james anderson

James A. Anderson
Sep 16, 2020

The pandemic will likely accelerate broad changes in customer service that was already underway.

The coronavirus has created a need for ways to work outside the branch setting that may endure even after the pandemic eases.

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At a time of reduced personal contact, details from customer spending patterns can provide important insights into their banking needs.

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No financial institution is exempt from the occasional ‘malicious insider’, who, acting alone or with outside help, can do more damage than virtually any outside fraudster.

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Small business relief programs have held bankers’ undivided attention lately.

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Harvard Business Review defines customer experience (CX) as “the cumulative impact of your customers’ end-to-end journey with you, the multiple touchpoints over time, which create a true competitive advantage to companies that get it right.

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COVID-19 has disrupted our communities and cost us greatly, but it has also breathed new life into our sense of community and improved how we communicate and work together.

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As the global economy reels from the effects of the novel coronavirus, banks of all sizes are being forced to adapt to a new normal.

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In the two weeks it took for the $349 billion Paycheck Protection Program to run out of money, lenders and other financial-services institutions learned a lot about their ability to execute.

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For most companies, seeking a competitive advantage means creating products and services that differentiate them from the pack.

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The deeper his team dives into the customer analytics at BMO Financial Group, the more Chris Menezes realizes that each customer is bent on charting his or her own unique experience through the organization’s digital and human channels.

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