【正文】 duct hook for customer prospecting。 FCY Deposit to drive for high Net Interest Ine ? Investment as brand differentiator – Marketing and Product development responsibilities to align customer needs with internal product manufacturing capability ? Mortgage remains as the key revenue driver – expand business source from developer project financing and estate agency work to solicit more enduser financing ? Optimize resource support from regional office 6 ? Greatly enhance distribution capability by sharing works of ATM, POS, Teller counters, payment gateway with CUP member banks ? Improve customer accessibility ? Build brand awareness ? Increase base of transactional customers Why do we want to do this ? Key initiative 3 Build operating infrastructure capability to improve accessibility and entrench customer loyalty – via access to China UnionPay Network What is the expected oute ? ? Application for CBRC and CUP approval – submit application to CBRC for bank card business and to CUP for shared work membership ? Infrastructure building and testing – including system development, card centre setup (with Call Centre functionalities) and CUP certification test ? Issue CUP Debit Card What ? Install ATM at all opened and tobeopened branches ? Further improve customer accessibility such as standalone ATMs to align with the remote selfservice banking strategy in China Where ? Tentative launch date: Q4 08 as freeze on infrastructure changes from Jun – Sep 08 (China Olympic) and subject to our ability to move data centre from Hong Kong to China is critical to obtain approval from CBRC When As is 1H 2022 To be /2022 Customer Base 6,312 Loans EOP (SGD) Deposits EOP (SGD) 7 Building a strong business foundation ? Recruitment of high calibre local talents as pipeline for local management succession ? Cross pollination – second HK amp。 SG staff to work in PRC ? Develop clear career roadmap and individual development program to local staff. Build pipeline for business expansion ? Build staff petency amp。 leadership strength for managerial staff People Development Sales amp。 Service Quality ? Adopt integrated regional programme to deliver distinct customer experience and drive customer loyalty ? Empowering the local team to make speedy decision ? Professional training and certification process to be offered to each sales personnel to assure quality and pliance ? Institutionalize sales incentive system to drive sales momentum ? Leverage on growth of target markets by focusing on affluent and emerging affluent individuals in urban areas ? Differentiated service strategies: – Well Trained Staff: certification for WM and insurance Sales – Transaction convenience through Shared ATM and POS by DBS CUP cards – OneStop consolidated service – Providing Offpremise banking servicing – Overseas banking services arrangement ? Acquisition via partnering with intermediaries on business referral . developers amp。 property agents。 wordofmouth and incentive program for referrals Customer Segments 8 Building a strong business foundations ? Adopt multibusiness concept in all subbranches to maximize coverage of prospective clients and crosssell opportunities (TPB + enterprise owner the most prospective business lead in emerging market) ? Exploit end to end financial services needs of clients across BUs . provide end user mortgage financing for construction projects under our SCIB/EB financing ? Explore alliance with property developers and agents to supplement our distribution scale and referral sources ? Strategic alliance to provide bestinclass third party products . local funds selling amp。 bancassurance ? Continuous negotiation with external partners for petitive pricing and quality services ? Increased shared services capabilities and infrastructure (Tamp。O, Credit, Product development) in China to gain cost synergy and improve efficiency ? Dedicated CB pliance resources for better control and monitoring ? Develop endtoend structured product manufacturing and distribution capabilities to strengthen petitiveness of investment products Strategic Alliance Cross BU customer synergy End to End Processes ? Set up amp。 streamline local mortgage credit cycle management policy and process, to improve efficacy, and build DBS petitive edge ? Enhance credit and asset quality with the linkage to local/PBoC cred