The core business activity of Postbank involves retail banking, i.e. standardized business with private customers and small companies.

With 14.2 million customers, Postbank has the largest customer potential of any bank in Germany. And this potential has not yet been fully exploited. Postbank customers have an average of 1.8 products; customers from other banks have more than two products.

In order to better tap its customer potential, Postbank has optimized its Sales department. It has acquired the 850 largest branches from Deutsche Post AG and created a mobile sales team of more than 4,000 consultants through the acquisition of BHW. It sells its products through a networked multi-channel platform via the Internet, by telephone, in branches and via mobile consultants.

It attracts new customers in the business with construction financing and consumer loans via the DSL Bank brand, which is marketed exclusively by financial consultants and partner negotiators.

In this way, it increases the number of its customers and product volume on a continuous basis.

Postbank pursues a strict cost structure. It produces all its products on a decentralized basis in large factories such as the payment transaction factory in Frankfurt am Main or the loan factory in Hamelin. It uses ultra-modern technology, standardized production processes and standardized product designs for this purpose.

Postbank also reduces its unit prices by producing products for other banks, thereby increasing production quantity. For example, it now handles more payments for other banks than for itself. It also offers loan processing and account management services to other financial service providers. In its transaction banking business for third parties, Postbank wants to expand into Europe as soon as European payment transaction procedures have been standardized.