Banks don’t always know who owns the small businesses they serve—which poses problems of legality, security and profitability.
Bankers can find profitable growth in serving small business if they are able to overcome their limited view of what small businesses actually need.
To improve their business banking efforts, banks need to segment the market, compile the relevant data, package and price appropriately and focus on customer service.
To truly capitalize on the small business market, institutions need to transform the position of small business banker from lender into all-around business management expert.
In their quest for more small business lending, bankers should take a closer look at their baby boomer customers as a source of growth.
To make small business relationships pay off, bankers need all three elements of the customer connection: business, personal and wealth management.
Banks looking to increase small business opportunities need help identifying the linkages between some consumers and the small businesses they may own.
Issues of organizational structure and reporting lines need to be resolved if banks are to get the most out of their small business banking efforts.