Investor Presentaiton
Customer service in the age of COVID-19
The growth of impersonal channels is expected to accelerate in the age of COVID-19. The Bank plans to restructure its
channel strategies and to strategically reallocate management resources by reviewing numbers of branches, branch
functions, and other matters.
ā Channel strategies and employee working modes in the age of COVID-19
Existing channel strategies
High value
added
Personal channels
Key customers
Branch (in-branch)
External (visitation)
Mass market
Retail banking
value
Channel strategies in the age of COVID-19
Review of branch channels
(cost cutting)
Turning
away from face-to-face
marketing activities
COVID-19
pandemic
Convenience
Impersonal channels
(Internet banking, smartphones, ATMs, etc.)
Head Office channels
Direct Mail Center
Accelerating
deployment of services
based on digital
technologies
Personal Loan Center
Business Loan Center
Segment-based channel strategies
Methods of providing
Providing value in branches
(Ways of working)
Shifting to more
flexible ways of
working
Functional
enhancement
Building new modes of
customer contact (for example,
online meetings) while
maintaining added value
Strategically investing the
results of review of branch
channels (cost cutting)
Further enhancements of
channels and services
leveraging digital technologies
Pursuit of user interface (UI)
and user experience (UX)
Smartphone apps
Social media
Payment services, etc.
Restructuring channel strategies
in response to changing modes of life
Review of ways of
working
Providing value
unconstrained by branches
(e.g., promoting remote
working)
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