Edmund Lawler
Jun 30, 2022

The pandemic boosted mobile adoption across generations, but banks are betting users will stay for the right touch and feel.

The numbers can seem daunting.

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As the banking industry continues its recovery, everything points to an increase in merger & acquisition (M&A) activity.

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Facing rapidly declining transaction volumes at branches, banks are increasingly tapping technology to eliminate manual processes and save money.

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Facing shareholder pressure to improve profitability, major banks must look beyond layoffs for new ways to reduce operating expenses and boost productivity.

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The state of small business banking at most banks, that is, their ability and willingness to serve the needs of small companies, is at its nadir.

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A quick review of those industry newsletters filling e-mail in-boxes every day finds literally dozens of articles on mobile banking.

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“Bank at Work,” or workplace banking, is not a new concept but it’s one that may deserve a second look from growth-starved bankers since best-in-practice banks have embraced this strategy to drive as much as between 40% and 60% of all new consumer accounts.

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Analysis of the temporary unlimited deposit insurance coverage for noninterest-bearing transaction accounts (NIBTAs) shows that this program had a greater psychological than practical impact on deposit customers.

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Product bundling is a successful and profitable concept in some industries, such as cable television.

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“Without a growth strategy, you are dead in the water,” said Chuck Sulerzyski, CEO of Marietta, Ohio-based Peoples Bank.

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Ninety days – that’s the window of opportunity to cross-sell, upsell and optimize the lifetime value of a new retail banking customer, while their interest is at a peak.

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Increasingly, banks seeking to optimize branch staffing are using qualified part-time tellers to supplement full-time staff during peak volume periods.

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“The bank is dead.

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For most bankers, determining where to put branches is primarily viewed as an “art” – something qualitative, often based on a “sense” of which markets are growing or the opportunity for available space that comes from a realtor telephone call (“You must see this wonderful new space that’s now on the market!”).

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Branch consolidation is a major theme in retail banking this year as institutions pare back their branch networks to reduce expenses and increasingly rely on self-service channels to meet customer needs.

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Recently, several banks have begun addressing branch distribution costs.

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Banks face a real quandary as they consider what to do about their deposit portfolios.

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Do banks “get it right” when it comes to digital strategy? We recently posed that question to somebody eminently qualified to provide an answer: Aaron Dignan, CEO and founding partner of New York City-based Undercurrent, a digital strategy firm noted for working with some of the largest companies in corporate America.

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The signs that credit remains tight abound.

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