Debbie Bianucci
Jan 20, 2022

Managing the return to the workplace is just the beginning.

The sharp decline of in-person banking during the pandemic places greater emphasis on technology tools for processing checks.

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From simple greeter bots to more sophisticated tools, automating customer interactions can help bank call centers disrupted by the pandemic.

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While the pandemic has hastened digital transformation efforts, financial institutions have an ongoing interest in workforce upskilling and reskilling

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Banks can protect themselves from unexpected market moves at a time of ultra-low interest rates due to COVID-19

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The benefits and challenges of true personalization in a digital world.

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Flow-of-funds analysis can provide a clearer picture of evolving customer behaviors

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Virtual assistants can capably provide answers on their own or they can whisper key points into the call agent’s ear.

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Some forward-looking financial institutions are making it happen faster than others.

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BAI CEO Debbie Bianucci discusses why banks are well-positioned to deal with the COVID-19 disruption, and what they can and should be doing for their customers to help them get through these unprecedented times.

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Partnerships between marketing, IT and analytics can help banks used customer information more effectively and competitively.

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Cost-cutting measures will likely impact ability to efficiently gather deposits, so reducing deposit costs could make sense

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Technology can help mitigate vulnerabilities created by reduced staffing and lobby closures.

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The coronavirus has created a need for ways to work outside the branch setting that may endure even after the pandemic eases.

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At a time of reduced personal contact, details from customer spending patterns can provide important insights into their banking needs.

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No financial institution is exempt from the occasional ‘malicious insider’, who, acting alone or with outside help, can do more damage than virtually any outside fraudster.

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Small business relief programs have held bankers’ undivided attention lately.

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Harvard Business Review defines customer experience (CX) as “the cumulative impact of your customers’ end-to-end journey with you, the multiple touchpoints over time, which create a true competitive advantage to companies that get it right.

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COVID-19 has disrupted our communities and cost us greatly, but it has also breathed new life into our sense of community and improved how we communicate and work together.

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As the global economy reels from the effects of the novel coronavirus, banks of all sizes are being forced to adapt to a new normal.

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In the two weeks it took for the $349 billion Paycheck Protection Program to run out of money, lenders and other financial-services institutions learned a lot about their ability to execute.

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