IBS Journal June 2015


Life after Deutsche Bank split?


Deutsche Bank is pondering the future of its retail operations and this might have -


scape. A number of proposals are cur- rently under discussion, which would see


Postbank, and possibly its own brand- ed retail banking business. According to Reuters, Deutsche Bank’s management favours the sale of Postbank but would prefer to keep its own retail banking unit. Both run core banking and pay-


ments software from SAP, with Postbank pioneering the systems and assisting with their development back in the ear-


to say the least, and took considerably


more time and resources than originally anticipated. Deposits Management (the deposits component of the SAP for Bank- ing suite) and Payments Engine are the result of this collaboration. Deutsche Bank also has a long his-


tory of using SAP solutions, via an out- sourcing relationship with Postbank, until it acquired the latter in 2010. It signed with SAP to have its own imple- mentation of Loans Management and Deposits Management systems in late 2009. Postbank has 1100 branches and 14


million clients, but Reuters predicts that -


lenge, as the bank is among the least


cost to income ratio of 81 per cent. According to investment bank,


of Deutsche Bank is valued at around €4 billion (at a multiple of 0.4 times its book value within the group). Reuters describes it as ‘one of the lowest-valued retail operations in Europe’. But even if the entire retail business


was shed, Deutsche Bank would still be facing major cost cutting if it wants to


and capital requirements. Analysts pre- dict that a further reduction of the bank’s asset base would still be needed, by a whopping €100 billion.


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