Market share operations and Technology

3. Go Live Upgrade IT System Untuk Mendukung Proses operasional yang efektif dan efesien

Melaksanakan pengembangan kartu chip chip card yang berbasis pada NSICCS sesuai dengan regulasi pemerintah. Hal ini dilaksanakan untuk memberikan tingkat layanan yang mendukung ekspansi bisnis dengan produk e-channel yang lain, seperti internet banking dan mobile banking, sehingga secara operasional menjadi lebih efektif dan eisien.

4. Go Live Internet Banking dan Mobile Banking

Melaksanakan go live internal internet banking dan mobile banking, serta go live nasabah untuk memberikan tingkat layanan yang mendukung ekspansi bisnis, khususnya terhadap retail banking.

5. Meningkatkan Penerimaan Fee Based Income

Memperkuat struktur organisasi bisnis dan memulai meluncurkan produk-produk untuk meningkatkan perolehan pendapatan operasional dengan meningkatkan penerimaan fee based income, terutama melalui produk dan aktivitas baru, serta pelayanan kepada nasabah.

6. Memperoleh izin operasional Menjadi Bank Devisa

Memenuhi syarat-syarat yang ditetapkan dalam Surat Edaran Bank Indonesia No. 1527DPNP tanggal 19 Juli 2013 perihal Persyaratan Bank Umum Untuk Melakukan Kegiatan Usaha dalam Valuta Asing.

7. Memperbaiki Kualitas DPK

Melakukan pengurangan deposan inti secara berkesinambungan, mengingat saat ini sebanyak 50 deposan inti masih menguasai sekitar 37 dari keseluruhan portofolio DPK. Adapun upaya-upaya yang terus dilakukan terkait hal tersebut adalah: a. Memperbaiki postur DPK dengan meningkatkan porsi tabungan, giro, dan deposito ritel; b. Meningkatkan perolehan account retail baru dengan jumlah yang banyak; c. Melakukan pemetaan terhadap segmentasi target penghimpunan DPK.

8. Pengembangan segmentasi Kredit UMKM

Upaya-upaya yang dilakukan untuk mengembangkan segmentasi kredit UMKM adalah: a. Memberdayakan lebih lagi peran Divisi Bisnis sebagai pemegang kendali strategi dan pencapaian portofolio; b. Memantau pertumbuhan kredit di cabang dan memantau pipeline secara disiplin; c. Disiplin menjalankan tahapan-tahapan proses kredit. RenCana JanGKa MenenGaH PeRUsaHaan Bank Victoria menyusun Corporate Planning 2014-2018 sebagai rencana jangka menengah perusahaan agar kesinambungan usaha Bank dalam jangka panjang tetap

3. Go Live Upgrade IT System to Support Efective and Eicient Operational Processes

Implementing the development of chip card based on NSICCS standard, in accordance with government regulations. The purpose is to provide a service level that supports business expansion using other e-channel products, such as internet banking and mobile banking, making the Bank’s operations more efective and eicient.

4. Go Live internet Banking and Mobile Banking

Implementing internal go live of internet banking and mobile banking, and go live to customers to provide a service level that supports the Bank’s business expansion, particularly in retail banking.

5. increasing Fee Based income

Strengthening the business organizational structure and launching products to increase revenues by increasing fee-based income, mainly through new products and activities, as well as services to customers.

6. obtaining the Permit to Become a Foreign exchange Bank

Meeting the requirements stipulated in Bank Indonesia Circular No. 1527DPNP dated 19 July 2013 on Requirements for Commercial Banks to Conduct Business Activities in Foreign Currencies.

7. improving Third Party Funds Quality

Continuously reducing the ratio of core depositors, considering that the current 50 core depositors in total still control about 37 of the overall third party funds portfolio of the Bank. Eforts that are pursued related to this are: a. Improving the third party funds mix to increase the share of saving deposits, demand deposits and retail deposits; b. Increasing new retail accounts by a wide margin; c. Mapping the third party funds segmentation target.

8. Developing MsMe Credit segmentation

Eforts are being made to develop the MSME credit segmentation, namely: a. Further empowering the role of the Business Division to control the strategies and portfolio achievement; b. Monitor lending growth in branches and monitoring the pipeline in a disciplined manner; c. Carrying out the lending processes with diligence. CoRPoRaTe MeDiUM-TeRM PLans Bank Victoria has compiled the 2014-2018 Corporate Planning as a medium-term plan to ensure that the Bank’s business continuity is maintained in the long term. Corporate