Enhancing Market Position in EV Market
Hyundai Card
1
Members: Grew in low-cost & high-efficiency channels
(PLCC, Online)
Members (KRW K, mn)
134
102
50
32
-
PLCC: Continually signing new partnerships
⚫ ~'20.3Q: HMC, KMC, emart, ebay, Costco, SSG.com, GS Caltex, Korean Air
⚫ '20.4Q ~: Starbucks(Oct), BAEMIN('20.4Q), SOCAR('21), MUSINSA('21)
2 Volume: Gained balance growth of credit purchase & financial
product
Credit Purchase: Auto volumet based on solid domestic car sales,
installment volumet from member expansion
Financial Product: Volume of prime oriented Card Loan grew in line with
member expansion
3 Profits: Maximized with optimal cost structure & stable quality
Card related cost: Acquisition cost↓, due to PLCC channels & service fees↓
with digitalized processes
Bad debt expense: Ratio improved with lower delinquency as a result of
taking tighter risk actions
4 Treasury
7.16
7.73
8.67
9.07
'17
'18
'19
9M20
Acquisition
costⓇ
Total
members
Online+PLCC
40.9%
53.6%
80.2%
77.7%
mix®
Volume (KRW tn)
60.7%
62.2%
56.7%
Prime mix in
volumeⓇ
51.8%
11,8
12.6
11.6
Financial
9.5
Product
67.6
71.0
76.9
60.9
Credit
Purchase
'17
'18
'19
9M20
Profits (KRW bn)
2,1%
2.1%
1.9%
1.6%
Bad debt
expense
ratio
302
259
IBT
201
220
-
Funding: Sourced non-bond facilities (bank loan, ABS, etc.) to
preemptively tackle short-term market crunch
'17
'18
'19
9M20
-
Liquidity: Increased cash holdings to prepare for possible crisis
Liquidity (KRW tn)
151.6%
136.0%
128.7%
130.9%
ALM
5
New growth engine: Transition to the data science company
Building Big Data Platform to enable X-marketing between PLCC partners
①Per member
2 Individual
3 In acquisition
④Financial Product
36
Cash
1.7
2.0
2.5
1.5
Credit Line
0.8
1,0
0.9
1.0
'17
'18
'19
9M20
⑧HYUNDAIView entire presentation