Karl Dahlgren
Nov 11, 2019

As deposit growth remains a popular and sometimes heated discussion topic among bankers, it pays to step back and take stock of how the financial services industry got to this point, where we are today and what it means going forward, especially with direct banks moving into the picture like never before. When BAI asked bankers in […]

Sins of omission rather than commission rank among the most serious mistakes bank marketers are committing in this time of digital upheaval.

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There is no doubt that bank customers of all ages and incomes are moving to digital channels to conduct financial transactions.

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Bigger is better may not have been what the politicians and regulators envisioned post-financial crisis but that’s what we now have in the banking industry.

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There’s been a lot of debate about millennials and their likes and dislikes.

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For everything from strategy formation to performance management, banks compare themselves to their peers, and the way they define their peers has often come down to answering a simple question: who’s across the street? New BAI research indicates it’s time to stop asking that question and to completely redefine what constitutes a peer.

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How are some banks growing revenue and maintaining target customer service levels without increasing branch staff? The short answer is by using predictive analytics.

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When it comes to utilizing technology, small business banking customers are definitely traditional in their preferences: branch visits and personal service still rate highly with them, online and mobile banking less so, and they’re highly fee-sensitive, all of which makes them more costly to serve than retail customers overall.

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First quarter numbers are in and loan demand is still dragging, which is bad news for banks.

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