Dustin Allen
Apr 1, 2020

Preparing for a recession usually includes steps that banks take to maximize interest spread and fee income, offload expensive deposits, and prepare for loan losses that are on the horizon—all while maintaining relationships and liquidity. To provide guidance for those who have responsibility for deposits and deposit pricing in the current environment, I’ve interviewed a number of […]

As the financial services industry emerges from the great recession and adapts to the new regulatory and slow-growth environments, financial institutions are being pressured to find new ways to generate revenue.

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Regulators are openly worrying as banks of all sizes ramp up their commercial and industrial (C&I) lending.

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While the value of the checking account is not in question these days, the design of it is.

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Financial institutions (FIs) determined a long time ago that it was hard to earn a profit making consumer loans for a few hundred dollars.

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Building out or improving remote delivery channels, such as online banking, mobile banking and electronic bill pay, with new products and systems represents one of the greatest opportunities a bank can face – and one of the greatest challenges, as well.

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The notion that only the largest banks pay a lower annual percentage yield (APY) in return for the perceived status of “too-big-to-fail” is not entirely accurate.

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2012 saw the most bank mergers since 2007 as beleaguered institutions look for a way out.

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Bankers have grown accustomed over past decades to a plentiful supply of low-cost time deposits from senior citizens that help to properly fund fixed-rate long-term loans.

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Lack of timely information about changes in deposit rates can saddle a bank with a relatively higher cost of funds.

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Analysis of the temporary unlimited deposit insurance coverage for noninterest-bearing transaction accounts (NIBTAs) shows that this program had a greater psychological than practical impact on deposit customers.

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