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The Branch is Back - Global Case Studies in 21st Century Banking Success

Timetric
Published Date » 2012-10-04
No. Of Pages » 85
     
 Synopsis   
 
 This report assesses and examines how banks around the world are facing challenges in creating more customer-orientated experiences and greater retail banking profitability 
 It considers what banks must do in order to preserve existing customers and acquire new customers by innovative branch banking strategies 
 This report reviews examples of the extensive work being undertaken by the worlds retail banks to ensure that branches remain effective and profitable  
 The report also reveals how the use of environmentally sensitive techniques by banks is enhancing the customer base 
 
  Summary 
    The global retail banking industry is now in a period of innovative commitment to the branch that has arguably not been seen since the early 1990s. However,...
Table of Content

1 Executive Summary

2 Introduction
2.1 Channel Objectives
2.2 Critical Success Factors
2.2.1 Location
2.2.2 An optimal retail format
2.2.3 Staff competences
2.2.4 Network asset management
2.3 The Brand at the Branch
2.4 Learning from Other Sectors
2.5 Alternative Forms of Branches
2.5.1 Product or sector focused branching
2.5.2 Shared branching
2.6 Self Service at the Branch
2.7 Conclusion

3 Australia and New Zealand Banking Group Limited, Australia
3.1 Delivery Channel Strategy
3.2 At the Branch
3.3 In the Community
3.4 Conclusion

4 Yes Bank, India 
4.1 A New and Differentiated Player
4.2 Yes Bank’s Brand Strategy
4.3 Delivery Channel Developments
4.4 The Bank’s Customer Base
4.5 The Branch Challenge
4.6 The Key Branch Features
4.6.1 Yes external signage
4.6.2 Yes Touch
4.6.3 Yes for You
4.6.4 The Yes money plant
4.6.5 Yes Prosperity
4.6.6 Knowledge Café
4.6.7 Yes Lounge
4.6.8 Other areas of the branch
4.7 India’s Emerging Bank

5 BBK BSC
5.1 Brighter Banking
5.2 The Early Development Work
5.3 Key Design Issues
5.3.1 The brand
5.3.2 The customer journey
5.3.3 Communications
5.4 The Functional Zones of the Financial Mall
5.4.1 Self service
5.4.2 Customer service
5.4.3 The customer zone
5.4.4 The advisory zones
5.4.5 Private consultation
5.4.6 Partners
5.4.7 Cash
5.4.8 Management offices
5.4.9 The back office
5.5 The Design Guide
5.6 Conclusion

6 Credit Suisse, Switzerland
6.1 An Ambitious and Caring Bank
6.2 The Branch Excellence Programme Mandate
6.3 The New Branch Format
6.4 Sensing the Brand
6.5 The Role of the Staff
6.6 The Floor Manager
6.7 A Comprehensive Program

7 Lloyds TSB Bank Plc, UK
7.1 Channel Strategy
7.2 The Commercial Banking Business
7.3 The Role of the Branch
7.4 The Business Lounge Program
7.5 The Roll-Out
7.6 Conclusion

8 The Co-operative Bank, UK
8.1 Ethical Banking
8.2 Delivery Channel Strategy Development
8.3 Developing the New Concept
8.4 ‘Green’ Construction and Finish
8.5 Staffing Notes
8.6 Conclusion

9 TD Canada Trust, Canada
9.1 TD, the Group and the Market
9.2 Delivery Channel Strategy – Building Customer Convenience
9.3 Improving the Customer Experience
9.4 Building Customer Comfort
9.5 Conclusion

10 Türkiye Garanti Bankası AS (Garanti Bank), Turkey
10.1 A Major Player
10.2 Channel Strategy
10.3 Marketing Strategy Overview
10.4 CRM and Sales Systems
10.4.1 The relationship manager (and other sales staff)
10.4.2 The teller
10.5 The New Generation of Branches
10.6 Conclusion

11 Delta Community Credit Union, US
11.1 Credit Unions in the US
11.2 The Origin and Growth of Delta Community Credit Union
11.2.1 Recent developments
11.3 Delivery Channels
11.4 The DCCU Branch Strategy
11.5 Branch Facilities
11.6 Conclusion

12 Back to Basics – the Eight-Step Solution
12.1 A Worldwide Issue
12.2 The Eight Steps
12.2.1 Step 1: Evaluate the current status
12.2.2 Step 2: Assess the implications of the review
12.2.3 Step 3: Review ongoing roles and responsibilities
12.2.4 Step 4: Restructure the product set
12.2.5 Step 5: Agree on priority segments for the branch
12.2.6 Step 6: Implement and sustain the process
12.2.7 Step 7: Establish metrics
12.2.8 Step 8: Determine incentives
12.3 Conclusion

13 Optimizing the Return from Branch Network Assets
13.1 The Stakeholders
13.2 The Management of the Branch Network Assets
13.3 A Methodology is Required
13.4 The Six Steps
13.4.1 Step 1: Integrated market analysis
13.4.2 Step 2: Examination of the current distribution infrastructure
13.4.3 Step 3: Financial analysis of the current network
13.4.4 Step 4: The development of alternative solutions and scenarios
13.4.5 Step 5: Modeling the financial impact
13.4.6 Step 6: Analysis into action!
13.5 Discipline Maximizes Management Effectiveness

14 Self Service – Automating Teller Transactions, Customer Service and Sales
14.1 Deposits – Notes, Coin and Cheques (or Other Paper)
14.1.1 Note and coin automated depositories
14.1.2 Note and check-accepting ATMs
14.1.3 Cash recycling
14.1.4 Envelope depositories
14.1.5 Coin acceptors
14.1.6 Transaction receipts
14.1.7 Transaction scrutiny
14.2 The ‘Night Safe’ Service
14.3 Withdrawals
14.3.1 Notes and coin, and multi-currency
14.3.2 Check encashment
14.3.3 Checks drawn on a customer’s account
14.4 Coin for Notes
14.5 Currency Exchange
14.6 Inter-Account Transfers
14.7 Bill Payment
14.8 Overseas Remittances
14.9 Beyond Cash
14.9.1 Incentives and rewards
14.9.2 Trust and familiarity
14.9.3 Identifying the customer
14.9.4 Recognizing and greeting the customer
14.9.5 Handling simple queries
14.9.6 Relationship-building dialogue
14.9.7 Product sales

List of Tables


Table 1: Number of ANZ Branches Across Regions
Table 2: Number Of ANZ ATMs Across Regions
Table 3: Number of ANZ Branches and ATMs Located in Australia
Table 4: Branch Network Development Challenges
Table 5: Number of Banks and Total Assets in Switzerland (End 2011)
Table 6: World Population, 1950-2050

List of Figures


Figure 1: NatWest’s Mobile Banking Homepage
Figure 2: ANZ’s Wyndham, Victoria Branch
Figure 3: Inside the ANZ’s Wyndham, Victoria branch
Figure 4: The Façade of a Yes Bank Branch
Figure 5: The Interior of a Yes Bank Branch
Figure 6: Yes Touch Provides Modern Self Service
Figure 7: The Knowledge Café Within the Bank
Figure 8: The Yes Lounge
Figure 9: Customer Journeys in the BBK Financial Mall
Figure 10: A BBK Branch
Figure 11: The Initial Design House Impression of a BBK Branch
Figure 12: A Credit Suisse Bank Frontage
Figure 13: The Credit Suisse Self-Service Area
Figure 14: Credi Suisse – Light and Feel
Figure 15: The Slough Business Lounge
Figure 16: The Canterbury Business Till
Figure 17: A Co-operative Bank Walk-In Kiosk
Figure 18: The Walsall Branch Frontage
Figure 19: The Start of the Customer Journey
Figure 20: The Host or Floor Manager’s Desk
Figure 21: Relaxed Customer Meeting Areas
Figure 22: The Exterior of a TD Canada Trust Branch
Figure 23: A Typical New-Generation Garanti Bank Branch at Erenköy
Figure 24: Garanti Bank’s segment-based service model
Figure 25: ATM Facilities at Garanti Bank’s Erenköy Branch
Figure 26: Delta’s Sandy Springs Branch Exterior
Figure 27: Delta’s Sandy Springs Branch Interior
Figure 28: Delta’s Larger Vinings Branch Exterior
Figure 29: Delta’s Larger Vinings Branch Interior

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