Local banks have experienced a period of rapid quantitative expansion, as evidenced by the systematization, verification, and deletion of tens of millions of substandard accounts over the past year. This trend highlights the limitations of growth driven solely by account volume, which tends to inflate service costs more rapidly than the value generated per customer. Moving forward, the strategic focus should shift toward enhancing the value of the existing customer base—by increasing lifetime value, deepening engagement, and encouraging organic referrals. While the number of new accounts or customers is often viewed as a key measure of success, a closer examination reveals that many of these additions fail to generate stable revenue streams and instead strain management, risk control, and human resources. As a result, banks are increasingly compelled to acknowledge the limitations of their traditional growth models and reassess the value structure of their customer portfolios. Each customer should be seen not merely as an account, but as a financial life cycle with interconnected and evolving needs. Value-based growth triggers a continuous transformation—from mindset to operational strategy. Rather than focusing on opening new accounts and passively waiting for customer engagement, banks must proactively seek to understand the life plans of […]