Novantas Review Vol. 4 No. 3
As rates and loan demand remain low and operating efficiencies continue to lag, a new planning approach is needed to determine where to cut and where to invest.
In trying to match the monoline giants at the rewards game, regional banks are forfeiting their natural edge in the battle for profitable card balances.
Old ways of promoting and selling consumer lending products are less effective in an era of multi-channel banking and weak demand. How should banks respond?
As customers more fully embrace multi-channel banking, regional players need to finely calibrate their outreach for each major market they serve.
Banking’s core function — to intermediate funds between depositors and borrowers — is now much less profitable, possibly permanently so. What are the options?
As an emerging pillar of the retail distribution network, the remote ATM must come out of its operating silo and be integrated into strategic planning.
The web shopping experience is now a key influencer of branch sales. A channel-coordinated strategy will be needed to nurture sales momentum.
Changing the fundamental governance of an institution is an extremely costly undertaking, and Boards should be cautious about the performance effects that are likely to follow.