TT-Clean: 77.1 | TK BC-Selling: 78.1
TK OD-Sight: 76.88 TK | TC-Selling: 78.1 TK
TT-Clean: 77.1 | TK BC-Selling: 78.1
TK OD-Sight: 76.88 TK | TC-Selling: 78.1 TK
TT-Clean: 77.1 | TK BC-Selling: 78.1
TK OD-Sight: 76.88 TK | TC-Selling: 78.1 TK
Rate last updated: 02/01/2014 11:15:04 AM
is of little avail for corporate voyagers. Rather, a fighting spirit for everyday competition is what befits the occasion. A well-measured approach and analysis of market and own business in the process of decision and functional engagement seems inevitable for us to survive in the race of banking excellence. Needless to contend, Dhaka Bank must look skywards with more speed and enthusiasm. A well-structured Research and Development Wing is there to add stimulant to Bank’s turnaround and infuse dynamism to its operation by opening insight into how we are getting on with our quest for excellence. To ensure competitiveness and quality of products & services and well-timed exploration of market as the core of R&D challenges, Research & Development Unit has sprouted as a key segment of the Bank as on December 28, 2011. Whenever we look back into our journey across the previous years, there remain certain achievements on our part forcing us to excel more in days ahead. We believe our key focus on exploring unbanked needs of customers, developing new banking products, repackaging existing products and discovering tomorrow’s business insights has already begun to leave a phenomenal footprint in our banking arena.
in the process of banking development everyday, we try to open up new avenues of business. With the learning curve, we have tried to carry out some contributing steps during the previous spell, we are much confident of its upsurge in future. However, our actions and assertions are not conclusive and warrant management review and recommendation so as to pick the best. And that would eventually complement our standard and capabilities. To take our R&D Mission to a newer height, we want to translate R&D resources and support into a tangible gain and not least, a meaningful leadership to the Bank. We draw inspiration from our achievements in the silver past and turn our sails to more ambitious feat of golden days ahead.
The nation was just halfway of its age; the passion for history and heritage and an obsession for faster pace exerted a powerful force for change in the business world. Many budding hopes grew as a choice of the new generation in the shadows of banking reformation of the nineties.
Winner’s comfort and complacency is of little avail for corporate voyagers. Rather, a fighting spirit for everyday competition is what befits the occasion. A well-measured approach and analysis of market and own business in the process of decision and functional engagement seems inevitable.
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