Patrick True
Aug 7, 2020

A strong execution strategy can help banks from being overwhelmed, as well as create efficiencies for the institution and a better experience for customers.

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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Many industry analysts and practitioners clearly believe the future of retail banking requires a dramatic reduction in the absolute numbers of bank branches across the U.

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Mired in a long-term revenue drought, the retail banking industry now must deal with the reality that the current branch banking model is unsustainable.

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Let’s face it, consumers are not rational in their purchase and use of checking accounts.

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As banks struggle with the current environment of weak revenue growth, effective cost-control returns to the fore.

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Legislative and regulatory changes have reduced and are threatening to reduce further a substantial portion of fee income from retail banking activities, affecting what drives the profitability of a consumer checking relationship.

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