Hillary Kelbick
Oct 15, 2020

To stand out from the crowd, banks and credit unions must create effective messaging on the institution they are and the institution they want to become.

Two of the more high profile themes in retail banking last year were improving the customer experience and big data.

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In the past two years, banks have focused on building their equipment finance and leasing groups.

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How should banks compensate sellers? Sales vice presidents want simple and motivational plans with upside potential to attract and retain the best talent and to grow the top line.

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Brand equity is well-trod territory in many industries.

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No doubt “big data” is one of the most popular terms in banking discussions and has even seeped into consumers’ frame of reference.

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Years ago, I was trying to set up a meeting with the head of a small business group at a top five bank.

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We live in an age of “big data” but sometimes this amounts to data overload.

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With banks increasingly underscoring the importance of sales, more institutions are rethinking how they identify, attract, hire and retain the next generation of employees required to handle the expectations and needs of consumers, say panelists at the upcoming BAI Retail Delivery 2014.

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As competition heats up from the likes of Walmart, PayPal and other shadow banking organizations, financial institutions need to improve customer engagement in order to increase wallet share, customer acquisition and retention.

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Working with “digitally-savvy” mass affluent customers, particularly on wealth management issues, requires moving away from a branch-centric service model to one that leads with digital tools and includes some personal interaction from a skilled investment advisor.

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