Global Sales and FCEV Strategy Update
Hyundai Card
1
Members: Growth in low-cost efficient channels (PLCC/Online)
Members (KRW K, mn)
-
PLCC: Continually signing new partnerships
-
~'20: HMC, KMC, emart, ebay, Costco, SSG.com, GS Caltex, Korean Air,
Starbucks, Baemin
102
49
34
Acquisition
costⓇ
7.73
8.67
9.26
'21: Continue expanding partners including Socar(Jan), Musinsa and Naver
Total
members
'18
'19
120
2
Volume: Reinforced channels to gain balanced growth of Credit
Purchase and Financial Product
53.6%
80.2%
78,1%
Online+PLCC mix®
Volume (KRW tn)
Purchase: Auto volume ↑ from solid domestic car sales, Installment volume ↑
from expanded merchant promotions
60.7%
63.3%
56.7%
Prime mix in
volume
Financial: Prime-oriented CL volume grew in line with member expansion
12,6
11,0
12.9
Financial
Product
71,0
76.9
83.2
3
P&L: Maximized with optimal cost structure & stable quality
Credit
Purchase
'18
'19
120
-
Card related cost: Reduced acquisition cost by increasing acquisition in low-
-
cost efficient channels, continually cutting service fees by digitizing
underwriting and servicing processes
Bad debt expense: Declined as delinquency low from tighter risk action
Treasury
Profits (KRW bn)
2.2
2.2%
1.7%
Bad debt
expense ratio
4
329
IBT
201
220
-
Funding: Sourced non-bond facilities (bank loan, ABS, etc.) to preemptively
tackle short-term market crunch
'18
'19
120
Liquidity (KRW tn)
-
Liquidity: Increased cash holdings to prepare for possible crisis
136.0%
128.7%
129.7%
ALM
5
New growth engine: Reinforcing digital capacity
Big Data Platform launched enabling x-marketing among PLCC partners
Per member
2 Individual
3 In acquisition
4 Financial Product
35
2.0
2.3
Cash
1.5
1,0
0.9
1.1
Credit line
'18
'19
'20
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