Guenther Hartfeil

Guenther Hartfeil
Aug 31, 2020

Here are the steps to help mitigate the loss of customers who no longer work near branches they originally chose based on their office location.

Do banks “get it right” when it comes to digital strategy? We recently posed that question to somebody eminently qualified to provide an answer: Aaron Dignan, CEO and founding partner of New York City-based Undercurrent, a digital strategy firm noted for working with some of the largest companies in corporate America.

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“She has the words, but not the music,” said Mark Twain of his wife’s attempts at swearing.

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In our currently tenuous economic environment, opinions about how to manage retail banking and, specifically, the branch system vary dramatically.

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Branch design is a hot topic these days with all the speculation about the “branch of the future” in the wake of gradual customer migration to electronic channels.

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The traditional branch sales model was based on cross-selling to customers who used the branch for transactions.

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There is intense debate right now about the future of the branch.

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Workforce utilization management – the process of tailoring staff schedules to meet need and thereby eliminating wasted payroll hours – is an especially complex task when it comes to tellers.

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There are regular discussions at conferences about the cashless, branchless future.

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Retail banking today is more complex than ever for many reasons, including changing consumer preferences, regulatory uncertainty and the challenge of maintaining an array of delivery channels that are now available to and expected by customers.

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Are retail banks overlooking a major segment of their customer base? It seems improbable, especially given the intense hunt for growth in a tight market.

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