HRMARS - The COVID-19 pandemic significantly reshaped financial institutions’ engagement with customers by accelerating the need for digital transformation and highlighting the importance of digital financial literacy in marketing communication. In this case study, Bank Islam Trust Ltd., a subsidiary of Bank Islam Malaysia Berhad (BTL), also faced significant challenges in marketing communication during and after the pandemic due to its reliance on manual systems, physical meetings, and limited digital outreach. These limitations led to delays in information delivery, reduced customer engagement, and disrupted marketing and business operations. Thus, this action research aimed to (1) identify the key communication issues, (2) implement a sustainable solution, and (3) evaluate its effectiveness in improving marketing outcomes. During the diagnostic phase, the study incorporates Internal Environmental (IE), SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, PESTEL (Political, Economic, Social, Technological, Environmental, and Legal) analysis, and Fishbone analysis to reveal inefficiencies in systems, processes, and staff readiness. Consequently, a two-cycle action research study was conducted using a qualitative approach involving pre- and post-intervention interviews with BTL staff, in which thematic analysis via NVIVO demonstrated areas for improvement in digital readiness, communication flow, and customer response. To address these gaps, a semi-automated Chatbot system was introduced on BTL’s website, offering 24/7 service, streamlined queries, and automated data collection. Employees also received training and co-developed content templates to ensure consistency. The Chatbot was tested through a four-month live trial and improved iteratively based on feedback. As a result, the post-intervention analysis revealed three (3) key outcomes: the formalisation of a dedicated marketing unit, the transformation of communication tools, and measurable performance improvements. The Chatbot improved response time, reduced manual workload, and enabled real-time interaction. The outcomes also revealed that overall business performance, where the number of Labuan company incorporations declined to 64 in 2021, rebounded to 120 in 2022, surpassing pre-pandemic levels and confirming the effectiveness of structured digital strategies in driving engagement, efficiency, and resilience. Theoretically, this study validates the applicability of the AIDA and Hierarchy of Effects models in structuring digital communication flows aligned with ethical Islamic values. Furthermore, the study demonstrates how digital financial literacy (DFL), embedded within a values-driven and partially humanised branding approach, is an educational tool and a driver of customer loyalty. Practically, it offers a replicable model for Islamic financial institutions navigating post-pandemic digitalisation, showing how real-time communication, internal restructuring, and inclusive access can strengthen engagement. Looking ahead, future studies should explore the growing importance of branding strategies that combine personality clarity, digital intelligence, and emotional resonance in making Islamic banking more accessible and trusted by both Muslim and non-Muslim customers in multicultural environments globally.
Setamam et al. (Wed,) studied this question.