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Industry Insights


Avoiding Branch Fatalities

A top banking performance challenge is dealing with impaired branch capacity. A strong market context will be needed in exploring ways to avert closures “at total loss.”


Practical Steps to Address the Crisis in Retail Banking

Following basic measures to cope with the revenue drought, retail bankers face the steeper challenge of transforming their franchises to compete in a changed market.


Night of the Zombie Branches: Rescues Possible?

Facing an overhang of failing branches, banks will need to take decisive action to avert closures


Slash or Transform Retail Distribution?

Banks that under-invest in a multi-channel future do so at considerable risk. New strategies are needed to balance branch cost reduction with distribution innovation.


Multi-channel M&A: Where do Branches Fit?

To grow in a market that is only partially recovered, commercial bankers will need a set of focused initiatives that match strengths with select opportunities. As with other banking lines of business, much of the commercial opportunity for 2012 centers on gaining market share.


Risk and the Road Ahead: What Bank Directors Need to Know

To cope with market volatility and heightened regulatory pressure, bank boards must play a much more proactive role in risk management.



Back to the Drawing Board for 2012

As banks gear up for 2012, the problem is not just overcapacity, but obsolete capacity. Deeper cost cuts must fit within a larger plan to rebuild the business.


Avoiding a Sales Productivity Crisis

Will branch staff cuts exacerbate the revenue crisis in retail banking? Much hinges on sales productivity. Leading banks are using four levers to meet the challenge.


Pricing for Opportunity in Home Equity Lending

Advanced pricing skills will be critical as home equity lenders compete for selective growth opportunities going into next year.

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Overemphasis on Coaching Kills Sales at Bank Branches

Novantas recently surveyed banks about how branch managers spend their time and found that banks whose managers spend more time on direct selling than on coaching outsell other banks by more than 30%.