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.

“Tellers must do more than transact – they must also sell!” If you’re coming to that conclusion at your bank, you are not alone and you have good reason.

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As banks switch to automation so customers don’t have to go to the branch, and use remote staff to provide assistance when they are in the branch, they are essentially re-orienting the customer relationship dynamics to resemble more of a branchless format.

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What makes the best of the best outperform the competition? It’s a question that puzzles business leaders everywhere, especially in the banking industry, where razor-thin margins and a tough economic climate have put a damper on institutional performance.

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Leadership is without question one of the most important traits that any manager can exhibit, one of the hardest to quantify and measure and a skill that takes years to develop and refine.

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One of the main factors financial institutions should consider in planning their mix of channels, such as the branch network, online banking and mobile banking, should be the age group of their customer base.

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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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Before the crisis, a “Field of Dreams” approach worked for the wealth management business – if you built it, they would come.

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When the Patient Protection and Affordable Care Act (ACA; also known as Obamacare) is fully implemented at the start of 2014, it will likely impact how most banks staff their branches.

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Banks are underutilizing the potential for selling emerging financial services to their customers.

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With all their unique and heavily promoted characteristics – tech savvy, achievement-oriented and attention-craving – when it comes to financial services, Generation Y’ers are in many ways not all that different from Gen X’ers and Baby Boomers.

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A consulting colleague of mine focuses on executive coaching.

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There is an old saying that goes something like this: “If you’re going to be dragged out of town by a mob, get out in front fast and announce it’s a parade.

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Banks nowadays can connect digitally with customers online, on their mobile phone, even on their Twitter or Facebook feed.

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In many industries, great customer service is all about facilitating pleasant, memorable interactions between customers and company employees.

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The hype about mobile banking is legitimate as the technology continues to exceed adoption expectations, add exciting new features and appeal especially to youthful customers that banks once feared they would lose.

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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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Financial institutions, and for that matter, all service-oriented businesses, tend to struggle with customer service.

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With the expansion of digital channels, a decline in branch traffic and the current industry focus on controlling costs it’s not surprising that some financial institutions are reducing their branch network.

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In 2012, the average mobile user made at least one video call per month and by 2017 it is predicted that at least five video calls will be made each month, according to Cisco’s recent Visual Networking Index (VNI) Global Mobile Data Traffic Forecast.

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