Exercises in mapping the customer journey should focus steering consumers into the right channels, not simply documenting current channel use.
Columnist Ron Shevlin argues that making future decisions about branches based on the realities of today could be a big mistake.
Consumers will overlook or rationalize transgressions in trustworthiness and integrity to get what they want done done.
As the pundits yell and scream about the need for, and benefit of, simplicity in banking, the place to start may very well be in the branch.
Financial institutions are rightfully focused on innovating and creating cultural change, but they're missing one important ingredient.
There are plenty of things wrong with the Wells Fargo scam, but three things in particular are really screwed up about the whole mess.
Strategic planners are looking out and asking, "What could screw up our plans?" Here are three things threatening to squeeze community-based financial institutions.
For a typical $1.5 billion financial institution, closing the performance gap could yield a 50% increase in non-interest income.
What, exactly, is "the customer experience"? My take: Just a nonsense business term that reflects our desire to simplify the complex.
Calls for banks to pair up with fintech companies are misguided, and what's happened so far doesn't remotely qualify as "partnerships."