Digital payments are becoming a bigger part of how Indonesians move money. In July 2026, digital payment transaction volume reached 5.50 billion transactions, growing 28.69% year on year. Transactions through mobile applications also grew 24.25% during the same period, according to Bank Indonesia.
For BPRs (Bank Perekonomian Rakyat), the shift is happening alongside a broader push toward digitalization. OJK’s Roadmap Pengembangan dan Penguatan Industri BPR dan BPRS 2024–2027 found that only 10.3% of surveyed BPR respondents had electronic banking services, including ATM, SMS Banking, Internet Banking, and/or Mobile Banking.
The opportunity is clear, but so is the challenge: how can BPRs expand their digital services in a way that fits their business, technology, and operational realities?
Digitalization Doesn’t Have to Mean Building Everything Yourself
Digitalization is often associated with building a new application, connecting systems, and investing in new technology infrastructure.
But a digital financial service involves much more than the interface customers see. Behind a transaction experience are the underlying technology, integrations, security, operational processes, and IT governance required to support it. For a BPR, taking on every layer independently can make digital expansion a significant technology project.
There is, however, another approach.
OJK’s current framework recognizes that BPRs providing digital services can develop their IT architecture independently and/or work with third parties, while establishing requirements around IT governance, risk management, security, data protection, and relationships with IT service providers.
This gives BPRs room to consider a different question: Which capabilities should we build ourselves, and which can we access through an established technology partner?
A co-branded digital wallet is one possible approach.
Digitalization Doesn’t Have to Mean Building Everything Yourself
Digitalization is often associated with building a new application, connecting systems, and investing in new technology infrastructure.
But a digital financial service involves much more than the interface customers see. Behind a transaction experience are the underlying technology, integrations, security, operational processes, and IT governance required to support it. For a BPR, taking on every layer independently can make digital expansion a significant technology project.
There is, however, another approach.
OJK’s current framework recognizes that BPRs providing digital services can develop their IT architecture independently and/or work with third parties, while establishing requirements around IT governance, risk management, security, data protection, and relationships with IT service providers.
This gives BPRs room to consider a different question: Which capabilities should we build ourselves, and which can we access through an established technology partner?
A co-branded digital wallet is one possible approach.
Introducing WOI Co-Branding
WOI (Wallet of Indivara) Co-Branding enables BPRs to offer a digital wallet experience under their own brand, supported by Indivara’s wallet infrastructure.
The customer-facing experience can be customized to reflect the BPR’s identity, including its logo, colors, fonts, and other visual elements. Instead of building an entire wallet infrastructure from scratch, the BPR can leverage an existing digital wallet capability while shaping the customer experience around its own brand and requirements.
Working with an established technology partner can provide access to existing capabilities and reduce the need to build every component internally. However, it does not remove the BPR’s responsibility for technology governance and operational risk management.
The BPR still needs to ensure that the solution, its implementation, and its ongoing operation align with its internal policies, risk framework, and applicable regulatory requirements.
This is particularly important when introducing a new digital financial service. As with any new digital service, the implementation of a co-branded wallet needs to align with the applicable regulatory requirements. This includes OJK requirements for the approval and/or reporting of new BPR products, as applicable, as well as Bank Indonesia requirements governing payment service providers (PJP).
A Practical Use Case: Digital Transfers Between Wallet Users
Consider a simple scenario.
A customer has funds in their BPR-branded WOI wallet and wants to send money to another user. With WOI Co-Branding, the customer can initiate a transfer from their WOI balance to another user’s WOI balance through the BPR-branded wallet experience.
For the customer, the experience remains connected to the BPR they already know.
For the BPR, the wallet becomes another digital channel through which it can extend its customer experience.
The value is therefore not simply in having another mobile application. It is in giving customers a digital transaction experience that carries the BPR’s own brand while relying on an existing wallet platform underneath.
A Practical Use Case: Digital Transfers Between Wallet Users
Consider a simple scenario.
A customer has funds in their BPR-branded WOI wallet and wants to send money to another user. With WOI Co-Branding, the customer can initiate a transfer from their WOI balance to another user’s WOI balance through the BPR-branded wallet experience.
For the customer, the experience remains connected to the BPR they already know.
For the BPR, the wallet becomes another digital channel through which it can extend its customer experience.
The value is therefore not simply in having another mobile application. It is in giving customers a digital transaction experience that carries the BPR’s own brand while relying on an existing wallet platform underneath.
What Co-Branding Can Mean for the BPR
1. Start with an existing digital wallet capability
Launching a digital wallet does not have to begin with designing and developing every underlying component from zero. With WOI Co-Branding, BPRs can leverage an existing wallet platform while focusing on the customer-facing experience and requirements that matter to their business.
2. Keep the BPR brand at the front
With co-branding, the wallet experience can be adapted to the BPR’s visual identity, including its logo, colors, and fonts. Customers can therefore interact with a digital service that feels connected to the BPR relationship they already have, rather than being introduced to an entirely unfamiliar brand at the point of transaction.
3. Extend the customer relationship into digital transactions
A branded wallet creates another digital touchpoint where customers can access transaction functionality through an experience associated with their BPR. For BPRs looking to strengthen their digital presence, this provides a way to extend existing customer relationships into a mobile-first transaction experience.
Digital Doesn’t Mean Starting Over
For BPRs, expanding digital services does not necessarily mean rebuilding every layer of the technology stack from scratch.
The more practical question is: Which capabilities should we build ourselves, and which can we access through an established technology partner?
WOI Co-Branding offers one approach: a BPR-branded digital wallet experience supported by existing wallet infrastructure.
Explore WOI Co-Branding with Indivara Group.
References
Bank Indonesia. (2026, August 19). Strengthening stability, supporting economic growth.
Bank Indonesia — News Release
Otoritas Jasa Keuangan. (2024). Roadmap pengembangan dan penguatan industri BPR dan BPRS 2024–2027.
OJK — Roadmap Pengembangan dan Penguatan Industri BPR dan BPRS 2024–2027