Terry Badger
Jun 28, 2022

On the BAI Banking Strategies podcast, David Foss, CEO at Jack Henry & Associates, joins us to discuss open banking and the scale-defying opportunities it can provide for regional and community institutions.

That the mobile device is the banking channel of the future is no longer a matter for discussion.

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Ahead of any rise in interest rates, financial institutions continue to hunt for new revenue sources, first from retail fees and second by increasing minimum deposits on time accounts.

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While bankers historically have been focused on driving growth, the reality is that not all growth creates sustainable value or profits for banks.

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Recently, I ran into a former colleague who was bemoaning that he had been fired.

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Many bank CEOs find strategic plan execution more difficult to manage than strategic plan setting.

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Twice in the past twenty years we experienced a cycle of decrease and increase in the Fed funds rate.

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The Federal Reserve has signaled that rising interest rates might be on the way, raising the risk that community banks’ margins will be squeezed in the future.

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Bankers continue to see pressure on net income and many are attempting to improve results by reducing expenses and maximizing fee income.

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By now, most banks have set their 2015 targets into motion, including return on assets, return on equity, efficiency and asset quality goals.

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In the wealth management industry, optimizing wealth manager productivity while satisfying client needs for interaction with those managers is a delicate balancing act.

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As the economic downturn that began in 2008 deepened, credit tightened, consumers switched to other payment methods and credit losses reached historically high levels.

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How much should community banks and credit unions pay their employees in the current tough banking market? That’s a question that we probed in the 2014 edition of our Retail Salary and Benefits Study for Community Banks and Credit Unions.

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The heightened use of customer insight for the delivery of financial services and the continued impact of digital channel development dominated the list of predictions that I gathered for the fourth edition of my annual banking trends study.

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Mobile devices have revolutionized how consumers and businesses interact with financial products.

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One the most famous phrases in U.

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Ever since cash dispensers became automated teller machines (ATMs), pundits have regularly said that the large retail banks are going to have to change their core systems or they will lose their customers.

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Whatever the format – traditional, in-store or mini – the branch is still the primary channel where consumer sales and referrals originate.

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Is the banking industry in the midst of a major shift in the way we are structured and do business? No one knows for certain.

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As we head into the second half of the decade, most retail bank managers recognize that the survival of their institution is tied, at least in part, to redefining branches as sales and service hubs.

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Talk about an under-appreciated tool.

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