year and CAPEX planned at Bt20-25bn As we have executed the company-wide cost management, our cost structure has been continually optimized amidst the competitive landscape. To support our aspiration in
placed for recovery. Dusit Thani PLC Management Discussion and Analysis For 2Q20 and 6M20 P a g e | 10 Our view on the post COVID-19 hospitality landscape are as follows: • More consolidation of hotels • A
landscape of market consolidation, operators are focusing on providing value-driven based packages, incorporating cross-sell and upsell strategies. This approach has contributed to a rising trend in overall
ช่อง (cell) สีเหลืองทั้งหมด หมายเหตุ: ข้อมูลในส่วนนี้ไม่มีผลต่อการคำนวณความเสี่ยงของผู้ประกอบธุรกิจ แต่เป็นข้อมูลเสริมเพื่อเป็นประโยชน์ต่อสำนักงานในการวิเคราะห์ Cyber Landscape ของตลาดทุน และสามารถจัด
, to create confidence among shareholders over the long term. All these endeavors have been undertaken with consideration of a new regulatory landscape, changing economic circumstances and risk trends to
the landscape of commercial banks’ business operations, going forward. Emerging Risks Over the next three to five years, the Thai banking system will face numerous challenges. Aside from impacts on
to implement new businesses. In order to find an alternate source of earnings and keep pace with the ever changing Business Landscape post COVID-19. Corporate Social Responsibility The company has
other risk factors including drought, the hefty household debt, delays in FY2020 budget disbursement, and the changing business landscape due to digital disruption. Under these circumstances, KBank
landscape due to digital disruption. KBank thus put in place more stringent customer screening criteria, particularly for small and micro businesses as well as retail customers, while the Bank also sought to