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.

What to do with the branch in an era of declining revenues is one of the top strategic problems facing retail bankers as they look to 2012 and beyond.

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The flood of activity in mobile commerce is eerily reminiscent of the Internet boom a decade ago when banks developed the host of eCommerce capabilities that are commonplace today.

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A bank is a digital business and, as a digital business, can be broken down into pure bits and bytes.

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Bankers have long puzzled over how to serve small business customers profitably, given that this market falls into a fuzzy grey area between retail and commercial banking.

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Increasing business with underserved consumers represents a significant opportunity for the nation’s banks.

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Organic growth in banking revenue and profit has been extremely challenging lately.

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As banks increasingly grapple with trying to reduce the high cost of their branch networks, one would think that more institutions would look at lower-cost in-store branches.

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The introduction of the $5 debit card fee and its subsequent withdrawal can teach us two lessons: one, consumers are very sensitive to any additional banking fees, and two, there are more productive ways to improve the bottom line through a reduction in interest expense.

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When it comes to mobile banking offerings, banks cannot afford to be a one-trick pony in supporting just one modality or mobile platform, according to speakers at the recent BAI Retail Delivery event in Chicago.

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It’s become conventional wisdom in the banking industry to say that the “branch of the future” must evolve from a place where customers primarily conduct transactions to one in which they can seek advice, guidance and professional service on all things financial.

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Years ago, I went from being the senior operations officer for a large bank in a metropolitan area with a flock of VPs at my disposal to being senior vice president and cashier/operations division head for a small bank in a rural market.

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As 2011 draws to a close, most bankers would agree that the financial services industry is sorely in need of a New Paradigm; the old business models look increasingly strained in the wake of the financial crisis of 2008-2009, the subsequent regulatory overkill and now the accelerating Eurozone crisis.

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People rarely visit their bank branch anymore.

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The decline in branch transactions that has been predicted for the last 30 years is finally happening.

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In today’s sluggish economy, small businesses have not been showing much appetite for taking out loans, although there have been recent signs of a thaw.

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The world is changing and the traditional bank branch needs to change with it.

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It’s a truism in the industry to say that retail banks need to experiment more with change in an era of shrinking revenue and declining branch traffic but the fact remains that few institutions go beyond cosmetic modifications.

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Delivering capital to the millions of restaurants, small retailers and local service businesses in America poses a unique challenge for the banking industry.

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The airline business has never been an easy one in which to make a profit as the companies routinely cope with roller-coaster fuel costs, fare wars and heavy government regulation, a tumultuous environment that tends to drive companies into bankruptcy or merger.

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Banks across the nation continue to robustly target the small business customer as a prime source of revenue and differentiation although the going has been tough lately.

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