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Digital signage in branches gives banks the opportunity to promote their products and their brand, and also engage with their community.
Trying to measure the state of your bank’s leadership development process without a scorecard is like going to sea in a sailboat without a rudder.
The preferred banking channel, branch, online or mobile, is clearly linked to the age group of consumers.
With the information demands of the 21st century, changing bank core systems will be mandatory.
Community banks can make Big Data work for them if they carefully discern the relative value of different kinds of data and make sure culture and data work hand in hand.
While most financial institutions strive to be ‘relationship-based’ lenders, balancing the relationship with strong credit controls is the key to making those relationships profitable.
Checking account redesign can boost profitability if the account designers carefully match features with their targeted customer segments.
Using customer data at the point-of-sale with eligibility analytics can help banks implement a simpler and more efficient sales process.
The Dodd-Frank legislation makes it harder for banks to avoid liability under state law by making it more difficult for them to raise the ‘preemption’ argument.
While small businesses may be costly to serve, they also constitute one of the most attractive customer segments for revenue-starved bankers, according to a new BAI Research study.
With its enforcement of regulations governing ‘unfair, deceptive and abusive acts and practices,’ the Consumer Financial Protection Bureau raises the compliance bar for new product design and marketing.
Financial institutions are looking to mobile payment devices both for a revenue boost and to solidify relationships with merchant customers.
As retail banks face mounting cost pressures, a new research study seeks to discover if it’s possible to boost profitability with thinner branch networks supplemented by electronic distribution channels.
You need leaders who don’t require a kick in the tail, but those that have to be held back with a leash.
… none of the mature age participants in the study indicated a preference for mobile banking.
You cannot restructure a bank around customer data if you have that data locked into legacy systems …
… the longer the duration of a relationship between institution and borrower, the greater the credit availability and the lower the collateral require...
Banks emphasizing superior in-person experience would ensure that there is no penalty for personal interactions with bank representatives …
There is nothing more demoralizing than giving a sales team a huge number of leads that don’t turn into sales.
… it is clear that Dodd-Frank was intended to make it harder for banks to claim preemption.
… culture dictates what data is discussed, trusted and valued – and whether data gets transformed into actions that drive revenue.
Not even the largest, most multi of the multinationals can deliver a complete end-to-end global payments solution for all of its customers …
Despite the CFPB’s commitment to open government and transparency, all of this public disclosure does risk unauthorized access …
Perhaps the biggest opportunity is for FIs to partner with disruptive innovators such as BillFloat …
A bank can get its mobile device strategy right only by thinking of it as a platform.
… incremental revenues from the mass market customer portfolio still pay for roughly two-thirds of branch network overhead at many banks.
… without IT involved in the strategy and execution, your cross-selling campaign results will hover in the low single digits.
Process improvement, by definition, opens up an organization to question why it does things a certain way.
In wealth management, traditional measures such as assets under management and loan volume are poor predictors of actual financial success.