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.

The buying process has changed, and the sales function must follow.

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Bank marketing is no longer just a matter of pushing credit via traditional advertising.

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As the rising star of American generations, Millennials are earning grown-up distinctions that make this group of young adults a prime target for financial institutions looking to grow their household portfolios.

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There is no doubt that a growing number of bank customers are using digital channels, either via their PCs or mobile phones, as their primary means to communicate with the bank.

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Marketing has changed more in the past three years than in the previous thirty as new media channels, including social, have proliferated.

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In any company, rigorous strategic planning is bound to cause discomfort as old assumptions and long-held mindsets are challenged and re-examined.

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Traditionally, quantifying the return on investment (ROI) of bank marketing has been elusive.

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In recent years, banks have been focused on driving costs out of the branch network with self-service technology, branch closures and staff reductions.

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As consumer digital migration drains ever more branch traffic, banks have been working through a delicate transition with branch staffing.

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Microbusinesses, defined as firms with annual revenues of less than $1 million, constitute 90% of all businesses and thus represent a significant opportunity for banks.

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Price promotions long have been an important tool for deposit-gathering, both to meet long-term funding goals and to quickly acquire balances in special situations.

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With the market anticipating higher interest rates, banks may find it increasingly difficult to get customers to accept longer-term deposit accounts.

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In today’s digital economy, banking, like other industries, faces “disruptive” expectations from customers.

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Influencing a customer’s decision to choose a specific credit card for any given transaction from her wallet can be challenging for card issuers.

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It goes without saying that retail banking has many moving parts and Bank-at-Work programs are no exception.

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One important lesson that all bankers learned during the financial crisis was that trust is essential to their success and that once an institution loses that trust in the eyes of its customers, regulators or the public, it’s a long and difficult road to win it back.

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While bankers have generally become more sophisticated in their understanding and execution of profitability analysis, all too often, they are limiting their potential for success by failing to utilize tools such as funds transfer pricing (FTP) to their full capabilities.

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We all love lists, particularly those New Year’s resolutions for improving our businesses and ourselves.

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Like many other large, complex and regulated industries, the very foundation of banking is being challenged, to the point that we often hear the saying,“Banking is necessary; banks are not.

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