“Customers are people, not numbers”

Few banks can claim to know their customers as people and not just figures on the balance sheet. BancoPanamá’s entire ethos revolves around making sure strong client relationships are at the centre of its strategy

Great changes give way to great opportunities. Changes in the financial sector, paired with Panama’s favourable economic conditions, have made the country a relevant banking centre in the world’s financial services industry. This, together with the arrival of new investments, encouraged the entrance of new players into the local banking industry. Banking mergers resulted in mega banks that, according to many, lost touch with their customer’s needs.

This was the reality back in 2007, when a group of successful and reputable investors weren’t receiving the treatment they deserved from the banks they used. They saw a chance to go back to banking basics, back to the days when a firm handshake sealed a deal and you had a familiar business relationship with the executive in charge of your account.

With that in mind, BancoPanamá opened its doors on April 21, 2008, with two branches, two ATMs, competitive online banking and attractive products targeted to the corporate and affluent segments. In order to demonstrate their compromise and commitment, the investor group capitalised the bank with three times ($30m) the required amount ($10m), giving the bank a solid start that it has maintained ever since.

A real local bank
Being a new bank is not an easy task in a competitive landscape, however BancoPanamá’s team has allowed it to overcome many of the hurdles and obtain unprecedented results.

The investor group brought together a team of highly experienced and capable executives to lead its institution, for example its CEO Ramón Chiari, who has more than 23 years of banking experience working for local and international institutions.

Right away he decided – and would later be proved right – that the bank would focus on customer service. Fast forward four years, and the bank has five branches, or ‘Relationship Centres’, as it likes to call them, eight ATMs, 4,000 clients, approximately $500m in assets, $350m in loans and over $400m in deposits. Not to mention that it was profitable at the end of its first fiscal year and has been profitable every year since, accumulating more than $5m in net income in its short existence.

Panama’s banking industry is a highly competitive market. There are more than 90 banks in a country of three million people, of which 46 percent use or are able to use banks. The country’s top four financial institutions control less than 50 percent of the asset base, compared to an average of 73 percent in the rest of Central America. Even with the local conditions, BancoPanamá´s business model has proven to be a success because they have been able to thrive in this environment, in spite of the competition.

The delivery of outstanding customer experiences has given BancoPanamá an excellent reputation, which has lead many people to establish it as their ‘go to’ bank. As a bank, it has achieved the impressive combination of delivering competitive products while maintaining a genuinely communal atmosphere.

Confidence in banking
The bank has a very talented managerial team comprised of individuals from different backgrounds, each with successful careers. Although many of them come with experience gained from the banking sector, many have worked in other industries. BancoPanamá is also fortunate to have people from countries other than Panama. This results in a diverse approach to each situation which is especially beneficial to BancoPanamá because it enriches its culture. It enables them to resolve situations by thinking outside the box.
The bank’s group of highly qualified professionals has many years of experience in the financial sector. All executives have a personal and professional history that commits them to the objective of building a bank for which the most important thing is establishing a relationship of trust with its clients. BancoPanamá values strong, individual service, and understands that it’s not easy to come by. It believes that there’s an opportunity, in giving people the attention they deserve, to really advise them properly.

The bank also utilities technology as an ally; from investing in sophisticated software applications to promoting the use of innovative mobile services, BancoPanamá is constantly identifying opportunities to improve its platform in order to better serve its customer base. Technology also helps it to comply with regulations established by the local regulatory entity. BancoPanamá has been characterised by always complying with local and international financial regulations, going the extra mile and maintaining a conservative approach to banking.

Customers are people, not numbers
For BancoPanamá, every customer represents a unique personal and corporate story that deserves to be heard. It strives to establish a warm and close relationship with every client, which enables it to understand their financial needs and efficiently fulfil them, utilising a portfolio of products that meets their requirements and a quality of service that makes for a memorable experience. BancoPanamá worries about its customers and works to help them achieve their personal and professional goals.

BancoPanamá is proud to support its clients’ progress in their various industries. Today, that includes airlines, pharmaceuticals, major housing developers, telecommunications and energy corporations. This year, the bank is financing the construction of one of Panama’s first totally green buildings, pre-certified Leed Core & Shell. By permitting all these companies to prosper they play a key role in the development of the country.

Besides focusing on customer service in the bank’s Relationship Centres, it has created spaces specially made for the comfort of its visitors. In BancoPanamá, what you hear and feel and how you’re treated are different – a place where modern decor meets traditional banking values. In order to give its customers a unique experience and extraordinary service, it has established very high standards. From the person who greets you at the door, who will know your name the next time you visit, to every detail that appeals to the senses, everything has been strategically planned to allow you to enjoy your stay at BancoPanamá.

Plans for the future
At BancoPanamá it’s not just about strategy; it’s a way of life. “We’re committed to our customer service culture,” says Chiari. This is why it tries to support its customers even in the design and decoration of the Relationship Centres. To create that special atmosphere, BancoPanamá relies on its own instincts, always thinking of what would be appreciated by its clients. It tries to keep waiting times to a minimum, but in the rare cases in which it can’t be avoided, customers may sit in lounge-styled areas while they play games or surf the net using an iPad. They may also choose to drink the bank’s own coffee blend, tea, or the day’s featured flavoured water.

BancoPanamá has big plans for the future. It is considering exporting its business model to other countries in Latin America. Locally, it will be expanding its target market and catering to new segments. In less than five years the bank expects to reach more than $1bn in assets and improve its profitability indicators. Although it will rely mostly on organic growth, the right opportunities in mergers and acquisitions are certainly an option worth exploring.

“We are excited about the future. We will continue to deliver excellent customer service and to develop long-lasting relationships with each and every one of our customers. The first four years have been full of interesting experiences, and we are convinced that the future holds many more,” says Chiari.

Banco Panama infographics

For more information email: ramon.chiari@bancopanama.com.pa

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.