BanCoppel Steps on the Gas in Auto Lending After Buying CI Banco’s Loan Portfolio, Adds 27,000 New Customers
The purchase of a profitable auto loan portfolio opens a growth path for BanCoppel, but raises the challenge of collections and compliance.
BanCoppel reported 26% growth in its loan book during 2025, driven in part by its purchase of CI Banco’s auto loan portfolio— a deal that brought in roughly 27,000 new customers and moved the bank squarely into a segment where it aims to broaden its user base with higher-engagement products such as deposit accounts, cards, and refinancing.
According to the bank’s management, entering auto financing was a strategic decision made ahead of time, based on the view that cars are a meaningful asset for its customer base. Before the acquisition, BanCoppel had explored used-car financing through dealer lots; however, CI Banco’s asset sale created an opportunity to buy an operating, profitable portfolio at a time when Mexico’s financial market increased scrutiny of operational and reputational risks.
Before the transaction, CI Banco’s auto portfolio stood at 8.392 billion pesos, according to regulatory data. After taking over and beginning to manage the loans in 2026, BanCoppel recorded about 8.122 billion pesos in auto financing, marking its formal starting point for scaling the business. The bank expects a temporary adjustment in delinquency metrics during the transition due to the need to notify customers and redirect payments from those who previously paid a different institution.
The move comes in an environment where consumer lending—and bank credit overall—has remained strong, though borrowing costs are still high compared with levels before the rate-hike cycle. For banks, growing in mass-market segments means balancing expansion with risk control, especially in products that are sensitive to employment, disposable income, and vehicle prices.
Operational transition: collections, delinquencies, and the customer experience
Managing an acquired portfolio is not just about adding balances: it involves data migration, rehiring vendors, system changes, and—above all—a differentiated collections strategy. BanCoppel said it has hired specialized auto-collections staff and invested in processes to manage the portfolio; even so, it expects delinquencies to rise “a couple of points” in the first few months—an effect that is common when borrowers face changes in where to pay or have questions about the validity of the new creditor. In a market where competition for customers is intense, the challenge will be to contain that delinquency spike without damaging the relationship with users, using clear communication and service channels that reduce friction.
In parallel, the bank has sought to strengthen its digital offering across other products. In mortgages, for example, it launched a 100% digital process that promises approvals in minutes; as of the end of the prior year, the institution had originated 4.48 billion pesos in home loans, with a portion already originated entirely online. For 2026, it expects to expand origination and increase the annual amount, gradually opening channels such as developers and brokers—an indication that it is trying to scale without losing control of the back office and risk validation.
In business lending, BanCoppel expects double-digit growth over the next few years. In Mexico, small and midsize businesses often face barriers to credit due to informality, limited financial information, and constrained collateral; therefore, any sustained expansion in this area depends on improving underwriting models, digitizing processes, and building track records through transactional products that enable a better understanding of the customer.
Another key factor is the compliance environment. Following statements by the U.S. Treasury Department related to alleged money-laundering practices that involved various participants in the system, institutions with cash-intensive operations—like BanCoppel, given its large physical footprint and mass-market customer base—have strengthened monitoring, staffing, and prevention tools. Coordination between Mexican and U.S. authorities has raised the standard for oversight, increasing compliance costs but also reducing system vulnerabilities and pushing banks to professionalize controls and audits.
Looking ahead, BanCoppel’s bet on auto lending could serve as a “front door” to sell other products and increase customer loyalty, at a time when banks are seeking profitability through responsible growth. Real performance will depend on how it manages the payment transition, how delinquencies evolve, funding costs, and vehicle demand in an economic cycle where consumption is holding up but is more sensitive to interest rates and household confidence.
In perspective, the deal illustrates a broader trend: Mexican banking is combining selective acquisitions, digitization, and stronger controls to grow without sacrificing resilience. The final outcome will be measured in portfolio quality, the ability to retain those 27,000 new customers, and compliance discipline—especially under stricter international scrutiny.
