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Digital signage in branches gives banks the opportunity to promote their products and their brand, and also engage with their community.
Community banks can make Big Data work for them if they carefully discern the relative value of different kinds of data and make sure culture and data work hand in hand.
Is mobile banking a channel or a device? Great minds can disagree but the customer experience may be the critical determinant in settling the question.
Successful process improvement programs require asking the right questions and engaging employees in the process.
Small and midsize banks can play in the wealth management leagues if they utilize some contrarian tactics to compete against the larger players.
Checking account redesign can boost profitability if the account designers carefully match features with their targeted customer segments.
Using customer data at the point-of-sale with eligibility analytics can help banks implement a simpler and more efficient sales process.
The Dodd-Frank legislation makes it harder for banks to avoid liability under state law by making it more difficult for them to raise the ‘preemption’ argument.
Banks looking to expand their global offerings should carefully assess the new risks and the full scope of their customers’ needs to avoid unforeseen (and unpleasant) surprises.
While small businesses may be costly to serve, they also constitute one of the most attractive customer segments for revenue-starved bankers, according to a new BAI Research study.
With its enforcement of regulations governing ‘unfair, deceptive and abusive acts and practices,’ the Consumer Financial Protection Bureau raises the compliance bar for new product design and marketing.
Financial institutions are looking to mobile payment devices both for a revenue boost and to solidify relationships with merchant customers.
As retail banks face mounting cost pressures, a new research study seeks to discover if it’s possible to boost profitability with thinner branch networks supplemented by electronic distribution channels.
Banks emphasizing superior in-person experience would ensure that there is no penalty for personal interactions with bank representatives …
There is nothing more demoralizing than giving a sales team a huge number of leads that don’t turn into sales.
… it is clear that Dodd-Frank was intended to make it harder for banks to claim preemption.
… culture dictates what data is discussed, trusted and valued – and whether data gets transformed into actions that drive revenue.
Not even the largest, most multi of the multinationals can deliver a complete end-to-end global payments solution for all of its customers …
Despite the CFPB’s commitment to open government and transparency, all of this public disclosure does risk unauthorized access …
Perhaps the biggest opportunity is for FIs to partner with disruptive innovators such as BillFloat …
A bank can get its mobile device strategy right only by thinking of it as a platform.
… incremental revenues from the mass market customer portfolio still pay for roughly two-thirds of branch network overhead at many banks.
… without IT involved in the strategy and execution, your cross-selling campaign results will hover in the low single digits.
Process improvement, by definition, opens up an organization to question why it does things a certain way.
In wealth management, traditional measures such as assets under management and loan volume are poor predictors of actual financial success.
… for the purposes of the ACA, many employees formerly considered ‘part-time’ by bank management will now be deemed full-time employees.
… I know some banks technology departments are bigger than Microsoft, but should they be?
Services with the greatest future growth potential include eldercare services, currently utilized by less than 1% of consumers …
… there is a strong, measurable relationship between service quality and financial return.