Nathaniel Harley
May 19, 2022

There’s a big opportunity for community banks to capitalize on the trust and goodwill they built with SMBs during the pandemic.

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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For most companies, seeking a competitive advantage means creating products and services that differentiate them from the pack.

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The deeper his team dives into the customer analytics at BMO Financial Group, the more Chris Menezes realizes that each customer is bent on charting his or her own unique experience through the organization’s digital and human channels.

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The COVID-19 pandemic is forcing banks’ mid-market business customers to make difficult decisions every day about how to keep their companies running while keeping employees, customers and stakeholders safe.

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For banks to fully embrace their digital destiny, top executives and board members need to set the tone with a cultural transformation that underlies the increasing move to electronic channels.

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There’s little debate that automated self-service technology has captured the imagination of financial service providers.

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COVID-19 is giving a whole new meaning to the term “operational resiliency.

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