How does a bank, tasked with the inculcation of a nation’s savings habit, remain competitive in today’s economic world?

Commercial competitiveness began with internal change. New products, new services, new ways of reaching customers. Brand training was conducted across more than 10,000 employees and partners. With internal readiness, it was time for BSN to signal a brand reinvigorated. A dash of teal was added to the new logo, while retaining the nation building equity of the pohon pitis. And there it was. The BSN Malaysians had grown up with. Yet not.