TBC Bank Group
Holding Company of JSC TBC Bank

Our Business Model and Strategy

To create new opportunities for the success of people and businesses.


To be the largest commercial bank in Georgia.


TBC Bank’s overall strategy is to deliver strong, sustainable growth and profitability without compromising asset quality. In 2015, within the context of an economic slowdown, the bank placed an emphasis on proactive portfolio management, while achieving its targeted profitability and cost control.


The Bank’s strategy for the next years is laid out below. To sustain TBC’s growth and profitability within its risk parameters, the Bank will expand market shares mostly in the attractive retail, SME and micro (MSME) segments, which are characterised by high margins and rapid growth.


TBC Bank will continue strengthening its competitive advantages of a strong brand, outstanding customer experience, and award-winning multichannel capabilities, while sustaining a strong focus on operational efficiency and cost management, as well as further developing the Bank’s high-class risk management function.


Continue Sustainable Growth in Each Market Segment 

In 2015, the Bank significantly expanded its geographic coverage with the integration into TBC Bank of the branches of the former Bank Constanta in January 2015, which was rebranded under the TBC brand and included an upgraded suite of products and services. TBC Bank will continue delivering sustainable growth across all four segments. For this purpose, each segment has a separate strategy. 


Further Leverage TBC’S Award-Winning Multi channel Platform and Increase Digitalisation 

TBC aims to further develop its multichannel distribution platform, significantly improve efficiency by influencing TBC’s entire operations and end-to-end processes and move toward an agile project management methodology adoption aiming to transform the way TBC’s information technology and business function.


TBC Bank’s multichannel capabilities are one of its main distinguishing characteristics, as evidenced by the multiple awards TBC has received from Global Finance magazine, strong offloading results and a high percentage of transactions completed through remote channels. Strength in this area has also largely contributed to the Bank’s achievement of becoming a leading retail bank in the country.


In addition, TBC Bank plans to further strengthen all of its remote banking channels, including ATM, POS, TBC Pay, and cash-in terminals that currently account for a significant percentage of TBC’s total banking transactions. Further enhancement of the Bank’s multichannel capabilities facilitates TBC’s ability to serve more customers without the need to significantly increase the number of TBC branches, allowing staff more time to focus on sales and advisory services and enhancing customer experience, whilst reducing overall transactional costs. 


Focus on Continuous Operational Efficiency and Cost Management

In 2015, TBC Bank completed the back and front office merger of Bank Constanta and realised synergies through integrating main back office functions such as IT, operations and finance. Increased automation and productivity is another key efficiency factor. These further improvements follow the Bank’s “Lean Banking” initiative and the multichannel project, implemented in 2012 that have both contributed to the advancements in operational efficiency. Furthermore, IT capabilities represent one of the core areas of focus for TBC Bank. The Bank’s IT strategy is to develop IT capabilities and cutting edge technologies that support its robust, longterm development, including by developing automated services and operations to standardise TBC Bank’s customer services and back office processes.


Further Increase Leading Position in Customer Experience

Customer experience is key to TBC’s competitiveness in the market and its long-term profitability. Customer experience is considered a strength of TBC, supported by a number of internal and external market research reports that show TBC’s outstanding performance in the market, with TBC maintaining a significant gap in NPS scores and other measures as compared to its competitors. TBC’s ability to generate loyalty amongst its clients is critical to its strategy to maintain and grow its share of the Georgian banking market, and is a significant factor in TBC’s ability to improve profitability.


We continued multichannel improvements during 2015, and increased the integration of the Oracle Siebel CRM with our internal front-end solutions in order to further improve customer experience, better manage customer relationships, shorten the decision-making process and design tailored services.


Additionally, the Bank will reinforce the value of customer centricity in corporate culture, continue investing in staff competencies, further refine user experience in digital channels and introduce simpler, uniform designs and navigation and new and improved processes for managing customer experience across every channel and segment. To this end, TBC Bank worked with Peppers and Rogers group, a leading public relations consultant, to develop a roadmap for further improvements in customer experience.


Finally, in order to develop aspirational targets and leverage cross-industry expertise and knowledge, we have already started comparing our customer experience with those of the best-in-class service providers in Georgia and abroad.


Implement Strategic HR Management Initiatives

TBC Bank has launched a “Strategic HR Management” initiative to build a more effective organisational structure, design, culture and employee value proposition. In early 2016, the Bank hired Mercer, a leading consulting firm, to assist in the Strategic HR Management initiative and provide a detailed roadmap of the planned transformation.


Continued focus on risk management capabilities enhancement 

Having a strong risk management function in place has enabled TBC Bank to deliver strong and sustainable risk adjusted returns while remaining within the desired risk appetite. The risk management team proved its prudence and flexibility in 2015 throughout the currency depreciation and relative macroeconomic slowdown as demonstrated by robust risk results including moderate cost of risk expense.


The Bank continues to place strong emphasis on further enhancements of its risk management practice to enable it to represent a competitive advantage on the market. It invests continuously in people, further upgrading its policies and procedures, advancing its analytical and modeling capabilities and implementing software solutions for process automation and efficiency enhancements. All of this promotes resiliency and sustainability of TBC Bank’s business model in which risk management is one of the key strategic enablers.



Last updated on 10 August 2016.