By Michael Kiella
In the future, it is predicted that bankers with the best understanding of behaviors and emotions will create a new landscape for personal banking. Understanding that delicate interface where electronic machine-banking meets the customer’s need for authoritative human interaction will lead to a new chapter in relational banking. It will be light on human touch.
By Amanda Rousseau
“I don’t think there’s any more important topic at this time in our recovery in the economy and the state of community financial institution management,” said Dave Koch, managing director of Advisory Services at Abrigo on the topic of core deposits. “Deposits are a thing that we have coveted for a while and became quite easy. Now once again we’re back to the question of, where do I go to get more deposits? It’s a challenging and vexing business in a strong and growing economy.”
Four keys to successful partnership to pave the way for open banking
By Dan Drees
The popular narrative over the past several years was that traditional banks and financial technology companies were on a collision course. With both camps seeking to satisfy rapidly evolving expectations from individuals and businesses, direct opposition seemed inevitable.
By Russell Bennett
The U.K. fintech scene is booming with 2019 expected to be a record year for investment after the sector hit a new high of $2.9 billion (£2.3 billion) in funding in the first six months of the year. The U.K. has now become synonymous with highly successful fintechs, such as Monzo and Starling, which is helping to cement the country as a leading fintech market. The U.K.’s fintech success has led to London being widely considered the ‘fintech capital’ of the world. However, as the U.S. fintech sector continues to go from strength to strength, receiving $18.3 billion in investment across 470 deals in the first half of this year, will London be able to hold on to this this title for much longer?
With an eye on improving profits and productivity
By Tim Grabacki
Despite a reductions of the branch footprint and digitalization of some products and services, costs associated with branch networks still hover around $1 million to $2 million to operate annually (depending on size and location).1 Cash processing, in particular, remains a costly part branch operations with high manual labor, especially related to processing. As McKinsey notes, in regions with rising labor costs and in the context of rapid digitalization of bank operations, the share of cash costs has become “increasingly relevant.”2