Contents:

SECTION 1: INTRODUCTION – Overview – Introduction – Channel objectives – The return of the branch? – Critical success factors – Location – An optimal retail format – Staff competences – Network asset management – Network effect – The brand at the branch – Learning from other sectors – Alternative forms of branches – Product or sector focused branching – The Umpqua Bank Innovation Lab – Franchised branching – Shared branching – Mobile branches – Self service at the branch – Conclusion SECTION 2: BRANCH-LED RETAIL BANKING – Australia and New Zealand Banking Group Limited, Australia – HBOS Group, UK – YES Bank, India SECTION 3: BRANCH DESIGN STUDIES – BBK BSC – Lloyds TSB Bank plc, UK – The Co-operative Bank, UK – Wachovia Corporation, US – Cameos in branch design – Banca Nazionale del Lavoro, Italy – Cairo Amman Bank, Jordan – Glitnir Bank, Iceland – Home Credit and Finance Bank LLC, Russia SECTION 4: SALES AND SERVICE – TD Canada Trust, Canada – Turkiye Garanti Bankasi AS (Garanti Bank), Turkey – Cameos in branch sales strategies – De Post, Belgium – Royal Bank of Canada SECTION 5: THE BRANCH IN THE COMMUNITY – Bendigo Bank, Australia – Caja Navarra, Spain – Delta Community Credit Union, US SECTION 6: MISCELLANEOUS PAPERS – Winning with branches. Six key disciplines for branch transformation – Background – The branch-banking challenge – Locking in value through the branch – Six disciplines for branch transformation – People strategy – Customer service process design – Property strategy – restructuring and design – Branch economics – Product development – Security and risk planning – Conclusions – Increasing sales effectiveness – Background – The pipeline – Proactive sales lead generation and closure – Key enablers – A view of the future – Conclusion – Back to basics – the eight-step solution – A worldwide issue – The eight steps: - Evaluate the current status - Assess the implications of the review - Review ongoing roles and responsibilities - Restructure the product set - Agree on priority segments for the branch - Implement and sustain the process - Establish metrics - Determine incentives – Conclusion – Optimising the return from branch network assets – The stakeholders – The management of the branch network assets – A methodology is required – The six steps: - Integrated market analysis - Examination of the current distribution infrastructure - Financial analysis of the current network - The development of alternative solutions and scenarios - Modelling the financial impact - Analysis into action! – In-store (and other host-located) branches – Discipline maximises management effectiveness – Appendix: Information resources for the branch network planner – Establishing branch customer profiles – Establishing catchment areas for each branch – Developing a branch scorecard – Self service – automating teller transactions, customer service and sales – Introduction – Deposits – notes, coin and cheques (or other paper) – Note and coin-automated depositories – Note and cheque-accepting ATMs – Cash recycling – Envelope depositories – Coin acceptors – Transaction receipts – Transaction scrutiny – The ‘night safe’ service – Withdrawals – Notes and coin, and multi-currency – Cheque encashments – Cheques drawn on a customer’s account – Coin for notes – Currency exchange – Inter-account transfers – Bill payment – Overseas remittances – Beyond the cash! – Incentives and rewards – Trust and familiarity – Identifying the customer – Recognising and greeting the customer – Handling simple queries – Relationship-building dialogue – Product sales

Companies Mentioned

-American Express -ABN AMRO -Accenture -Barclays Bank -Banksys -Citibank -Credit Suisse -Deutsche Bank -Ernst & Young -Europay -GE Money -HSBC -ING -JPMorgan Chase -KPMG -MasterCard -McKinsey -The Royal Bank of Scotland -Société Générale -Standard Chartered