Siam Commercial Bank Research Articles

Perbandingan Faktor-Faktor Yang Mempengaruhi Penggunaan Electronic-Know Your Customer (e-Kyc)

There are many technological developments in banks, one of which is online transactions. To get these transactions, an account should be opened using the electronic know you customer (e-KYC) verification system at banks. This research wants to know the differences in the factors that influence behavioral intentions to use e-KYC to open a bank account for SCB (The Siam Commercial Bank) Thailand and Bank Mandiri Indonesia. This is quantitative research using a survey. We have prepared a questionnaire of 160 respondents: 80 for Bank Mandiri and 80 for SCB. The results indicate that the willingness to use electronic identity verification services influence by the availability of technology, the external impact of the network, safety awareness, perception of trust, and perception of security. The perception of security affects the perception of trust, and technical protection, also the transaction procedure does not affect the perception of trust.

Service Use Behaviors, Factors and Integrated Marketing Communications Strategies Which Affected the Choice of Personal Loan Service of Bank Customers in Thailand

This research was aimed to study service use behaviors in personal loan service of bank customers in Thailand, to analyze factors and integrated marketing communications strategies which affected the choice of personal loan service of bank customers in Thailand. This is a mixed-method research study in which the survey was done with 4000 bank customers who used personal loan service of United Overseas Bank (UOB) and Siam Commercial Bank (SCB) as well as executive panels whereas the qualitative data was collected through interviews with 20 marketing communications staff members of UOB PLC and SCB PLC. The statistical methods were mean score, standard deviation and factor analysis.
 
 The survey findings about the behaviors of personal loan service showed that the majority of bank customers have been customers for about 5 years with personal loan credit of between 80,001 and 1,000,000 Baht. They chose to use personal loan service because of the suggestions by bank staff members. The people who influenced their choice the most were themselves. The reason why they chose personal loan service was because the banks had a good image and they were well-known. The average personal loan service behavior was at a high level (=4.31, S.D.=0.53). The results from factor analysis showed that there were 6 independent factors which affected the choice of personal loan service of bank customers in Thailand. The correlations were 0.577-0.981, or at a high level. These 6 factors have the predictive ability of 83.333% and the error is 16.667. The factors could be ranked according to the influence which affected the choice of personal loan service as follows: 1) Marketing through special events, 2) Direct marketing, 3) Sales communications, 4) Sales through staff members, 5) Publicity, 6) Advertisements. The equation for the predictive ability and the indicator is as follows: Y= 0.981(Factor1) + 0.577(Factor 2) + 0.812(Factor 3) + 0.914(Factor 4) + 0.942(Factor 5) + 0.934(Factor 6).
 
 The findings from the marketing staff members from those banks through integrated marketing strategies showed that “Above the Line” strategy was used when the banks put up big boards for outdoor display. However, the banks should have more media such as TV or radio spots to attract the attention of the audience. The banks should support TV programs so that customers want to know more about the banks or the products of the banks and that the banks will get more trust from the customers. Regarding the “Below the Line” strategy, the banks should set up booths in department stores to give information to customers and to offer gifts to customers who used the service. There should be more promotional activities and the banks should offer a point system so that customers can collect points and redeem points with rewards or services or discounts to the customers. The banks should have skilled and experienced staff members who can tell about personal loan service so that the customers will get the right information. Moreover, the banks should engage in community activities or local and national events such as Loy Krathong Day or New Year Day in order to attract more customers.

Customer Relationship Management on Social Media Affecting Brand Loyalty of Siam Commercial Bank in Bangkok

Customer Relationship Management on Social Media Affecting Brand Loyalty of Siam Commercial Bank in Bangkok

The Foundation of the Siam Commercial Bank and the Siam Cement Company: Historical Context and Alternative Historiographies

Both established prior to the First World War, the Siam Commercial Bank and the Siam Cement Company are two of the principal investments of the Thai Crown Property Bureau. Most accounts exaggerate the role of the Thai monarchy and elites, and underestimate the significance of the political and economic context and of the role of Europeans, especially Danes, in the formation of these companies. Emphasis on the part of Thai writers on the role of Thai elites in the history of these companies forms part of a narrative that sees the nation’s development as guided from above by a far-sighted and benign monarchy.

Mobile banking strategy: E-payment market and AEC opportunities

The objective of this paper is to explain the mobile banking landscape in Thailand with a focus on the competition and challenges of the mobile banking system in Thailand. The empirical study focuses on the leading banks in Thailand: Bangkok Bank, Kasikorn Bank, Siam Commercial Bank, Krung Thai Bank and Bank of Ayudhya. The study discusses the strategies of standard competition, including SWOT analyses and challenges of competition for the Thai economy in entering the ASEAN Economic Community (AEC; forthcoming regional competition in AEC countries) in 2015. The results show the importance of strategic alliances (systemic innovation characteristics requiring network collaboration between the banking and information and communication technologies industry) to offer innovative solutions and value-added services in the payment market.

Competition and challenges of mobile banking: A systematic review of major bank models in the Thai banking industry

This study investigates the competition and challenges of mobile banking system in Thailand. The analyses of the competitive landscape of mobile banking innovations are based on the Managing Migration Paths Model. The empirical study focuses on the leading banks in Thailand: Bangkok Bank, Kasikorn Bank, Siam Commercial Bank, Krung Thai Bank and Bank of Ayudhya. The study discusses the strategies, SWOT analyses of the mobile banking industry in the move towards the m-money economy. The results have shown that banks see mobile banking as a convenient delivery channel to provide value-added services to the bank customers. The competition forces banks to seek strategic alliances (network collaboration between the banking and ICT industries) to offer innovative solutions in the payment market. The results provide insightful implications on future challenges and increasing competition under 3G and 4G mobile phone networks whereby the e-payment market will get bigger when Thailand would enter the ASEAN Economic Community (AEC — upcoming regional competition in AEC countries) in 2015.

Workshop Session Recordings on Green Volunteering Activities of Students in a Disadvantaged Area According to the Good-Hearted Vocation Teacher to Support Itinerant Junk Buyers

This project was aimed to provide workshop session recordings on green volunteering activities of students in one disadvantaged area under the bridge of zone 1, Pracha-Utit Road 76, Toong-kru District, Bangkok where the majority worked as itinerant junk buyers. Therefore, the students held workshop sessions with the aim to provide training on how to repair electrical appliances and engines so that the community members could use this knowledge to increase the value of the unwanted electrical appliances they bought. The project also discussed the risk and danger of certain junk product which might be mixed with rubbish and taught how to classify recyclable products to increase the value of the junk. This project was the first of its own and it was done as green volunteering activities of students. The research team has provided 182 families from the community under the bridge of zone 1 with a number of workshop sessions. The sampling group was chosen out of those who attended at least three times and there were 20 persons. The research results showed that the sampling group achieved high level of knowledge (100.0%). They could fix fans as well as repair and maintain engines. They could classify junk. They expressed high level of satisfaction towards the workshop sessions (mean score of 4.18 with S.D. of 0.27). When the assessment was conducted as regards the operation and the recordings on green volunteering activities of 13 students, it was at the highest level (mean score of 4.68 with S.D. of 0.42). This workshop project was the first runner-up of the national SCB Challenge 2012 Community Project as organized by Siam Commercial Bank PLC.

Strategic change for sustainability in Thai Commercial Bank

Subject area Strategic change for business sustainability. Study level/applicability The case is targeted at the BA level and MBA level, and strategic management courses. Case overview The case study focuses on strategic change for business sustainability in the commercial bank sector in Thailand. It describes how Siam Commercial Bank (SCB) developed and implemented strategic change to achieve business sustainability in the economic fluctuations, and the competition in the banking market. SCB is a very long established bank which held the highest market capitalization among Thai Financial Institutions, and it was on the verge of bankruptcy in the Asian financial crisis in 1997. Expected learning outcomes These include developing students' understanding of the context and practices of strategic change and the nature of theoretical traditions in the field of strategic change. Supplementary materials Teaching notes are available; please consult your librarian for access.

Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

The Crown Property Bureau in Thailand and the crisis of 1997

The Crown Property Bureau is the monarchy's investment arm in Thailand. While the monarchy's political role has been much discussed since the 2006 coup, its economic foundations, activities and role have seldom been studied. To understand these aspects better, this article looks at how the 1997 crisis affected the Crown Property Bureau. The Bureau was particularly vulnerable because of its dependence on the performance of two private companies in which the Bureau was a major shareholder. Both companies, the Siam Commercial Bank and the Siam Cement Group, were in sectors that were hit hard by the crisis. The Bureau survived the crisis by making significant changes in its own management and investment policies, and by promoting similar reforms in two affiliated companies. As a result, the Bureau emerged with an income significantly higher than its peak pre-crisis level.

Thai Banking: A Note on Technological Change and Technological Capabilities

This paper reports on the technological capabilities and learning of Thai banking system. It identifies innovation development of the system as it evolved and how the learning process took place. This study is based on a leading technological regime change literature and the results are based on the study of five commercial banks: Bangkok Bank, Siam Commercial Bank, Thai Farmers Bank (Kasikorn Bank), Krung Thai Bank, and Bank of Ayudhya. Mass automation of work procedures occurred during the 1960s and 1970s while the smart automation regime began in the early 1970s. The ways in which the banks improved their technological capabilities via electronic banking services is explored. The results also show that the use of technology in the mass automation regime is carried through to the smart automation regime, showing that the technological change in the banking sector is not revolutionary, but ocurred slowly, i.e. evoled via slow learing process.

Technological change and capabilities in Thai banking

This paper is concerned with the technological learning and capabilities of Thai banking. It reviews the period of innovative development to understand the evolutionary/revolutionary issues and the continuous nature of the learning process. The period of study covers the technological regime as outlined by Buzzacchi et al. (1993), that is, the mass automation regime covering the period of the 1960s and 1970s, and the smart automation regime, beginning from the early 1970s onwards. The study explores the ways in which banks have improved their technological capabilities for electronic banking services. The study analyses five major commercial banks in Thailand: Bangkok Bank, Siam Commercial Bank, Thai Farmers Bank (Kasikorn Bank), Krung Thai Bank and the Bank of Ayudhya. The results show that the use of technology in the mass automation regime is carried through to the smart automation regime, showing that the technological change in the banking sector is not revolutionary but evolutionary.

The Siam Commercial Bank: Weathering the Asian Storm (a)

The Siam Commercial Bank: Weathering the Asian Storm (a)

Banking technology, technological learning and competition: Comparative case studies in Thai banking

SummaryThis paper focuses on the five major commercial banks in Thailand (Bangkok Bank, Siam Commercial Bank, Thai Farmers Bank (Kasikorn Bank), Krung Thai Bank and Bank of Ayudhya) with regard to strategies in competition in the banking industry. The paper analyses strategy and the adoption of technology against progress of the banking economy. Over the past few decades, the Thai banking structure has changed from mass automation towards smart automation. Improvements in information and communications technology enable the banking community to launch new types of financial services like electronic banking services and mobile banking services. The study explores the ways the banks improve their technological capabilities (their technological learning process to improve the technological capabilities) and the use of technology strategy in the banking sector. The results show that technological innovation in the banking sector of Thailand is not revolutionary but evolutionary.

Thai Credit Market Failures: The 1997 Aftermath

Central to Thai credit market failures in the aftermath of 1997 debacle are information economics problem, balance sheet rehabilitation knowledge gap and declining value of collateral. But curing one form of market failure can lead to another. The best way to understand the failure in the credit extension process in Thailand is first to understand what market success and the ideal market are.Theoretical sources of capital for firm, information economics, degree of monitoring and risk sharing are among the next topics of discussion. The primary threat to Thailand credit market system lies in the Small and Medium Enterprise (SME),while personal consumption can be a major factor in Thailand's economic recovery process. Retail credit liberalization, nation-wide subsidized housing projects, a value chain system and a limited credit guarantee scheme are among the macro and micro economic proposals put forth in this paper to create incentive compatibility among stakeholders and to mitigate Thai credit market failures. Our essential theme is time, flexibility and growth via financial innovation as a way to jump start SMEs and to put Thailand's economy on the road to self-sustainable recovery. A classical S-learning curve is found to be applied in Siam Commercial Bank (SCB) multilayer loan restructuring process from the top management down to account officers. Taking SCB as a benchmark, the percentage of all individual private banks' NPLs can be expected to reach a sustainable percentage within December 2000. Since the informational and organizational capital of financial intermediaries has not been well preserved for the state owned banks, their proportion of NPLs is much higher than private banks'. With the most optimistic assumption, the loan restructuring process for the state-owned banks is not expected to be completed until the middle of 2001 at the earliest.