Archives: Articles & Interviews

Through fast-paced storytelling and frictionless user journeys, Krungsri First Choice (Ayudhya Capital Services) has doubled mobile account conversions in Thai consumer lending
As attention spans shrink and digital behaviours shift, the challenge for financial marketers is not just reach but relevance. For Ayudhya Capital Services, a subsidiary of Thailand’s Bank of Ayudhya (Krungsri), the answer lay in speaking the language of its core demographic, both literally and culturally. With mobile-first consumers demanding speed, simplicity and relatability, the bank, also known as Krungsri First Choice, launched its ‘What The Fast’ campaign as a multi-platform effort designed for the TikTok era.

Humour with intent
Unlike traditional campaigns that focus solely on features, ‘What The Fast’ used humour rooted in Thai culture to make a case for speedy financial services. Drawing on everyday situations – from asking a parent for permission to stay out late to reconciling with a partner – the short video series depicted how fast and easy such approvals could be if they were as swift as Krungsri First Choice card application process. These 15-second microfilms captured attention on TikTok, Instagram Reels, YouTube Shorts and Facebook, combining storytelling with conversion paths embedded directly into the content.

Seamless targeting
The campaign was engineered around three key digital phases: awareness, consideration and conversion. From rapid-fire scenarios that grabbed viewers in the first second, to embedded application links that enabled real-time action, each element was designed to minimise friction and meet users in their moment of intent. Media strategies such as YouTube’s Video View Campaigns (VVC) further optimised placement and discoverability.

Measurable impact
The results speak to both reach and resonance. The ‘What The Fast’ campaign achieved a 283% higher view rate than forecasted within just 25 days, generating nearly 3.8 million complete video views. More notably, it drove a 79% year-on-year increase in credit card and personal loan new accounts applied via mobile application between July and October 2024, setting consecutive monthly highs.

This performance has not only positioned Krungsri First Choice as a digital leader in consumer lending, it has also earned the brand the Best Social Media Campaign title at the Retail Banker International Asia Trailblazer Awards 2025.

A smart use of analytics is helping the bank improve recovery rates, reduce credit losses and optimise customer engagement
The pressure on financial institutions to enhance risk management, reduce non-performing loan ratios and manage customer lifecycles more effectively has never been higher. For Thailand’s Kasikornbank (KBank), this challenge has translated into an opportunity to leverage advanced analytics to transform its collections strategy from a largely reactive system into a proactive, precision-led model.

Precision over volume
At the heart of the bank’s transformation lies its use of internal behavioural data across platforms such as KPLUS to identify the best phone number, time and location to contact each customer. Rather than adopting a brute-force volume approach, KBank engineered a ‘confidence score’ to prioritise contact methods based on usage recency and frequency, thereby increasing successful contact rates while minimising customer dissatisfaction.

Segmentation through smart modelling
The bank’s adoption of a dual-axis framework – willingness to pay (WTP) and ability to pay (ATP) – has allowed it to categorise customers into tailored personas. These personas guide treatment strategies across different product groups, from home loans to unsecured credit. Models have been trained using delinquency history, mobile usage, payment behaviour and income data to improve segmentation accuracy and identify the optimal engagement strategy.

From dashboards to decisions
A full suite of dashboards spanning performance, operations and model monitoring has given KBank real-time insights into customer responsiveness, agent effectiveness and predictive accuracy. This has enabled weekly adjustments and immediate corrective actions where risk thresholds were exceeded or contact protocols deviated from.

The results speak to both strategic vision and execution: the contact rate improved from 68% to 75% within a year and the overall roll rate dropped across multiple lending products. These gains helped reduce expected credit losses (ECL) by THB2.08bn ($60.9bn), significantly surpassing the initial target of THB1.2bn.

For its forward-looking deployment of analytics, KBank was recognised as the winner of the Best Application of Data Analytics title at the Retail Banker International Asia Trailblazer Awards 2025. It also earned a Highly Commended award for Trailblazing Use of AI or Machine Learning in Financial Services, highlighting the technological underpinnings of its strategic evolution.

Alvin Lee, Maybank Singapore’s country CEO talks about how the bank is leveraging technology, expanding its regional footprint and embedding sustainability into its initiatives
Banks in Singapore are navigating a new growth landscape shaped by cross-border client needs, an intensifying focus on sustainability and rising demand for personalised digital banking services. As a key financial hub in the ASEAN region, Singapore is also central to efforts in aligning long-term value creation with innovation and responsible finance.

Against this backdrop, Maybank Singapore is sharpening its strategy to build on its strengths in wealth management, digital platforms and SME support. In the following interview, the bank’s country CEO Alvin Lee discusses how the bank is leveraging technology, expanding its regional footprint and embedding sustainability into both its commercial and community engagement efforts.

What are Maybank Singapore’s strategic priorities over the next five years and which areas of the business do you see as key growth drivers?
Maybank Singapore’s strategic focus includes wealth management, sustainable finance, and trade, cash and supply chain financing. As the [Malaysia-based Maybank] Group’s designated wealth management hub and regional offshore Islamic wealth management centre, the bank aims to leverage its ASEAN network and deep expertise to strengthen the One Maybank proposition across entities, offering differentiated capabilities and expanded cross-border solutions to better meet customer needs.
Maybank Singapore also remains committed to serving as the preferred financial partner along the Malaysia-Singapore corridor, acting as a one-stop hub for cross-border financial services and solutions. At the same time, the bank continues to identify new growth areas and enhance customer experience to sharpen its competitive edge.

Which business segments are driving the most growth and how is Maybank Singapore capitalising on them?
Wealth management continues to be a key growth driver, with an 84% year-on-year increase in wealth fee income in the financial year (FY) 2024. AI is being deployed to enhance client experience, support portfolio management and offer personalised investment strategies including real-time financial advice. Innovation remains central to strengthening the bank’s overall proposition.
SMEs represent another important growth segment. Expansion is under way through the Maybank myimpact SME programme, which supports business growth and sustainability by offering an ESG readiness tool. Strategic partnerships with industry bodies are also being deepened to strengthen collaboration and extend support to more enterprises.

What role does innovation play in your growth strategy and how is Maybank Singapore leveraging technology to improve experience and efficiency?
We are accelerating digital transformation efforts across the bank, with data science and analytic s being used to deliver hyper-personalised services, automate operational processes and develop AI-powered financial solutions. Blockchain is also being adopted to improve the security and efficiency of transactions, contributing to a more seamless and customer-centric banking experience.
As a market leader in the automotive finance space, we have introduced MyAutoHub, the first ecosystem of its kind in Singapore. The platform allows third-party car dealers and partners to digitally submit customer transactions, with real-time updates and instant approvals. The bank has also integrated offerings such as car insurance and credit cards into the platform to streamline the customer journey end-to-end.

How is Maybank Singapore ensuring its ESG and CSR initiatives create long-term business and stakeholder value beyond compliance?
Banks play a key role in driving climate action by directing capital and resources towards sustainability goals. Maybank works with its stakeholders to align financial support with ESG priorities and accelerate transition efforts.
Through the Maybank myimpact SME programme, the bank helps small and medium-sized enterprises integrate sustainability into their operations by offering ESG assessments and access to an ecosystem of partners. This includes support for training, sustainability reporting and green financing.

Community-focused initiatives such as the Maybank Momentum Grant and Maybank KidSTART Saving Stars also form a core part of the bank’s purpose-driven approach, enabling non-profit organisations and vulnerable groups to benefit from sustained social investment.

Maybank has been recognised under the Best CSR Initiative – Environmental Impact award category. Can you share specific milestones and measurable outcomes from this initiative?
The myimpact SME programme delivers values-based support to help SMEs future-proof their operations and build positive environmental and social impact. One of the key features is an ESG readiness assessment, developed in collaboration with the Netherlands’ KPMG, which evaluates current practices and identifies areas for improvement.
The programme also connects SMEs to a strong network of ESG, green and digital merchants to help accelerate their sustainability journeys. Outcomes are measured through sustainable financing solutions mobilised by the bank in support of the companies participating in the programme.

By reimagining acquisition, onboarding and loyalty with a modular digital strategy, E.SUN is redefining customer relationships through an integrated digital ecosystem
In an increasingly saturated banking environment, customer acquisition and engagement demand more than digital convenience. For Taiwan’s E.SUN Bank, the answer lies in embedding financial services seamlessly into everyday moments, enabling intuitive, modular journeys that go far beyond basic mobile banking.

Platform-first, customer-always
Its 5A strategy – Access, Acquire, Activate, Adhere, Advocate – outlines this vision. From ecosystem partnerships with retail heavyweights such as FamilyMart and PX Pay to a unified application platform that has tripled credit card cross-sell rates, E.SUN is building scale through both reach and relevance. In 2023 alone, more than 13,000 customers joined via non-banking partners, validating its platform playbook.

One form, many products
E.SUN Bank’s Unified Application Platform is a key differentiator. Customers can apply for up to seven products – from FX and TWD (New Taiwan Dollar) accounts to loans and mortgages – via a single digital application. As of early 2024, 63% of applicants opted for two or more products and nearly one-third applied for three or more. The bank reports a near-tripling in credit card cross-sell – from 13% to 39% – alongside a rise in brokerage cross-sell – from 20% to 36%.

The results are tangible: a 2.7x growth in digital deposit accounts over two years, the highest among Taiwan’s top 10 traditional banks, according to open data from Taiwan’s Financial Supervisory Commission (FSC).

Design-led, agile delivery
E.SUN Bank’s technology architecture reflects a strong commitment to continuous innovation. By adopting a micro-front-end development model, the bank allows independent module updates, making the mobile and internet banking experience more flexible and future-ready. Complementing this is the E.SUN Design System, which is built to ensure user interface (UI) consistency and scalability across digital touchpoints.

Loyalty with a digital edge
Customer loyalty is reinforced through e.Fingo, the bank’s loyalty programme. With more than 1 million members, e.Fingo ties rewards to daily banking activities, incentivising engagement and progression to premium tiers. As a result, e.Fingo customers are 35% less likely to leave the bank, adding an advocacy layer to digital growth.

These efforts have led E.SUN Bank to be recognised as Digital Bank of the Year at the Retail Banker International Asia Trailblazer Awards 2025.

By integrating environmental, social and gender-focused initiatives into its financial strategy, BDO is shaping responsible finance for a more inclusive and resilient future
Across Southeast Asia, there is growing pressure on financial institutions to align capital with climate goals, social impact and inclusive growth. In the Philippines, BDO Unibank is stepping into this responsibility with a comprehensive approach to sustainable finance that reflects both local development needs and international benchmarks.

At the heart of its strategy is a sustainable finance framework structured around four thematic pillars: Green; Social; Gender/Orange; and Blue finance. This structure enables the bank to channel funding towards a wide range of projects, from renewable energy and clean transport to women’s empowerment and sustainable fisheries.

From compliance to catalyst
BDO Unibank’s model reflects a shift in how banks are thinking about ESG – not merely as a compliance checkbox but as a driver of long-term value creation. The framework is designed to align with global standards such as the International Capital Market Association (ICMA) Green Bond Principles, ASEAN sustainability finance guidelines and the UN’s Sustainable Development Goals.

What distinguishes BDO Unibank’s approach is the breadth of eligible categories it includes. There are a total of 29 eligible categories for financing under Green, Blue, Social, and Gender. Its green finance priorities, for example, cover renewable energy, energy efficiency and climate-resilient infrastructure. Its social finance scope includes micro, small and medium enterprise (MSME) financing, education, healthcare and affordable housing, all of which are critical pillars in a country where inclusive access remains a development priority.

In addition, BDO Unibank’s Gender/Orange finance commitments demonstrate an understanding of gender equity as a core development lever, funding women-led MSMEs and education initiatives with a gender lens.

Local relevance, global alignment
The bank’s sustainable finance strategy is not just conceptually robust, it has been externally validated. BDO Unibank received a second-party opinion confirming the framework’s alignment with international best practices, lending further credibility to its issuance strategy and ESG ambitions. A dedicated sustainable finance working group oversees implementation and monitoring, reinforcing the bank’s institutional commitment to ESG principles.

Grounded, forward-looking strategy
As of July 2024, BDO Unibank’s framework positions it to scale its sustainable finance commitments across both local and regional contexts. With projects that reflect the nuances of the Filipino economy and society, the bank’s ESG finance strategy is as grounded as it is forward-looking.

These efforts have led to BDO Unibank being recognised not only as the Best Retail Bank – Philippines but, more significantly, as the winner of the Best Advance in Responsible Finance award at the Retail Banker International Asia Trailblazer Awards 2025.

The bank has created a co-lending model in partnership with non-banking financial companies, empowering unserved and underserved communities
Axis Bank is an Indian private sector bank offering retail, corporate and investment banking services. The bank leverages advanced digital technologies to drive innovation and customer-centric solutions.

Financial inclusion is a key priority for Axis Bank in its mission to meet the needs of both urban and rural customers. The bank has chosen to take an innovative route to empower communities with limited access to financial services, creating a co-lending model in partnership with non-banking financial companies (NBFCs). Under this model, the parties share the responsibility for managing the loans, which appear on both their books in a predefined ratio. The co-lending model has provided affordable credit to underserved ‘last-mile’ customers while improving Axis Bank’s operational efficiency and profitability.

Advanced technology
Running the complex co-lending model requires robust technology infrastructure. To meet this need, Axis Bank approached its core banking solution provider – Infosys Finacle – to scale up its existing platform to accommodate various application programming interfaces (APIs) and business cases. Several systems were integrated, streamlining operations while ensuring strict regulatory compliance; this was crucial for overcoming the various challenges of co-lending and providing a solid foundation for future initiatives.

The model envisaged an interesting collaboration between Axis Bank and its NBFC lending partners, which would integrate and operate through a shared service partner platform. Responsibility for customer acquisition, due diligence and KYC verification would rest with the lending partner. The platform’s rule engine would decide if a case should be approved straightaway or be subjected to further review by Axis Bank. Once a loan was approved, the Finacle system would trigger various APIs – for customer identification file (CIF) creation, loan account opening, disbursement and repayment scheduling.

The implementation called for the integration of various systems, including Finacle, Enterprise Service Bus (ESB), Customer Relationship Management (CRM) and APIs, for enabling seamless data flow and real-time updates, ensuring all systems worked harmoniously. An agile development approach was adopted to enable iterative progress, allowing the project team to prioritise features based on operational requirements and ongoing feedback. Despite challenges, such as the need to coordinate with multiple partners and complex regulatory compliance, implementation was completed within a few months.

Benefits across the board
With this co-lending initiative, Axis Bank has not only improved financial inclusion but also gained a robust digital banking foundation to engage, innovate and operate better. The bank has onboarded about 100,000 new customers and created 83,000 new accounts, generating more than ₹500bn ($58.5m) in business value. User experience has improved as loans are disbursed faster.

Axis Bank has leveraged the distribution strength of its partners to expand outreach and improve loan origination. Moreover, it has saved operational costs and increased profitability as the partners handle loan origination, servicing, repayment and collection. Axis Bank has also gained access to a broader ‘new-to-bank’ customer segment to which it can cross-sell a wide range of financial products and services.

The co-lending initiative has exemplified Axis Bank’s commitment to financial inclusion and afforded it a digital foundation from which to successfully navigate the future of banking.

By embedding innovation into ESG-led digital platforms, Alliance Bank’s virtual credit card is setting a new benchmark for payments security and customer control
The rise of e-commerce and concerns over online payment security have driven banks across Southeast Asia to rethink credit card design. Alliance Bank Malaysia has met this challenge head-on with a solution that reimagines how customers engage with digital payments. Rooted in user empathy and aligned with ESG goals, the bank launched a first-in-Malaysia virtual credit card (VCC) that prioritises security, flexibility and customer empowerment.

Embedded banking meets agile design
Developed using an agile business development framework, the VCC was launched in 2022 with open-banking functionality embedded directly into merchant apps. Through a proprietary software development kit (SDK), business owners can integrate Alliance Bank’s credit solution into their platforms with minimal friction or cost. This embedded model not only extends credit options to customers but also alleviates the compliance burden from merchants, ensuring no customer data is stored on third-party platforms.

For customers, the benefits are tangible. The VCC enables dynamic card numbers (DCNs) for one-time or subscription payments, allowing users to tailor card controls such as transaction limits, expiry dates and number of charges. If a transaction appears suspicious, customers can freeze or delete the card instantly via mobile, eliminating the need for long call centre queues or card replacements.

Seamless, paperless and ESG-aligned
Beyond convenience, the initiative also eliminates the use of physical cards and paper-based forms. All applications, statements and transactions are conducted digitally, supporting Alliance Bank’s broader sustainability agenda. The mobile-first model integrates multi-factor authentication, facial biometrics and secure API gateways, offering a robust yet seamless customer journey.

By October 2024, the bank had issued more than 67,000 VCCs, significantly accelerating card acquisition without sales staff intervention. Processing time for card applications dropped from five days to under two and card replacements due to fraud now take under a minute through the app.

This customer-led, API-powered innovation in embedded banking has earned Alliance Bank Malaysia the Most Innovative Payments Initiative award at the Retail Banker International Asia Trailblazer Awards 2025. The bank has also been recognised for its SME strategy, receiving the Best SME Product Initiative award.

UOB Thailand is redefining the role of branches, transforming physical touchpoints into hubs of smart engagement and personalised advice
In the evolving world of retail banking, the traditional branch has often been seen as an analogue relic in a digital-first era. But UOB Thailand has flipped the narrative by embedding intelligence into every step of the customer journey, not to eliminate the branch, but to reimagine it as a smart advisory centre built around personalisation and real-time responsiveness.

Data at the core
At the heart of UOB Thailand’s branch strategy lies a powerful use of data analytics. By integrating customer behaviour patterns, life stage indicators, demographics and product holdings, the bank’s centralised analytics engine generates bespoke financial solutions that cover the full spectrum of individual needs, from lifestyle and savings to protection and investment. This marks a shift from single-product sales to holistic financial wellbeing.

Smart engagement, smarter outcomes
The innovation extends beyond algorithms. UOB Thailand has equipped branches with smart queue management systems, customer journey analytics dashboards and real-time referral tools, ensuring frontline staff can respond dynamically to each customer. Digital tools such as My Wealth Planner simulate investment scenarios, while customer relationship management (CRM) platforms pre-fill and transfer customer data seamlessly from online interactions to in-branch appointments, ensuring continuity and speed.

Staff, too, are empowered, with productivity surging by 67% year-on-year in successful referrals. Internal knowledge-sharing platforms ensure best practices circulate efficiently across branches, creating a culture of continuous learning and excellence.

Measurable transformation
UOB Thailand’s approach has delivered clear outcomes: a 16% year-on-year increase in deposit balances, a 2% rise in lending and bottom-up net promoter scores (NPS) improving by 8.1% over the same period. The strategy is not just about innovation for innovation’s sake, it is grounded in commercial performance and elevated customer satisfaction.

These efforts reflect a vision of the branch not as a channel in decline, but as a data-driven hub of value-added service. This model has earned UOB Thailand recognition in the Most Innovative Branch Offering category at the Retail Banker International Asia Trailblazer Awards 2025.

A bold approach to graduate development and data-led precision hiring is helping UOB Thailand future-proof its workforce
As the banking sector confronts rapid shifts in digitalisation, sustainability and customer expectations, institutions across Asia are rethinking how they attract and nurture talent. For UOB Thailand, talent development is not a support function, it is a cornerstone of its strategy to become the most trusted bank in the region.

The bank’s dual focus on high-potential graduate recruitment and technology-led hiring processes reflects its commitment to building a workforce equipped for today’s demands and tomorrow’s leadership.

Talent as strategy
At the heart of this approach is the UOB Thailand Management Associate (MA) Programme – a 24-month initiative designed to fast-track early-career graduates into future leadership roles. Selected candidates undertake strategic projects, multi-departmental rotations and regional collaborations, including an intensive eight-week cross-border placement process. With more than 1,400 applications in 2024, the programme continues to attract top-tier talent, reinforcing UOB’s reputation as an employer of choice.

The curriculum is built around core business skills, design thinking and cross-functional exposure. Structured mentorship from senior executives, combined with participation in regional innovation projects, gives graduates a panoramic view of banking and builds a strong internal pipeline of future leaders.

Developing future leaders
The programme also ensures leadership-level involvement, with final interviews conducted by country heads and senior executives, thus reinforcing top-down commitment to talent. Furthermore, by actively recruiting from diverse backgrounds, the bank is embedding inclusion into its graduate intake – a move that supports innovation and stronger business outcomes.

Smart hiring at scale
Concurrently, UOB Thailand has transformed its recruitment operations through analytics and automation. By integrating AI-powered tools from LinkedIn and deploying real-time dashboards via Microsoft’s PowerBI platform, the bank’s talent acquisition team has improved both speed and precision in matching candidates to roles.

In 2024, UOB Thailand filled more than 1,300 roles, achieving 100% of approved hires and avoiding THB 21.9m ($634,231) in agency costs. Its ‘Better U Experience’ onboarding journey further boosted satisfaction, delivering ‘Excellent’ ratings in candidate net promoter scores and a ‘Great’ score from hiring managers.

This integrated human capital model has earned UOB Thailand two major accolades at the Retail Banker International Asia Trailblazer Awards 2025 – Best Graduate Employment Programme and Excellence in Talent Acquisition.

With strategic investments in seamless payments, app-driven security and user empowerment, the bank is shaping digital banking for a real-time, mobile-first future
As digital banking evolves in the ASEAN region, customers have begun to view real-time payment capabilities as a necessity rather than just an option. UOB Malaysia has responded by rethinking the role of mobile platforms not just as transactional channels, but as the primary interfaces for secure, on-demand banking.

The UOB TMRW app sits at the heart of this transformation. New features such as Scan to Pay allow users to scan DuitNow QR codes directly from the pre-login screen, enabling instant transfers and seamless merchant payments. These innovations align with Malaysia’s national agenda for a cashless economy and the push by Bank Negara, the country’s central bank, for the adoption of real-time payments.

Rethinking digital safety
Recognising the trust gap created by rising cyber risks, UOB TMRW integrates advanced security architecture with a user-friendly design. On-screen validation alerts, email one-time passwords (OTP) for high-risk transactions and screen-sharing restrictions all work together to enhance safety without adding friction.

The app also features UOB Access authentication, a built-in digital token that replaces physical devices, as well as quick-response controls such as the Kill Switch and Lock Card for immediate customer action when needed. Customers can also customise transaction limits, giving them greater control and flexibility over their real-time banking experience.

Insights in action
Beyond transactions, the app empowers users with contextual intelligence. UOB Insights offers behaviour-based financial advice, while integrated rewards and lifestyle partnerships personalise the experience. Customers gain real-time visibility into spending, receive timely financial tips and can even stretch budgets with smarter saving suggestions.

To drive the adoption of these features, UOB Malaysia has launched targeted in-app tutorials, email campaigns and visual guides, helping users understand the value of enhanced security and payment capabilities.

Performance that delivers
The strategy is showing results. In 2024, UOB Malaysia recorded a 15% increase in mobile banking users. The app earned a net promoter score of 25% and an average rating of 4.7 on the Apple and Google Play app stores.

Recognition earned
For its leadership in digital payments innovation, UOB Malaysia has been named winner of the Best Adoption of Real-time Payments award at the Retail Banker International Asia Trailblazer Awards 2025. The bank also received a highly commended honour for Excellence in Mobile Banking, cementing its position at the forefront of Malaysia’s digital banking landscape.