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Published on July 16, 2007

Public relations is still a weak point of the bank, said Chatri, 74, who has been in the industry for more than four decades.

He said Chartsiri, 48, who has been at the bank as part of the third generation of the Sophonpanich family, would gradually shift his heavy workload to other executives.

The late Chin, Chartsiri's grandfather, founded the bank 63 years ago.

Chatri said his son - who has been working hard since he was appointed president 13 years ago - would concentrate more on PR affairs to get in better touch with society and customers. Amid greater competition in the banking business, it is his key job to create smoother relationships with both the public and the bank's customers.

"The president position represents the bank. To build up goodwill, Chartsiri must get closer to the public, more than now. Otherwise, this would be a disadvantage as the bank has already lost some customers" Chatri said.

Most banks emphasise customer relations by visiting them directly both in the capital and the provinces. Some bankers participate in their banks' public activities no matter how small, or more important events including those in academic and general affairs.

The chairman said Chartsiri should socialise more, even though that goes against his character. However, he has already been adapting himself to do this for several months.

"A banker's career should come along with merchants. But for me, I am a vendor rather than a banker," Chatri said.

Chartsiri agrees with his father that a bank's image is an important factor as competition intensifies.

In fact several areas still need improvement, he said.

"Although it is already solid, I want it to be more modern.

If it were a person, I wish my bank would be in the active new generation of around 35 years of age," the president said.

BBL's core operations are quite stable, so its president can spend more time on social contacts. Chatri hopes that after this adjustment, the bank's image will improve, though he believes it cannot change overnight.

The Kingdom's biggest bank has to upgrade branch operations, particularly counter services and reception. They are the first two services that customers interact with at the bank. Thus, they should make a positive first impression for customers.

"A bank in Hong Kong assigns branch floor managers to oversee counter services and reception directly. When its staff, whose direct responsibility is for the two jobs, are burned out, they are replaced immediately. The offshore bank thinks that these positions, like a hotel clerk, should be lively all the time," Chatri said.

The information technology system is another infrastructure element that needs attention. The bank has found some problems in the system, which created some inconvenience for customers. Bangkok Bank spent about Bt6 billion on its IT system last year.

Chatri does not expect anyone from the fourth generation to join management, which actually is open to all. Although the family's descendants will be supported by the bank, they must prove first that they have enough capability for the job. As a listed company, the bank does not have just one owner, he said.

Chatri's personal stake is 0.68 per cent of all shares, but he declined to tell how much the Sophonpanich clan holds in the bank.

BBL boasts assets of Bt1.24 trillion with about 12 million deposit accounts. It has more than 750 branches and about 16,000 employees.

Somruedi Banchongduang

The Nation