Mission
To be an agile, transparent and close bank to its clients with innovative financial solutions.
Vision
To be a leading bank in service, innovation and technology.
Today InterBanco bases its actions on 4 strategic pillars: their solidity, reflected in time through a trajectory of great growth, their excellence in service, which has identified us since their inception, their innovation, inspired by the work and need of each client and technology is the fundamental tool to achieve a timely response to each financial need.
But let's talk about their service, because today Guatemala recognizes us as the Bank that offers the best service in the financial system.
The truth is that everything has been possible, thanks to the efforts of their people, people committed to the same goal, which is aimed at the same vision, where their reason for being is the client. For us, each of you is not a number, you are entrepreneurs, growing families, professionals, young people with potential, are successful entrepreneurs who need to streamline their financial movements in favor of the time and opportunity of each business. That is why this daily effort is focused on enhancing the use of their platform, to generate useful and efficient functionalities.
Their Business Model is unique, more than a traditional agency network dedicated to transactionality, InterBanco has built Business Centers where each of their Executives seeks to proactively and agilely meet the needs of each person and each company, providing solutions agile and customized.
Proof of this, are their latest innovations, from a business agenda that allows companies with several locations the automated payment of their services; going through a digital repository, which helps companies with the compensation process in a more agile way; even a mobile APP that allows you to be connected to your accounts, 24 hours a day, throughout the year. And how are you, many more innovations that have been born with creativity, result of the inspiration that each of you gives us.
