Performance by Business Unit
TeleSystem and Credit&Risk – Total
TeleSystem and Credit&Risk – Total
CardSystem -- Cards
CardSystem Cards
Workstations
Workstations
In million End of the period
23.1%
4,8% 4,423 -3.2%
4,8%
4,283
12.1
9.8 3.4
3.0
8.7
6.8
2005 2006 2005 2006
Credit Card Private Label and other
MarketSystem – Loyalty Accounts
MarketSystem – Loyalty Accounts
Average of the period – in million
25.4%
4,8% 3.1
2.4
2005 (Pro Forma) 2006
14
15. Consolidated Financial Performance
Net Revenues
Net Revenues Gross Profit
Gross Profit
R$ MM CAGR 28% R$ MM CAGR 6%
313.6 329.0 63.7
55.3
229.4 42.3
177.9 37.0 40.1
134.4 30.6
96.7
2001 2002 2003 2004 2005 2006 2001 2002 2003 2004 2005 2006
EBITDA
EBITDA Net Profit (Loss)
Net Profit (Loss)
R$ MM R$ MM
CAGR 24%
16.1
12.9
60.3 10.2
6.6 6.5
46.3 50.2
34.2
22.9
17.0
-11.8
2001 2002 2003 2004 2005 2006*
2001 2002 2003 2004 2005 2006
* Adjusted by the IPO’s expenses
15
17. Financial Performance of the Business Units
CardSystem
CardSystem TeleSystem and Credit&Risk
TeleSystem and Credit&Risk
R$ MM R$ MM
109.6115.3 201.5 184.8
43.2% 41.0% 40.4%
36.7% 7.9% 7.4%
47.4 42.3 44.9 46.6 16.0 (6.1%) 15.0 (1.5%)
(11.3) (2.8)
Net Revenue Gross Profit EBITDA* Net Revenue Gross Profit EBITDA*
MarketSystem**
MarketSystem**
R$ MM ** MarketSystem 2005 pro-forma
28.8
22.9
36.4%
31.5%
22.3%
8.4 9.1 19.7%
6.4
4.5
Net Revenue Gross Profit EBITDA*
* Adjusted by the IPO’s expenses 2005 2006
17
18. Cash and Debt Position
Cash at the end of the period
Cash at the end of the period Debt
Debt
R$ MM R$ MM
37.2 0.4x
0.2x
103.2
92.1
20.5
1.4
0.7
2003 2004 2005 2006 2005 2006
Gross Debt* Net Debt / EBITDA
* Bank debt + leasing
18
19. Capex and Dividends
Capital Expenditures
Capital Expenditures Dividend Payout*
Dividend Payout*
R$ MM R$ MM
43.6 11.8 11.4
28.9
5.6
15.6 3.2 4.0
9.8 12.5 10.9
2001 2002 2003 2004 2005 2006 2001 2002 2003 2004 2005
% Net Profit 85% 49% 116% 31% 71%
2006 Capex Breakdown
* Includes Interest on Shareholder´s Equity
Hardware e Software: R$ 15.0 MM
CAIXA Project: R$ 13.0 MM
Other: R$ 0.9 MM
19
21. Strategy and Growth Opportunities
Electronic Payment Call Center
through Mobile Offshore
Entrance in
New Markets
Organic Cross-Selling
Market Growth Opportunities
Acquiring
New Clients
& Outsourcing
21
22. Main Strategic Actions - 2007
CSU Corporate
• Complete the commercial achievements and strategies of 2005 and 2006
• Expansion of volumes – growth of the businesses already conquered
• Enlargement of profitability by cost management and scale gains
• Entrance in new business segments and new markets
CardSystem
• Implementation of Caixa Project
• Focus on Co-Branded Private Label Cards
• Leverage in business based on our competitive and strategic advantages
• Several projects under development with important prospects
TeleSystem and Credit&Risk
• New Management in charge of the Units
• Strengthening of structure, commercial processes and financial management
• Strong emphasis on commercial efforts
MarketSystem
• Focus on gaining clients of the financial, telecommunication and retail industries
22
23. High Level of Corporate Governance
100% common shares
Bovespa´s Novo Mercado (100% Tag Along)
Free float of 39% voting shares
Active Board of Directors, with diversified and complementary
experiences and presence in the business management:
Independent members: Mailson F. da Nóbrega, Rubens Barbosa and Mário
Alberto de Almeida
Solid relationship track record with minority shareholders
Private Equity funds investment in 1997
Controlling Committee headed by a minority shareholder
23
24. High Level of Corporate Governance and Human
Resources Focus
Code of Ethics / Disclosure and Stock Trading Policies
Dedicated Investor Relations Team
Development of a Stock Option program for the executives
Alignment of interests between administration and shareholders
Human Resources Emphasis
Results Oriented Management
Special Recruiting Actions: Trainee Program and New Talents Program
Management Compensation aiming at business growth
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25. Social Responsibility
9,299 employees (Dec/06)
CSU Institute
CSU University
Incentive to social and educative programs along with
Abrinq and other Institutions
Encouragement to voluntary work
First Trainee Program launched in 2006/2007
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26. Conclusion: Attractive Investment Opportunity
Premium Diverse Client
Market Leadership Portfolio with Excellent
Relationship Track Record
Attractive Industry Growth
Strong Growth Prospects
Fundamentals
Superior Corporate
Impressive History Growth
Governance
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