Todd Robertson
Aug 6, 2021

A switch from "passive" to "active" web technology can help banks meet customer-journey expectations being molded by other industries.

In just a generation or so, banking by phone has gone from punching square keys on a handset device to tapping the glass screen of a wafer-thin gadget.

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Once upon a toaster, banks wooed customers with kitchen gadgets, piggy banks and points rewards on credit cards.

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By the time customers call contact centers today, most of them have been or are on the website.

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This much we all know: The financial services landscape is sprinting towards digitization.

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“Bank-at-Work,” or workplace banking, is not a new concept.

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Kiki Schirr’s bad breakup with her parents’ long-time bank didn’t happen all at once.

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Here’s to the artificial intelligence-driven bots that comb troves of consumer data, analyze the information and then reliably predict what a customer needs.

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Perhaps more than any other generation, millennials embody a slew of contradictions.

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Millennials are too often written off as a generation of overeducated slackers who live at home into their 30s.

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Since the proliferation of ATMs and rise of digital banking, many banks have touted their human credentials to win back loyal customers and deepen relationships.

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Cross-selling does not have to imply bankers conducting surreptitious behavior with their customers’ financial accounts.

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Before winning Most Innovative Finserv of the Year at the 2018 BAI Global Innovation Awards, USAA chief innovation officer Zachary Gipson sat down with BAI to shed some light around the organization’s innovation philosophy and how it built a culture that promotes success.

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By at least one measure, USAA has the most satisfied customers of any bank on the planet.

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For many financial institutions, there’s the consumer brand designed to attract and retain customers.

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Technology has brought whirlwind change to many areas of banking.

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“Banking,” says Drew Sandholm, the marketing director with Quontic Bank in New York City, “is incredibly competitive.

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Ultimately, every organization shares an identical purpose: to create operating leverage by growing revenue faster than expenses.

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People switch banks for all sorts of reasons.

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While it’s tempting to break up customers by their particular age demographics, it can also overlook those crucial elements that unite consumers across all generations.

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The tired stereotype of banks handing out toasters to attract new customers is alive and well but in a more 21st Century form.

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