Raddon Report

One last time! Following the positive feedback from so many Raddon Report readers on my previous deposit-retention recommendations, I have created a final list of tactics and strategies. I trust you will find value in these ideas as well.

It’s not a Raddon Conference unless data is on the agenda, and the keynote sessions of this conference highlighted the opportunity effective data management can provide. Here are seven key takeaways for financial institutions about big data, artificial intelligence (AI) and machine learning.

So many Raddon Report readers appreciated and shared my previous list of steps to retain deposits that I have created a new list of seven tactics and strategies. I hope you will find value in these ideas as well.

November 24 is Small Business Saturday, so now is a good time to recognize the vital force of small businesses for our nation’s economy. Defined by the Small Business Administration (SBA) as having fewer than 500 paid employees, U.S. small businesses employ almost half (48 percent) of the civilian population. These 5.9 million non-sole-proprietorships also are responsible for 41 cents of every dollar earned by American workers. In essence, 40 percent of consumer spending power is a function of small business employment.

A sample of mission statements from banks and credit unions – describing what they are doing today, what their reason is for existing – would reveal some consistent themes. You’d see phrases like “committed to improving the quality of life of the communities we serve,” “helping customers succeed financially” or “delivering superior returns for our employees, customers and shareholders.”

This is the second in a series of articles describing the latest trends and key questions that often arise during the planning sessions we conduct with community financial institution boards and executive teams.

Perhaps the newest concept to emerge forcefully over the past planning cycle is “Data as a Strategy”. 

Raddon research indicates that for customers who are highly-loyal, the attributes associated with the customer experience that are differentiating are those that involve interacting with employees.  The data suggest that these attributes, including employee skill, understanding of products and services, politeness/friendliness, understanding  issues, accuracy and approachability, are all contributing factors to the strong relationship with the highly-loyal segment.

This is the first in a series of articles describing the latest trends and key questions that often arise during the planning sessions we conduct with community FI boards and executive teams.

When I help executive teams and boards of directors plan their medium- and long-term strategy, I often hear their concerns about changes to the operating environment.

The first concern I hear is the swirl of demographic change. I was with a leadership team earlier this month and the CEO told me this: 

“Alexa, what can financial institutions learn from Amazon’s brand strength?”

Alexa: “Sorry, I don’t know that one.”

Oh well, it was worth a shot. If she had answered, I could have cleared my afternoon. But alas, we have some research to help answer this question.