|
Departments
............................................................
Publisher's
Perspective
Bridging
the Disconnect
By Thomas P.
Johnson Jr. — Banking borrows
the term "front lines" from the
military, where it refers to combat troops
who do the heavy lifting of confronting the
enemy and taking the objective. In banking,
front-line employees are those who interact
directly with customers in the branches and
call centers. MORE
Retail Banking
Cutting the Strings
By Lauri Giesen — For
many veteran branch managers, life has come full
circle — from autonomy to centralization and
now back to more autonomy. MORE
Retail Banking
Proactive Privacy
By Robert Stowe England — Is
privacy simply a compliance issue, just another requirement
for banks, or does it also provide a marketing and
a customer relations opportunity? And do privacy
rules and practices have a negative effect on the
value of all the business line mergers completed
and anticipated in the financial services industry? MORE
ACCESS PAST ISSUES
Search archived issues of BAI Banking Strategies.
Search now. >> |
About Banking
Strategies Magazine
Index of Advertisers
BAI
Board of Directors
BAI
Membership Information
Subscribe/Renew
Don’t miss an issue of Banking Strategies — subscribe
or renew your subscription.
Submission
Guidelines for Prospective Authors |
Features
........................................................................
Retail Banking Special
Report: Part 2
Focus
on the Front Line
By
Pat Allen — First,
let's pause to consider the
enormity of the task. How many
banks are there? How many branches?
How many front-line employees
at various levels of engagement — whether
they're career-minded, moonlighting
or earning money for college? MORE
Front-Line
Performance Gap
By
Paul McAdam and Ajay Nagarkatte — Between
the plan and the execution
sits a yawning gap — and
an increasingly serious problem
for retail banking institutions. MORE
Leveraging
Human Capital
By
Kenneth Cline — Now
that the dissatisfaction has
been acknowledged, what's the
solution to the disappointing
performance of the industry's
front-line staff? MORE
Relationship
Management by the Book
By
Jack Milligan — As
an increasing number of banks
embrace a customer-focused
strategy for their higher-end
retail customers, some are
using a relationship management
tool called "book of business" to
help manage retention and achieve
a deeper household penetration. MORE
|
Not
Everyone Wants a Relationship
By Rick Spitler
and Sherief Meleis — For one
view of what the future of the banking industry
may look like, consider the airline industry,
where Southwest Airlines Co. has ascended
to dominance in just 30 years. MORE
Banks,
Consumers and Trust
By Pat Allen — As
is abundantly clear elsewhere in this issue
of Banking Strategies — whether
the subject is front-line execution, relationship-building
or keeping pace with payments preferences — success
with the retail customer is the result of
focused effort, significant resources and
constant monitoring. Not tobe taken for granted
is what's at the bedrock of a bank's relationship
with its customer: trust. MORE
Segmentation:
5 Poisonous Flaws & 5 Proven Antidotes
By Christopher
B. Kuenne — It's no secret that
marketing productivity in the financial services
industry has fallen to critically low levels.
Credit card offers stuff mailboxes nationwide
as response rates drop ever lower. Ubiquitous
telemarketing efforts for products such as
credit cards and home equity loans have helped
spawn consumer antipathy and "no-call" lists.
Even cross-selling efforts directed at existing
customers have not enjoyed the levels of
success seen in some other industries. MORE
Time
for a Clean Sweep?
By Clint Swift — Bankers,
consultants and technology suppliers see
Check 21 as the catalyst for massive change,
in which cavernous operations centers housing
multi-million dollar, 60-foot-long reader-sorters
will go dark; transportation of checks by
plane and truck will trickle to an end; and
consumers will go online to examine cancelled
checks instead of looking for them in statements.
In the short term, those huge operations
centers will be replaced by smaller regional
offices. In the long term, even regional
sites may be largely supplanted by scanning
at ATMs, muscular teller workstations and
corporate customers' sites. MORE
Driving
Toward a Holistic View of Payments
By Steve Mott — For
more than a year, banks have been advised
by consultants and other industry observers
that it was time to focus more on their payments
businesses, specifically by managing payments
outside their traditional product silos.
While a few banks heeded the call, most continue
to take a wait-and-see approach. MORE
back
to top
|
