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To spur their efforts at innovation, winners of the BAI-Finacle Global Banking Innovation Awards 2013 are learning to collaborate more within their own organizations.
Too many banks these days, in an urge to grow, overlook the basic analytical procedures required when acquiring another institution.
The latest iteration of BAI’s Demand Pulse research shows banks focused on generating quality assets and customers in 2014.
Every bank has idle staff time but the more productive institutions handle it with appropriate scheduling and training programs.
As interest rates begin to rise, bankers trying to sell retail time deposits will face competitors deploying an array of new terms and options.
Even as banks are attracted to the marketing possibilities of Big Data, they should not overlook the value of their own customer data, which is more readily accessible.
Teller capture technology can be utilized to improve customer service in the branch and make brick-and-mortar more relevant.
Financial services organizations have the opportunity to boost revenues by at least 18% by improving their customer experience.
Bankers looking to increase their share of the mass affluent market should focus on the younger segment of that market, who are more inclined to work with banks.
Writer and BAI Retail Delivery 2013 speaker Malcolm Gladwell says that adversity can make you more successful – if you learn to turn your weaknesses into strengths.
Author, consultant and BAI Retail Delivery 2013 speaker Frans Johansson says that innovation requires capturing the unexpected and making it work in your favor.
BAI Retail Delivery 2013 speaker Brian Wong says mobile rewards should be based on “achievement moments” that provide customers with nearly instantaneous benefits.
At BAI Retail Delivery 2013, Bank of the West will detail a method of implementing new products known as ‘radical collaboration.’
… your own Plain Data probably lies about in unstructured piles, or whizzes by unnoticed in operational processes.
… teller capture allows branches to reduce their operational footprint while gaining efficiencies and reducing costs.
To be collaborative and innovative today you have to be more social; you have to be more open-minded.
… in many cases, banks are pursuing deals for the wrong reasons, supported by the wrong analysis.
Establishing a segment strategy is a top investment area for banks with over $10 billion in assets …
… only 23% of financial executives surveyed say they have an advanced customer experience program in place.
... staff cannot perform meaningful tasks when they are positioned for interruption by customers and have no idea how long the duration of their work ...
Typical penetration of retail bank wealth management services among mass affluent clients, averages a paltry 5% to 7%.
… the current generation of CD customers is ready, willing and able to gather more information and analytic power than your retail banker with a rate ...
While some believe the general trend for mobile is toward the cloud, mobile-ECM offers powerful here-and-now applications …
… consumers would rather have average yields and services than higher yields and fewer services, or vice versa.
Caller abuse is costly in terms of excessively high churn, as much as 60% to 70%.
Pent-up rate hunger among depositors may unleash more of a shopping surge ...
Banks with smaller asset sizes and branch footprints are more successful with both Internet banking and mobile adoption.
Using cloud-based solutions converts IT spending into a predictable cost that can be aligned with strategic objectives …
There’s never a better moment to innovate and come up with new strategies than when you feel beleaguered …