Deutsche bank Essay


•In its reallocation of resources, the bank seeks to focus on those businesses in which it has a leading position in the market, including global payments and the currency market.

• Deutsche Bank will focus its Corporate Finance business on industries and segments that are aligned with its core customer base in Europe related to financing or insurance products in which it enjoys a leading position. The bank remains committed to providing global industry knowledge to corporate clients, financial institutions and financial sponsors whose activities are closely aligned with the strengths of the German and European economies.

At the same time, we will maintain our commitment to our businesses in Europe, which given their scale and relevance to our customer base, generate more attractive returns

•The asset management unit DWS, which has successfully executed its IPO, and Private & Commercial Bank are implementing their strategies, as previously announced. The merger of Postbank with the commercial banking business of Deutsche Bank is progressing as stipulated.

•At an international level, Private & Commercial Bank aims to focus on growing markets such as Italy and Spain, while at Wealth Management the bank will seek to grow in Germany and in international markets. Our goal is to grow the business in Private & Commercial Bank and DWS",

•The Management Board will maintain the base of adjusted costs for 2018 below 23",000 million euros.

• Christian Sewing:¨Deutsche Bank has all the resources it needs to prosper: great people around the world, long-lasting and deep relationships with its customers and financial strength with a strong capital position, high levels of liquidity and a very conservative risk profile. This gives us the flexibility we need to redefine the core of our bank and pave the way for long-term success”.


•A heavy investment bank seriously injured in the fourth quarter as operations in the global financial markets stalled. Revenues from the negotiation of fixed income and currencies fell by 29%. The cost / revenue ratio of the division, of 107%, was inexcusable.

•Deutsche shares, which are worth 50% less than a year ago, are a bet on improving global markets this year. This partly explains the expected increase in return on tangible capital to 4% this year, from 0.5% in 2018.

•The rest depends on cost cuts and the growth of stable businesses such as the loan to industrial SMEs from Germany. In spite of everything, the objective of 4% is not very ambitious. Most European rivals foresee comparable performances between 8% and 13%. The long-term 10% target is based on an upward normalization of interest rates in the euro area.

•Promising little makes it easier to improve results. Berlin is working on a plan B that a Deutsche and Commerzbank. But an agreement would not solve Deutsche's weaknesses in investment banking. They prefer to wait for a stronger Deutsche to lead consolidation in Europe.

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