Timetric Retail Banking Reports
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The Branch is Back: Global Case Studies in 21st Century Banking Success
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- Retail banking
- Branch design
- Retail banking case studies
- Branch banking
- Retail banking developments
- Australia and New Zealand Banking Group Limited
- HBOS Group
- YES BANK
- BBK B.S.C
- Credit Suisse
- Lloyds TSB Bank plc
- The Co-operative Bank
- Wachovia Corporation
- TD Canada Trust
- Turkiye Garanti Bankasi AS (Garanti Bank)
- Bendigo Bank
- Caja Navarra
- Delta Community Credit Union
Synopsis
- This VRL report reviews examples of the extensive work that is once again being undertaken by the world’s retail bankers to ensure that branches remain effective and profitable components of the delivery channel mix. The principal objectives of any delivery channel, and in particular the branch, are: to project and represent the brand (or sub-brand); to protect and develop the existing customer base; to acquire profitable new customers; and to provide service that is a critical requirement of its location. This report discusses the issue of the brand and the branch, while the case studies provide ample illustrations of the means by which all of these objectives are being pursued.
Details
- Product code: VR0731MR
- Published: May 1, 2008
- 222 pages
- Single-user: $3800
- Site License: $7600
- Enterprise License: $11400
- Terms & Conditions
Executive summary
A review of retail banking history over the last two decades clearly reflects the hope that the new generation of delivery channels would enable bankers to significantly downsize, or completely close, their costly branch operations. The 1990s saw call centres, online banking and even in-store branches proposed as substitutes for bricks-and-mortar banking. At a time when the demise of the branch seemed so certain, there was an underlying paradox in the continued search for the ‘branch of the future’. The 1990s saw a steady stream of advanced branch concepts, with an ongoing exhortation for banks to be more like retailers. 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, this quiet revolution is dealing with a more broadly-based agenda than just branch design. As such, it is much more likely to succeed in creating more customer-orientated experiences and greater retail banking profitability.
Scope
- This report reviews the state of branch banking across the world and presents case studies of industry leading innovation
- This report reviews examples of the extensive work that is once again being undertaken by the world’s retail bankers to ensure that branches remain effective and profitable components of the delivery channel mix.
Key highlights
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Reasons to buy
- Gain insight into three different retail banking development scenarios, each of which is built round a branch-led delivery channel strategy
- Access a range of studies which examine some aspects of innovation in branch design
- Meet strategic objectives of increasing customer convenience and improve customer satisfaction
Table of contents
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List of tables
Table 1.1: UK channel usage, 2001-2006.
Table 4.1: The branch network development challenges
Table 6.1: The Swiss national branch network, 2006
Table 18.1: Lead generation benchmarks and best practices
Table 20.1: Typical stakeholding departments
List of figures
Figure 1.1: The Umpqua Bank Innovation Lab
Figure 1.2: NatWest’s mobile banking service
Figure 2.1: ANZ – an expanding branch and ATM network, Sept 2004-Sept 2007
Figure 2.2: ANZ’s Wyndham,Victoria branch at night
Figure 2.3: ANZ’s Wyndham,Victoria branch showing off its new layout
Figure 3.1: Exterior shots of HBOS branches in a UK mall and on a High Street
Figure 3.2: Inside an HBOS branch
Figure 4.1: The modern façade of a YES BANK branch
Figure 4.2: The spacious interior
Figure 4.3: YES Touch on the left provides modern self service
Figure 4.4: The Knowledge Café within the bank
Figure 4.5: The YES Lounge
Figure 5.1: Customer journeys in the BBK financial mall
Figure 5:2: A BBK branch
Figure 5.3: The initial design house impression of a BBK branch
Figure 6.1: A Credit Suisse bank frontage, with big windows giving customers a clear view inside the branch
Figure 6.2: The self-service area
Figure 6.3: Light and feel
Figure 7.1: The Slough business lounge
Figure 7.2: The Canterbury Business Till
Figure 8.1: A Co-operative Bank walk-in kiosk
Figure 8.2: The Walsall branch frontage
Figure 8.3: The start of the customer journey
Figure 8.4: The host or floor manager’s desk
Figure 8.5: Relaxed customer meeting areas – with the popular stylised dog
Figure 9.1: A Wachovia branch interior and exterior in a Los Angeles suburb
Figure 10.1: A Banca Nazionale del Lavoro branch plan, showing the zone design approach
Figure 10.2: Inside a Banca Nazionale del Lavoro branch
Figure 10.3: The new Cairo Amman Bank branch frontage
Figure 10.4: Looking down into a Cairo Amman Bank branch
Figure 10.5: A Glitnir branch interior
Figure 10.6: A plan of a Home Credit and Finance Bank branch
Figure 11.1: The exterior of a TD Canada Trust branch
Figure 11.2: TD Canada Trust’s customer service index, Q1 2001-Q3 2006
Figure 12.1: A typical new-generation Garanti Bank branch at Erenköy
Figure 12.2: Garanti Bank’s segment-based service model
Figure 12.3: ATM facilities at Garanti Bank’s Erenköy branch
Figure 13.1: The growth of De Post’s branch network
Figure 14.1: A typical Bendigo community bank prospectus
Figure 14.2: The opening of Bendigo’s Cranbrook community bank
Figure 14.3: Customer service at a Bendigo Bank branch
Figure 14.4: The interior of Bendigo’s Collins Street,Melbourne branch
Figure 15.1: The interior of a larger Cancha
Figure 15.2: A Cancha window – the use of crosses reflects the principle of customer choice
Figure 16.1: Delta’s Sandy Springs branch exterior and interior
Figure 16.2: Delta’s larger Vinings branch exterior and interior
Figure 17.1: UK consumer attitudes towards the branch, 2007
Figure 17.2: Proportion of financial products arranged in a branch, 2007
Figure 17.3: UK financial products penetration, 2007
Figure 17.4: The six key disciplines for branch transformation
Figure 18.1: Increasing sale effectiveness means measuring and managing the sales pipeline
Figure 18.2: There are wide variations in sales per adviser, even in similar banks
Figure 20.1: Part of a CAMEO category chart
Figure 20.2: The customer profile of a UK regional building society
Figure 20.3: Example of branch catchment area definition