Once banks make account access on mobile devices a standard service for their banking customers, they often make the mistake of stopping there.

Faced with a slow-growth environment, today’s banks are focused on finding more efficient methods of increasing wallet share while continuing to increase customer satisfaction.

Facing continuing pressure from investors to reduce expenses in a slow-growth environment, the temptation for many bank executives is to cut costs indiscriminately, for example, 10% across all departments.

What day-to-day actions make for a successful bank? We all define success differently, but in my view it requires a bank to satisfy all its stakeholders, namely, generate solid earnings and growth for investors, distinguish itself with customers, demonstrate franchise value and provide employees with a positive work environment.

It’s almost a sad commentary on our times that “omnichannel banking” already sounds like a cliché.

Despite their number and economic impact, small businesses have historically found few bank products outside of loans that meet their unique needs, with consumer products often offering too little and commercial products offering too much.

With an increasing number of customers, particularly Millennials, opting to bank online or via their smartphones and tablets, the purpose of today’s branch is less centered on transactions and more focused on customer service and sales of additional products and services.

What is the fastest-growing influence on household acquisition and deposit sales in the branch? Without a doubt it is the online experience for web-oriented shoppers.

Baseball fans know who hit the most home runs in a single season.

When you come across the words “bank efficiency,” more than likely “technology” and “consolidation” are in the vicinity.

Today’s always-on culture has created a demand for constant connectivity amongst consumers.

In this hyper-regulated and politically correct world, many banks will not admit that, at their core, they dislike banking small businesses.

Most thought leaders in banking agree that developing an integrated multichannel optimization strategy is paramount to remaining competitive in terms of cost and customer acquisition/retention.

Most institutions interested in expanding business loans to customers and prospects lament the fact that they lack the ideal complement of top tier bankers.

At the close of 2013, the Thomson Reuters/PayNet Small Business Lending Index (SBLI) reached its highest point in seven years.

Financial institutions are facing declining branch transactions and diminished branch sales.

The prognosticators in our industry have anticipated the decline of both brick-and-mortar branches and consumers’ use of cash for some time, but the reality of today’s market paints a very different picture.

The combination of increasing regulation, continuing sluggish economic conditions and rapidly changing consumer expectations is shrinking the revenue potential of the demand deposit account.

With branch transaction volumes continuing to decline, banks are exploring their options regarding their branches’ futures.

Among the wonders of recent automated teller machine (ATM) technology is the ability to recycle deposited cash.