COMPANY OVERVIEW

CEO Letter 1

Ally Overview 3

Dealer Financial Services 5

Ally Bank 7

Community Relations 9

Leadership 11

Company Information 12 Dear Shareholders, A Publicly-Traded Company Ally ended 2013 having completed one of the most complex transformations in corporate With the multi-year transformation completed, CEO Letter history and entered 2014 poised to build on its Ally was in a much stronger position to be able to competitive strengths, with the objective of return additional capital to the American taxpayer driving value for shareholders. In short, for the on its investment in the company. In January first time in many years, Ally is able to devote its 2014, Treasury received $3.0 billion from a private time and resources to playing offense, placement of Ally common stock, and in April they not defense. received $2.6 billion from the initial public offering of Ally stock.

In total, the American taxpayer has received A Transformation Completed approximately $17.8 billion on its Ally investment, which represents about $700 million more than Ally’s transformation began in earnest in late they invested in the company. In addition, Treasury 2009, and in the following four years, the continues to hold 16 percent of Ally’s common company successfully dealt with its legacy equity, which we anticipate they will monetize by issues; strengthened its financial profile; year-end. reduced controllable expenses by about 50 Today, Ally is proud to be a publicly-traded percent; restructured a former captive finance company with a diverse mix of investors, company to be the premier, independent auto and we are squarely focused on delivering finance provider; became a leader in the growing on our commitment to increase value for our direct banking space; and created a distinctive shareholders. customer-focused approach to our businesses.

In 2013, Ally made significant progress on its transformation plans and achieved closure on several matters. Most notably, the Residential Improving Shareholder Return Capital (ResCap) bankruptcy plan was confirmed, thereby closing the chapter on Ally’s With the legacy issues in the rearview mirror, Ally legacy mortgage issues. Also during 2013, Ally has now shifted its attention away from a full-scale closed substantially all of its transactions to transformation and stabilization of the company, sell its international operations, raising $8.4 and more toward improving profitability and billion in proceeds and enabling shareholder returns. In particular, Ally has defined the company to focus its time and a clear, three-point plan to achieve a double-digit Today, Ally is proud resources on its core U.S. market. core return on tangible common equity by the end of 2015. to be a publicly- Ally also took a number of steps traded company to further strengthen its capital The plan includes net interest margin expansion, position, including raising an expense reduction and regulatory normalization. with a diverse mix additional $1.3 billion in common Ally began the year having made significant of investors, and we equity from a private placement progress in each of these areas. transaction and repurchasing Net Interest Margin Expansion: Between are squarely focused $5.9 billion of preferred stock 2009 and 2013, Ally reduced its cost of funds from the U.S. Treasury (Treasury). on delivering on 170 basis points; however, there is more work to These steps, along with the do in this area. In mid-2013, we began a liability our commitment to transformational efforts more management program, which enabled the broadly, contributed to Ally increase value for company to call $9.7 billion of higher cost debt. receiving a non-objection to its This combined with continued, steady deposit our shareholders. Comprehensive Capital Analysis growth are key contributors to reducing funding and Review (CCAR) plan, and, in costs. Ally’s cost of funds improved 55 basis points December, Ally was granted financial holding in the first quarter of 2014, compared to the prior company status by the Federal Reserve. year. In addition, net financing revenue improved Ally ended 2013 having completed a profound 24 percent and net interest margin improved 46 structural and strategic transformation, and for basis points year-over-year in the first quarter of the first time in five years, could focus on the 2014. future rather than legacy issues. Expense Reduction: As Ally has restructured, the requirements to support the business have changed, and there is substantial opportunity 1 to improve efficiencies. Through efforts to responsive, invest in the relationship streamline the business, controllable expenses and help to find solutions that drive decreased approximately $70 million in the first value for our dealer customers. quarter of 2014 compared to last year, and the Our focus and expertise in the auto company’s adjusted efficiency ratio improved finance market are unmatched to 55 percent for the quarter. Significant further among banks and independent improvement will be achieved in the quarters finance providers, and our dealer- ahead. centric approach is based on both a high-tech and high-touch business Regulatory Normalization: As Ally moves model. closer to exiting the Troubled Asset Relief Program and further demonstrates its strength The auto finance business is and stability, we expect to achieve more complemented by our banking normalized regulatory requirements over time. subsidiary, Ally Bank. In the five Progress in the first quarter includes aligning years since its introduction, Ally Ally’s Corporate Finance business under Ally Bank has become a leading direct banking Bank, allowing this business to have a more franchise in the industry and is well positioned competitive source of funding, and Ally Bank for the future as more consumers demonstrate a beginning to pay a dividend to its ultimate preference for direct banking. parent, Ally Financial, in the second quarter of 2014. Ally Bank began with a mission to be a better kind of bank – one with a straightforward We understand there is more to do to get to a approach, a high level of service and compelling double-digit core return on tangible common products that deliver value. The Bank has equity, and we are committed to delivering on delivered on this mission, as exhibited by its these goals. $45 billion in retail deposits, up 17 percent from the prior year, more than 825,000 primary customers and satisfaction levels of more than 90 percent in the first quarter of 2014.

Leveraging our Strengths The Bank has been recognized by numerous At the core of our strength as a company is third parties for our service, innovation and our premier auto finance operation. While this products and has been named the “Best Online business began as a captive finance company Bank” by MONEY® Magazine three years 95 years ago and functioned as such through in a row. 2009, the business we have today follows a very Ally Bank is redefining the banking experience, different model and one that is unique in the and there is continued growth on the horizon. marketplace. It is centered on being the dealer’s preferred finance provider, and Ally is honored As we begin our journey as a public company, to serve in this role for thousands of dealers Ally is committed to creating value for our throughout the U.S. shareholders by maximizing the potential of our premier auto finance franchise, capitalizing on Being a preferred finance provider when Ally Bank’s position as a leading direct bank, there are many other finance providers in the executing the three-point plan to achieve a marketplace requires Ally to have a differentiated double-digit core return on tangible common and competitively advantaged strategy. Ally is equity by the end of 2015, and by exploring ways unique among independent finance providers to employ Ally’s core competencies in online in offering a very broad range of products and finance, small business finance and vendor services nationwide that meets the finance finance to further enhance shareholder value. and insurance needs of these independent business owners – everything from wholesale I want to welcome our many new investors to Ally financing and insurance, to consumer financing and thank you all for your support. and leasing, to used vehicle financing and remarketing services. Our model is designed to encourage an “All-In” relationship with our dealer customers, and that is how we can drive the most value for them, as well. An indication of this is that over 5,200 of our dealer customers use Michael A. Carpenter four or more of our products. Chief Executive Officer Ally’s strengths are also to deliver a premium Ally Financial Inc. level of service with a commitment to be 2 Ally Financial is one of the largest providers of automotive financing products and services in the U.S., powered by a leading direct banking Ally Overview franchise. Ally offers innovative products and services through its auto financing, insurance, online banking and corporate finance businesses.

Ally delivers premium services and a Look Externally – analyzing the marketplace to comprehensive product suite that is centered on ensure our offerings continue to meet and exceed a customer-focused approach. In an industry that the needs of our customers with agility, speed and is always evolving, Ally is always changing and innovation. innovating to help customers succeed, no matter Execute with Excellence – because the financial landscape. good enough is never enough, sound At Ally, each day we judgment and an intense focus on strive to live up to continual improvement and excellence At Ally, each day we strive the very definition drive our decisions. of our name – with to live up to the very Act with Professionalism – meaning customers, business we operate with integrity, treat others definition of our name... partners, colleagues with respect, embrace diversity and communities. and inclusion, and hold ourselves Being an ally accountable – this is the cornerstone and LEADing by example are embedded in the of what it means to be an ally. company culture – from employees to business decisions. That culture is supported by four core Deliver Results – at Ally, we are values that guide the company’s actions: passionate about winning for our customers, our shareholders and ourselves, and success is judged by both the results and the path taken to achieve it.

Key Stats BEST BESTBEST ONLINEONLINEONLINE BANKBANKBANK

Ally is one of the largest providers Ally has facilitated the sale of of automotive financing in the more than 4.4 million vehicles U.S., funding BESTone out of every through SmartAuction, the BESTBEST 18 newONLINE vehiclesONLINE financed industry’s leading wholesale Ally serves the financial needs ONLINE duringBANKBANK 2013. BANK internet auction, since 2000, with of approximately 16,000 roughly 18,000 vehicles listed automotive dealers in the U.S. daily in 2013. and approximately 4 million of their retail customers.

Ally Bank’s customer base continues to grow, with more than 825,000 customers, nearly 1.6 million accounts Ally Bank’s customer satisfaction and more than $45 billion in score has consistently retail deposits. remained over 90%.

3 First Quarter 2014 Highlights

Net income for the first quarter of 2014 was $227 million, ($ millions) 1Q 14 4Q 13 1Q 13 with earnings per common share of $0.33, which reflects

an increase of $123 million from the fourth quarter of 2013. Core pre-tax income, excluding repositioning items 1 $339 $161 $207 Ally’s first quarter 2014 financial performance reflected Repositioning items2 (3) (18) (213) the strong performance in its core businesses. Total U.S. Core pre-tax income (loss)1 $336 $142 $(6) auto earning assets, comprised primarily of consumer and OID amortization expense 44 67 57 commercial receivables and consumer leases, totaled $108 4 Income tax expense/(benefit) 94 (4) (123) billion for the quarter. Consumer auto originations were up $1 billion from the fourth quarter to $9.2 billion. New and Income from discontinued operations 29 25 1,0333 used consumer originations from diversified dealers were up 40 percent year-over-year and represent 19 percent Net income $227 $104 $1,093 of total consumer originations. Insurance operations improved pre-tax income by 20 percent year-over-year. Ally (1) Core pre-tax income, a non-GAAP financial measure, is defined as income from continuing operations before taxes and OID amortization expense Bank grew retail deposits by $2 billion in the first quarter, primarily from bond exchanges. reflecting a 17 percent increase year-over-year. (2) Repositioning items primarily include employee and other related costs Ally remains focused on achieving a double-digit core associated with strategic actions of the company and the disposition of certain businesses. return on tangible common equity by the end of 2015. The company’s plan to achieve this goal is centered on three key (3) Includes gain on sale of Canadian operations of approx. $900 million. areas: net interest margin expansion, expense reduction, and longer-term regulatory normalization. Key progress in each of these key areas was made in the first quarter.

Net Interest Expense Reduction Regulatory Margin Expansion Normalization Following Ally’s transformation, the company has a Ally’s cost of funds continued more simplified model and there are opportunities The Corporate Finance to decrease, driven largely to continue to improve efficiencies. Controllable business, formerly by the reduction of high cost expenses, which include employee-related costs, Commercial Finance, has unsecured debt and continued consulting and legal fees, marketing, information been aligned under Ally increases in Ally Bank deposits. technology, facilities, portfolio servicing and Bank, allowing for a more Net financing revenue increased restructuring expenses, were down $20 million competitive source of funding. 24 percent and net interest from year-end 2013 and $70 million from the first Additionally, Ally Bank will margin improved 46 basis quarter of 2013. Ally’s efficiency ratio5 improved to begin paying a dividend to its points, excluding OID, year- 55 percent this quarter, which is down from a run- ultimate parent, Ally Financial, over-year in the first quarter. rate of 64 percent in 2013. in the second quarter of 2014.

(4) Originations refers to Ally’s acquisition of retail installment sale contracts and leases. (5) Adjusted efficiency ratio is equal to (A) total noninterest expense less (i) Insurance operating segment related expenses, (ii) mortgage repurchase expense and (iii) expense related to repositioning items divided by (B) total net revenue less (i) Insurance operating segment related revenue, (ii) OID amortization expense and (iii) any revenue related to repositioning items. For further information, refer to Ally’s earnings materials at www.ally.com/about/investors.

Corporate Finance

Ally Corporate Finance, formerly called Ally the first quarter of 2014. Corporate Finance’s Commercial Finance, provides financing $1.6 billion of average earning assets are for buyouts, acquisitions, recapitalizations, well-diversified, generating attractive returns growth strategies and corporate restructuring with minimal losses. The business continues to meet the unique needs of equity sponsors to benefit from deep industry relationships and middle-market companies. and specialization in key sectors such as healthcare, consumer products and retail. Despite a continued competitive environment, Corporate Finance grew its portfolio during

4 As one of the largest providers of automotive financing in the U.S., Dealer Ally’s Dealer Financial Services business is centered on strong and Financial longstanding relationships with thousands of automotive dealers across the country. Services

Ally began as a captive auto finance company 95 years ago and in recent years has transformed to an Insurance independent, market-driven, premier auto finance franchise. Ally has successfully differentiated Ally Insurance offers consumer products itself from the competition by providing premium sold primarily through dealers, as well as services and comprehensive product offerings commercial insurance products sold to through nationwide dealer support specialists and a dealers. Ally’s insurance platform allows seasoned sales force. Many the company to design products tailored to of Ally’s dealer relationships dealers’ customers, a competitive advantage The company’s span multiple generations, versus other providers. and more than 5,200 of Ally sells insurance products through history gives Ally an Ally’s dealer customers approximately 3,900 dealers in the U.S. utilize four or more of the extensive and one-of- Moreover, the company’s insurance company’s products. a-kind knowledge of operations maintain high wholesale the auto industry. The Dealer Financial floorplan insurance penetration levels, with Services business offers approximately 82 percent of U.S. dealers an unmatched suite of with Ally floorplan financing also carrying Ally products and services, including consumer floorplan insurance through Ally Insurance. financing products for new and used vehicle purchases and new vehicle leasing, floorplan loans, dealer working capital and real estate loans, vehicle service contracts, GAP protection, floorplan SmartAuction insurance, and the SmartAuction service for remarketing vehicles. Ally’s proprietary online auto auction, Ally also offers innovative digital solutions to SmartAuction, supports dealers such as the Performance Development the remarketing of off-lease Center, a web-based training site that provides and other used vehicles dealership employees customized training, through more than 8,500 available 24/7 and specifically designed for their participating dealers. dealership role. More than 4.4 million Ally’s premier auto finance platform, dealer-centric vehicles have been sold customer service model and “All-In” approach are through SmartAuction unique in the automotive financing industry. The since 2000, with roughly company’s history gives Ally an extensive and one- 18,000 vehicles listed daily of-a-kind knowledge designed to help dealers sell in 2013. more vehicles and improve their bottom lines. Ally Dealer Rewards Ally also offers value-driven programs such as Ally Dealer Rewards, an incentive program that rewards dealers for their continued relationship. During 2013, 70 percent of Ally dealer customers received benefits under the program.

5 “My father has done business with Ally for so many years. It’s really a fantastic thing to see that same longevity of the Ally organization that we like to have in our organization.” Ali Ahmed, President and CEO, Atlantic Coast Automotive

Auto Finance by the Numbers

Despite an intensely competitive environment, average earning assets increased to approximately Ally’s consumer financing auto originations $33 billion in the first quarter of 2014, compared to increased to $9.2 billion in the first quarter $32 billion in the fourth quarter of 2013, as a result of 2014, compared to $8.2 billion in the of higher dealer stock and higher average new prior quarter. In the first quarter of 2013, vehicle prices. originations were $9.7 billion. For the second Ally continues to broaden its dealer network. straight year, Ally was ranked No. 1 in auto In the first quarter of 2014, new, lease and finance outstandings by the Big Wheels used consumer originations from non-GM and Report, having grown from $67.3 billion total non-Chrysler dealers were up 40 percent year- consumer outstandings in 2012 to $74.1 over-year, and accounted for 19 percent of total billion in 2013. U.S. commercial auto financing consumer originations.

New Manufacturer New Manufacturer New Manufacturer Subvented: 16% Subvented: 10% Subvented: 9% 1Q New Standard: 26% 4Q New Standard: 27% 1Q New Standard: 24% 2013 New Diversified: 5% 2013 New Diversified: 7% 2014 New Diversified: 7% Lease: 28% Lease: 28% Lease: 29% Used: 25% Used: 29% Used: 30%

Auto Recognitions

Auto Dealer Monthly Diamond Award recipient Big Wheels 2014 No. 1 Auto Finance Company (Auto Finance) by Outstandings Platinum Award recipient (SmartAuction) Auto Finance News 2013 Dealers Choice Awards 2013 Excellence Award

6 Launched in 2009, Ally Bank has quickly become a leader in the direct banking market, with a straightforward, customer-centric approach to banking and competitive deposit product offerings. As a direct bank Ally Bank that doesn’t have branches, Ally Bank’s deposit products and services are available to consumers in any location throughout the U.S., with customer service professionals available 24/7 via web, online chat or by phone.

Ally Bank’s FDIC-insured deposit products include Ally Bank continues online savings and money market accounts, to differentiate certificates of deposit (CDs) with terms ranging itself as the “go from three months to five years, IRA deposit to” bank for products, interest checking accounts, and purposeful savers trusts. As part of with a customer- its straightforward centric approach Ally Bank is well- approach, the Bank and innovative positioned to benefit offers innovative online products. Ally Bank tools to help consumers recently expanded from the changing navigate their finances, the availability of landscape in the retail such as a CD laddering its popular Ally calculator and an Mobile Banking app banking industry, as interactive guide to to include a version consumer preferences setting up deposit designed exclusively for continue to shift toward accounts for trusts. Windows Phone 8 users and Ally Bank is well- continues to expand its iPhone® and online banking. positioned to benefit Android™ mobile banking apps with new from the changing features, such as Popmoney®. To further landscape in the retail enhance online security for customers, the banking industry, as consumer preferences Bank now offers the industry-leading Webroot® continue to shift toward online banking. As of SecureAnywhere™ security software free of Mar. 31, 2014, the Ally Bank deposit franchise charge. counted more than 825,000 primary customers, During the first quarter of 2014, retail deposits at an increase of 19 percent year-over-year. Ally Bank grew $2 billion, and balances grew at a rate of 17 percent year-over-year, demonstrating the strength and appeal of the Bank to an increasing number of consumers.

Bank Recognitions

THE ®

CHARITABLE TRUSTS

MONEY® Magazine Pew Charitable Trust “Best Online Bank” Top bank – 2014 study “Check and Stevie® Awards 2013, 2012, 2011 Balances: Measuring Checking Three Silver awards for Sales Accounts’ Safety and Transparency” and Customer Service

7 “Banking with Ally is easy and convenient, customer service is wonderful and professional.” Carmelle, Houston, TX

Customer Growth Deposit Growth

Compounded Q1 2014: Compounded Q1 2014: annual growth rate: 825,488 Customers annual growth rate: $45.2 billion in retail deposits 31 percent 33 percent

Q1 2009 Q1 2009: 216,574 Customers $11.0 billion in retail deposits

Straight Talk Product Guides

In keeping with its straightforward, customer- Developed by the Pew Charitable Trusts as a friendly approach to banking, Ally Bank model for banks and credit unions, this simple adopted Straight Talk Product Guides to help format is designed to provide consumers with consumers understand banking fees and clear and concise information about the key important policies when comparing bank fees, terms and conditions on their checking accounts. accounts. Ally Bank was the first bank to adopt the Pew disclosure format across its entire line of deposit products.

8 Ally is committed to giving back to the communities in which we live, Community work and do business. The company’s community relations efforts include a financial education program, an active employee volunteer Relations network, strategic grant funding and CRA investments to small businesses and community members in the greatest need.

works closely with organizations such as Financial Literacy Junior Achievement (JA) USA to promote financial literacy to the youth of America. Ally As a leading financial services company, provides grant funding and ongoing volunteer Ally believes that the ability to make smart, support for these programs in key markets well-informed decisions about spending and across the country. In 2013, more than 200 financial habits is knowledge all consumers Ally employees volunteered more than 1,100 should have at their disposal. The Ally Wallet hours teaching financial education to young Wise program arms consumers with the tools people through JA programs. necessary to navigate some of life’s financial choices. Wallet Wise is a free, financial education program that teaches the Employee Volunteerism basics of budgeting, credit, banking Ally supports the commitment of its and investing, and auto financing. employees to give back. Each year, Ally The program is available through employees help thousands of individuals online courses and also through live across the country through donations of time, sessions hosted by Ally and Wallet goods and dollars. These efforts are enhanced Wise affiliates around the country. through Ally’s employee matching programs. The program includes concepts such as how Ally’s volunteer efforts are supported by an to balance a budget, the intricacies of credit extensive network of Volunteer LEADers. cards and credit scores, and the differences These Volunteer LEADers, together with the between leasing and buying a vehicle, among Ally Community Relations team, arrange other topics. volunteering and fundraising opportunities in In addition to the courses, consumers can key markets across the country. These efforts find resources at AllyWalletWise.com, such range from stuffing backpacks for children as a monthly budgeting worksheet, a glossary in need, stocking shelves at local pantries, of financial terms and an auto financing serving meals to hungry families, teaching calculator. financial education classes to those striving for economic stability, and organizing school In addition to advancing financial education supplies for military families. through the Wallet Wise program, Ally also

9 “Support from Ally has made a significant difference with children in our community. Ally employees who volunteer generously give of their time and talent and impact children in a personal and meaningful way.” Karen Kosniewski, President and CEO Junior Achievement of Southeastern Michigan Inc.

Community Relations by the Numbers

Ally provided more than In 2013, Ally teamed with Ally employees donated In 2013, Ally employees 43,400 consumers with dealers to support more nearly 15,530 lbs. of food volunteered more basic financial education than 244 community to charitable organizations than 6,000 hours with via the Wallet Wise program organizations around the in 2013. charitable organizations. since 2011. country.

Supporting Dealer Causes

Ally supports the charitable efforts of its coveted honors, Ally has helped recognize a dealer customers by further amplifying selection of the nation’s most successful auto the work they do to give back to their dealers, who excel not only in business, but communities. The local philanthropic efforts also in giving back. by thousands of auto dealers Since the partnership began, Ally across the country can be has supported more than 150 vitally important to those towns charities in connection with the and cities, and Ally is honored TIME Dealer of the Year program – to support these charitable from local youth programs and food initiatives that strengthen banks, to community revitalization communities. organizations, health-related In addition to these ongoing organizations and educational efforts, for the past three years, Ally has joined programs. In 2014, Ally awarded a grant with TIME for the TIME Dealer of the Year to a local Arkansas Boys and Girls Club in program. This program is a celebration of recognition of TIME Dealer of the Year winner dealers across the U.S., who share their time Jeff Teague of Teague Ford Lincoln in El and resources to improve local communities. Dorado, Ark. In addition to this grant, Ally also As exclusive sponsor of the TIME Dealer of presented grants to organizations selected by the Year program, one of the automobile the 56 TIME Dealer of the Year nominees and industry’s most prestigious and highly- three finalists.

10 Board of Directors

Franklin (Fritz) W. Hobbs Kim S. Fennebresque Ally Chairman Former Chairman and Chief Executive Officer Advisor Cowen Group Inc. One Equity Partners LLC Gerald Greenwald Robert T. Blakely Founder Former Chief Financial Officer Greenbriar Equity Group LLC Several NYSE publicly-traded companies Brian P. MacDonald (retiring) Leadership Michael A. Carpenter Former President and Chief Executive Officer Chief Executive Officer Sunoco Inc. Ally Financial Inc. Marjorie Magner Mayree C. Clark Partner Managing Partner Brysam Global Partners, LLC Eachwin Capital Henry S. Miller (retiring) Stephen A. Feinberg Chairman Co-founder Marblegate Asset Management, LLC Cerberus Capital Management, L.P. Mathew Pendo Senior Member, Investment Banking Division Sandler O’Neill + Partners L.P.

Management

Michael A. Carpenter Gina Proia Chief Executive Officer Chief Communications Officer

Michael Baresich Tim Russi Chief Information Officer President, Auto Finance

Jeffrey J. Brown William B. Solomon, Jr. President and CEO General Counsel Dealer Financial Services Dan Soto Tom Callahan (retiring) Chief Compliance Officer President, Insurance Douglas Timmerman Ann A. Cummings President, Insurance General Auditor (appointed March 2014)

James (Jim) Duffy George Triebenbacher Chief Human Resources Officer President, Structured Finance Ally Corporate Finance Brian Gunn Chief Risk Officer Barbara A. Yastine President and CEO William (Bill) Hall, Jr. Ally Bank President and CEO Ally Corporate Finance James N. Young Chief Financial Officer Christopher A. Halmy Ally Bank Chief Financial Officer

Michele E. Lieber Chief Public Policy Officer

Diane Morais Deposits Executive Other Financial Leaders Ally Bank Bradley Brown William Muir (retiring) Treasurer President David DeBrunner Evan Noulas Chief Accounting Officer and Controller President, Auto Servicing 11 Company Information

Headquarters Investor Relations Ally Financial Inc. 1-866-710-4623 P.O. Box 200 [email protected] Detroit, MI 48265-2000 ally.com/about/investor www.ally.com Stock Transfer Agent Corporate Centers: Computershare Company Charlotte, NC P.O. Box 30170 New York, NY College Station, TX 77842-3170 Information

Media Relations media.ally.com

Products and Services

Auto Finance and Insurance Real Estate Loans Ally Balloon Advantage/Balloon Loans Reinsurance Ally Buyer’s Choice Relationship Management Services Ally Dealer Rewards Remarketing Appearance Protect Rental Plans Acquisition Financing Repair Advantage Vehicle Service Contracts Cash Management Accounts/CapAccounts Repair Advantage Car Care Maintenance Commercial Services Retail Financing ComTrac/TRAC Leases SmartCash CoverageOne Vehicle Service Contracts Smart Care Maintenance Dealer Loans SmartLease Dent Protect SmartLease Protect Direct Mailing and Pre-Approval Campaigns Theft Protection F&I Products Tire & Wheel Protect Fleet Financing Vehicle Auction/SmartAuction Floorplan Financing VehicleOne Service Contracts GAP Care Advantage VehicleOne Primary Gap GM Protection Plan (GMPP) Working Capital Financing Inventory Insurance Leasing Ally Bank Lines of Credit Interest Checking Account Mechanical Repair Protection Limited Money Market Account Warranty Online Savings Account OEM Marketing Support High Yield CD OEM Vehicle Service Contract and Certified No Penalty CD Pre-Owned Support Programs Raise Your Rate CD Performance Development Services IRA High Yield CD Property & Casualty Insurance IRA Raise Your Rate CD IRA Online Savings Trusts

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