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As the value of regulated local franchises erodes, community bankers need to revive the entrepreneurial approach that characterized their industry before the 1930s.
Serving the underbanked appropriately requires high quality products that are scalable and sustainable.
Serving the underbanked segment profitably requires a clearer understanding of needs and behaviors in this customer group.
Portfolio rebalancing, client relationship focus and innovation can help offset the decline in traditional retail product profitability and growth.
As branch traffic declines, bankers need to shift their sales efforts to increasingly robust self-service channels.
The consumer banking business remains fertile territory for disruptive, innovative business models – whether delivered by banks or a disruptive new form of competition.