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March/April 2004
Volume LXXX Number II
Published by BAI

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CONTENTS
 

Cover Report: Strategizing for Check 21

Paper to Pixels
by Kenneth Cline — Check 21 poses challenges for large and small banks alike, yet the entire industry will benefit from a swift transition from paper to electronic processing.

Sprint or Marathon?
by Chris Costanzo — Check 21 will require some action by all financial institutions, but the options and opportunities vary greatly depending on asset size.

Transition Quandary
by Kenneth Cline — Managing the transition between paper and electronic payments processing will require discipline and vision, according to Wells Fargo's Mitch Christensen.

Investing in Imaging
by Chris Costanzo — While most large banks, at least, are ready to implement Check 21, additional investments are needed to reap all the benefits of electronic payments.

Leading the Way
by Lauri Giesen — To ease customer concerns about Check 21, banks must lead the way
in demonstrating its benefits.

Silo Busters
by Julie Monahan — Developing an effective response to Check 21 requires a manager who can marshal resources company-wide.

Features

Regulatory Avalanche
by Jack Milligan — A tide of new regulations is forcing banks to build a true compliance culture.

Buzz Meister
by Kenneth Cline — Marketing guru Stephen Cone says bank advertising badly needs a dose of excitement.


DEPARTMENTS  

Publisher's Perspective
Bridging the Silos
by Thomas P. Johnson Jr. — Silo coordination is critical if banks are to meet challenges such as Check 21.

Retail Banking
The Relationship Factor
by Rick Spitler and Sherief Meleis — Great advantages can be gained by incorporating relationship insights into product design and pricing, but only if providers learn to translate concepts into action.

Retail Banking
Cracking the Code
by Elizabeth Judd — While banks are posting some success marketing life insurance to the affluent, penetrating the mass market has proven more elusive.

Closing Thoughts
Rethinking Productivity
by Steve Klinkerman— Customer-focused strategies can only succeed to the extent that the company also is employee-focused, both in recruiting and management.

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