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| 8-K - THE BANCORP, INC. FORM 8-K - Bancorp, Inc. | bancorp8k.htm |
Exhibit 99.1
NASDAQ: TBBK
The Bancorp, Inc. • Investor Presentation • Sterne Agee Conference
February 2012
February 2012
Forward-Looking Statements
Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995:
Statements in this presentation regarding The Bancorp, Inc.’s business that are not historical facts are “forward
-looking statements” that involve risks and uncertainties. These statements may be identified by the use of
forward-looking terminology, including the words “may,” “believe,” “will,” “expect,” “anticipate,” “estimate,”
“continue,” or similar words. For further discussion of these risks and uncertainties, see The Bancorp, Inc.’s
filings with the SEC, including the “risk factors” section of The Bancorp, Inc.’s Form 10-K. These risks and
uncertainties could cause actual results to differ materially from those projected in the forward-looking
statements. The forward-looking statements speak only as of the date of this presentation. The Bancorp, Inc.
does not undertake to publicly revise or update forward-looking statements in this presentation to reflect
events or circumstances that arise after the date of this presentation, except as may be required under
applicable law.
-looking statements” that involve risks and uncertainties. These statements may be identified by the use of
forward-looking terminology, including the words “may,” “believe,” “will,” “expect,” “anticipate,” “estimate,”
“continue,” or similar words. For further discussion of these risks and uncertainties, see The Bancorp, Inc.’s
filings with the SEC, including the “risk factors” section of The Bancorp, Inc.’s Form 10-K. These risks and
uncertainties could cause actual results to differ materially from those projected in the forward-looking
statements. The forward-looking statements speak only as of the date of this presentation. The Bancorp, Inc.
does not undertake to publicly revise or update forward-looking statements in this presentation to reflect
events or circumstances that arise after the date of this presentation, except as may be required under
applicable law.
1
The Bancorp, Inc. - Planning for Growth with Safety and Soundness
• Strategic Goal:
§ Create and grow a stable, profitable institution with the optimum reliance on capital, risk management
and technology, and manage it with knowledgeable and experienced management and senior
officers
and technology, and manage it with knowledgeable and experienced management and senior
officers
• Tactical Approach:
§ Deposits - Utilize a branchless banking network to gather scalable deposits through strong
contractual relationships at costs significantly below peers
contractual relationships at costs significantly below peers
§ Assets - Focus on asset classes including loans and securities appropriate to our expertise to
achieve returns above risk-adjusted peer net interest margins
achieve returns above risk-adjusted peer net interest margins
§ Non-Interest Income - Grow non-interest income disproportionately in relation to non-interest
expense through our deposit and asset approaches
expense through our deposit and asset approaches
§ Operating Leverage - Leverage infrastructure investment to grow earnings by creating efficiencies
of scale
of scale
2
The Bancorp, Inc. - Planning for Growth
3
Consumer Distribution Channel Penetration
Percent of U.S. Households, 1980-2009
Source: Federal Reserve, FRB Boston, FRB Philadelphia, SRI Consulting, University of Michigan, Mintel, Celent, Bank of America, comScore, Nielsen
Mobile, Wall Street Journal, Mercatus Analytics
Mobile, Wall Street Journal, Mercatus Analytics
Business Model: A Distinct Business Strategy
4
Assets Deposits
Revenue Composition
5
(1) Post provision net interest income and non-interest income excluding securities gains and losses.
$
71%
29%
Non-Interest Income-Generating Strategies: Growth and Sustainability
6
$
(1) Excludes gains on investment securities.
(2) Excluding a one time legal settlement of $718,000 for the year ended 2011 the percentage increase would have been 103.2%.
Continued growth in non interest income(1)
(2)
Prepaid Gross Dollar Volume(1) and Cardholder Growth
7
Contracting Date
$
(1) Gross Dollar Volume is the total amount spent on all cards outstanding within a given period.
Net Interest Income
Compressed Interest Rate Environment
8
9.5% CAGR
$
Primary Asset-Generating Strategies: Business Line Overview
• Community Bank
§ Offers traditional community banking products and services
targeting the highly fragmented Philadelphia/Wilmington banking
market
targeting the highly fragmented Philadelphia/Wilmington banking
market
• Automobile Fleet Leasing
§ Well-collateralized automobile fleet leasing
• Average transaction: 8-15 automobiles, $350,000
• 50% of portfolio leased by state and federal agencies
• Wealth Management
§ 17 affinity groups, managing $400 billion in assets
• SEI Investments, Legg Mason, Genworth Financial Trust
Company
Company
§ Generates securities backed loans and other loans
• Government Guaranteed Lending
§ Loans from $250,000 to $1.5 million primarily to franchisees such
as UPS Stores, Massage Envy, FASTSIGNS and Save a Lot
which are 75% guaranteed by the U.S. government. Recently
approved lines $100 +million
as UPS Stores, Massage Envy, FASTSIGNS and Save a Lot
which are 75% guaranteed by the U.S. government. Recently
approved lines $100 +million
• Securities
§ High credit quality tax exempt municipal obligations
§ U.S. Government agency securities primarily 4-5 year average
lives and other highly rated mortgage-backed securities
lives and other highly rated mortgage-backed securities
9
|
Category
|
(in thousands)
|
Avg. Yield
|
|
Community Bank
|
$ 1,418,121
|
4.37%
|
|
Government
Guaranteed Lending |
32,080
|
5.08%
|
|
Wealth Management
|
164,945
|
2.93%
|
|
Leasing Portfolio
|
129,682
|
7.37%
|
|
Investment Securities
|
471,336
|
3.54%
|
Non-Accrual Loans/Total Loans(1)
Asset Quality Overview
10
(1) Regional peers include publicly traded Mid-Atlantic commercial banks with assets between $1 billion and $4 billion as of September 30, 2011; graphs represent median
values. (2) Texas Ratio = (Non-accrual Loans + Restructured Loans + Loans 90 + days past due + OREO)/(Loss Reserves + Tangible Equity). TBBK computed with
consolidated capital. Source: SNL Financial
values. (2) Texas Ratio = (Non-accrual Loans + Restructured Loans + Loans 90 + days past due + OREO)/(Loss Reserves + Tangible Equity). TBBK computed with
consolidated capital. Source: SNL Financial
Deposit-Generating Strategies: Growth and Low Cost
The Bancorp has experienced strong growth in deposits at below-peer costs.
11
|
Growth in Average Deposits
|
|||
|
|
YTD Average Deposits
(dollars in thousands)
|
Cost of Funds
|
Peer Cost of Funds(1)
|
|
2011
|
$ 2,562,130
|
0.41%
|
0.86%
|
|
2010
|
$ 2,014,203
|
0.61%
|
1.16%
|
|
Change
|
$ 547,927
|
-0.20%
|
-0.30%
|
|
% Change
|
27%
|
-33%
|
-26%
|
(1) Peer data source as of September 2011: Uniform Bank Performance Report for Banks $1-5 B in assets measuring interest expense to average
interest earning assets.
interest earning assets.
Deposit-Generating Strategies: Sticky and Long-Term
The Bancorp has long-term, often exclusive agreements in place with its private label banking
partners. We have retained 99% of maturing contracts.
partners. We have retained 99% of maturing contracts.
12
|
Private Label Agreements by Remaining Contractual Term(1)
|
(1) Calculation based upon amount of deposits generated through each agreement. Does not include deposits associated with a third party with which
TBBK is disengaging in 2012.
TBBK is disengaging in 2012.
Growth Engine: Where Do Deposits Come From?
13
|
December 31, 2011
|
|
Category
|
Balance
(in millions)
|
Avg. Cost
|
|
Community Bank
|
$ 356
|
0.36%
|
|
Healthcare
|
390
|
1.14%
|
|
Prepaid Cards
(including demand deposit accounts)
|
1,144
|
0.05%
|
|
Wealth Management
|
524
|
0.55%
|
|
Merchant Processing
|
150
|
0.51%
|
|
1031 Exchange
|
119
|
0.72%
|
|
Total Deposits: $2.7 billion
|
|
Average Cost: 0.41%
|
|
(Peer Average Cost: 0.86%)(1)
|
(1) Peer data source as of September 2011:
Uniform Bank Performance Report for Banks
$1-5 B in assets measuring interest expense
to average interest earning assets.
Uniform Bank Performance Report for Banks
$1-5 B in assets measuring interest expense
to average interest earning assets.
Operating Leverage
14
(1) As a supplement to GAAP, Bancorp has provided this non-GAAP performance result. The Bancorp believes that this non-GAAP financial measure is
useful because it allows investors to assess its operating performance. Management utilizes adjusted operating earnings to measure the combined
impact of changes in net interest income, non-interest income and certain other expenses. Adjusted operating earnings exclude the impact of the
provision for loan losses, income taxes, securities gains and losses and certain non-recurring items. Other companies may calculate adjusted
operating earnings differently. Although this non-GAAP financial measure is intended to enhance investors’ understanding of Bancorp’s business
and performance, it should not be considered, and is not intended to be, a substitute for GAAP.
useful because it allows investors to assess its operating performance. Management utilizes adjusted operating earnings to measure the combined
impact of changes in net interest income, non-interest income and certain other expenses. Adjusted operating earnings exclude the impact of the
provision for loan losses, income taxes, securities gains and losses and certain non-recurring items. Other companies may calculate adjusted
operating earnings differently. Although this non-GAAP financial measure is intended to enhance investors’ understanding of Bancorp’s business
and performance, it should not be considered, and is not intended to be, a substitute for GAAP.
24.93%
$
The Bancorp, Inc. - Planning for Growth with Safety and Soundness
• Strategic Goal:
§ Create and grow a stable, profitable institution with the optimum reliance on capital, risk management
and technology, and manage it with knowledgeable and experienced management and senior
officers
and technology, and manage it with knowledgeable and experienced management and senior
officers
• Tactical Approach:
§ Deposits - Utilize a branchless banking network to gather scalable deposits through strong
contractual relationships at costs significantly below peers
contractual relationships at costs significantly below peers
§ Assets - Focus on asset classes including loans and securities appropriate to our expertise to
achieve returns above risk-adjusted peer net interest margins
achieve returns above risk-adjusted peer net interest margins
§ Non-Interest Income - Grow non-interest income disproportionately in relation to non-interest
expense through our deposit and asset approaches
expense through our deposit and asset approaches
§ Operating Leverage - Leverage infrastructure investment to grow earnings by creating efficiencies
of scale
of scale
15
NASDAQ: TBBK
APPENDIX
Business Model: A Distinct Business Strategy
17
|
DEPOSITS
|
|
• Private-Label Banking: stable, lower-cost core deposits
§ Healthcare
§ Merchant Processing
§ Prepaid Cards
§ Wealth Management
• Community Bank
|
|
Net Interest Margin
|
|
INCOME
|
|
Non-Interest Income:
Stored value, leasing and
merchant processing
|
|
ASSETS
|
|
• Community Bank
§ Above-peer credit quality, well-collateralized loans
to local businesses and individuals in the Philadelphia/Wilmington market area • Automobile Fleet Leasing
• Wealth Management
§ Securities backed loans
• Government Guaranteed Lending
§ SBA Guaranteed Lending Program for National
Franchises • Securities Portfolio:
§ Primarily highly rated government obligations
|
Capital Ratios and Selected Financial Data
18
|
|
|
As of or for the three months ended
|
As of or for the three months ended
|
|
|
|
December 31, 2011
|
December 31, 2010
|
|
|
|
(dollars in thousands)
|
(dollars in thousands)
|
|
Selected Capital and Asset Quality Ratios:
|
|
|
|
|
|
Equity/assets
|
9.02%
|
8.30%
|
|
|
Tier 1 capital to average assets
|
8.69%
|
8.37%
|
|
|
Tier 1 capital to total risk-weighted assets
|
14.64%
|
11.99%
|
|
|
Total Capital to total risk-weighted assets
|
15.89%
|
13.24%
|
|
|
Allowance for loan and lease losses to total loans
|
1.69%
|
1.49%
|
|
|
|||
|
Balance Sheet Data:
|
|
|
|
|
|
Total assets
|
$ 3,010,681
|
$ 2,395,723
|
|
|
Total loans, net of unearned costs (fees)
|
1,744,828
|
1,619,195
|
|
|
Allowance for loan and lease losses
|
29,568
|
24,063
|
|
|
Total cash and cash equivalents
|
749,174
|
472,319
|
|
`
|
Total investments
|
471,336
|
252,529
|
|
|
Deposits
|
2,682,551
|
2,024,097
|
|
|
Short-term borrowings
|
0
|
136,000
|
|
|
Shareholders’ equity
|
271,479
|
198,906
|
|
|
|||
|
Selected Ratios:
|
|
|
|
|
|
Return on average assets
|
0.43%
|
0.34%
|
|
|
Return on average common equity
|
4.84%
|
4.01%
|
|
|
Net interest margin
|
2.89%
|
3.36%
|
|
|
Book value per share
|
$ 8.18
|
$ 7.60
|
Current Loan Portfolio and Asset Quality Overview at 12/31/2011
|
Category
(dollars in thousands)
|
Balance
|
% of Total
Loans |
Nonaccrual
Loans |
Nonaccrual/
Total Loans
|
OREO
|
30-89
Days Delinquent |
90+ Days
Delinquent |
Q4 2011
Quarterly Charge-offs (net) |
|
Commercial
|
$ 450,411
|
26%
|
$6,450
|
0.37%
|
$ 2,855
|
$242
|
$ 717
|
$ (645)
|
|
Commercial mortgage
|
609,487
|
35%
|
3,672
|
0.21%
|
-
|
2,041
|
1,697
|
(555)
|
|
Construction
|
246,611
|
14%
|
4,949
|
0.28%
|
720
|
825
|
942
|
( 256)
|
|
Direct financing leases
(auto leases) |
129,682
|
7%
|
-
|
0.00%
|
-
|
1,836
|
745
|
(39)
|
|
Residential mortgage
|
96,110
|
6%
|
1,264
|
0.07%
|
3,830
|
-
|
-
|
(994)
|
|
Securities backed loans
and other |
209,041
|
12%
|
1,252
|
0.07%
|
-
|
2
|
-
|
(459)
|
|
Total
|
$ 1,741,342
|
100%
|
$ 17,587
|
1.00%
|
$7,405
|
$ 4,946
|
$4,101
|
$ (2,948)
|
19
Bancorp’s Real Estate Lending Business Targets Well-Positioned Attractive,
Stable Markets
Stable Markets
• Commercial lending is substantially all in greater Philadelphia/Wilmington metropolitan area
§ Consists of the 12 counties surrounding Philadelphia and Wilmington, including Philadelphia,
Delaware, Chester, Montgomery, Bucks and Lehigh Counties in Pennsylvania; New Castle County in
Delaware; and Mercer, Burlington, Camden, Ocean and Cape May Counties in New Jersey.
Delaware, Chester, Montgomery, Bucks and Lehigh Counties in Pennsylvania; New Castle County in
Delaware; and Mercer, Burlington, Camden, Ocean and Cape May Counties in New Jersey.
• Philadelphia/Wilmington and the surrounding markets encompass a large population, stable economic
activity and attractive demographics.
activity and attractive demographics.
• Throughout the current down cycle and in prior cycles, the Philadelphia region has exhibited significant
stability, which is reflected in a lesser reduction in housing prices and negative equity compared to the rest
of the nation, as shown below.
stability, which is reflected in a lesser reduction in housing prices and negative equity compared to the rest
of the nation, as shown below.
20
|
|
Home Prices Q3-2008 to Q3-2011
(1) |
Home Prices Q3-2010 to Q3-2011
(1) |
|
United States
|
-13.4%
|
-3.9%
|
|
Philadelphia, PA
|
-10.01%
|
-3.9%
|
|
3rd Quarter 2011 (2)
|
US
|
NJ
|
DE
|
PA
|
|
% of Homes with
Negative Equity |
22.1%
|
16.3%
|
14.2%
|
7.9%
|
(1) Source: Fiserv Case-Shiller Home Price Indexes
(2) Source: CoreLogic
NASDAQ: TBBK
www.thebancorp.com