Katie Kuehner-Hebert
Sep 22, 2022

With countless pitfalls possible, institutions must stay focused on what’s important to better ensure a smooth integration.

It is hardly new news that many banks are struggling to grow, constrained as they are by a still-slow economy, an overly aggressive regulatory environment and an often cautious customer base.

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Well executed service quality programs can have a significant positive impact on revenue and bank earnings.

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Today’s financial services organizations covet customer insight and understanding like never before.

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The desire for growth is leading bankers to renew their focus on capturing the mass affluent population.

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“What do you mean I have to pay $120 to check my luggage? I’ve been using this luggage without having to pay baggage fees for a long time.

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By the late 1990s, many banks understood the deficiencies of the product-centric model and began to consider the transformation needed to become customer-centric.

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As banks struggle to generate new revenue, more are increasing their focus on middle-market companies (typically $10 million to $100 million in revenues) because they are attractive clients for lending, fee generating products and cross-selling.

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Retail banking has never had to focus on a comprehensive sales process.

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Since the recession there has been a pronounced flight to quality in consumer banking, particularly in the checking business.

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So, when was the last time you went to a meeting and the subject of cross selling didn’t come up? In all likelihood, the conversation turned to the results of the latest cross-selling campaign, the plan for the next one and the projected return on investment (ROI).

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Banking contact centers primarily have functioned as service hubs for customers who call for information or help with a problem.

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In the throes of the credit crisis five years ago, who would have guessed that Collections would turn out to be one of the most ardent keepers of the customer experience flame? But it’s true.

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Twenty years ago, the commercial banking relationship manager (RM) held a position of the highest prestige and power within most banks.

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In today’s competitive economic landscape, banks need to ensure that they not only attain customers but also retain them.

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It’s a long-held truism in the banking industry that a checking account acts as an anchor, holding customers steady in the relationship.

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Mobile banking services can be used as effective tools to help banks sell additional services and improve customer relationships, but only if they are used correctly and in coordinated efforts with other delivery and sales channels.

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Want to be able to hone in on what product your best business customers are likely to want next and which prospects will be the most profitable to target? Consider utilizing a “segmentation toolkit,” said Susan Brown-Monforte, senior vice president and marketing group manager for San Diego-based California Bank & Trust.

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Retail bankers are monitoring comments in social media to gauge customer sentiment, as well as to broadly predict consumer behavior.

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