How can lending standards be used as a strategic lever in credit portfolio management?
Banks are operating in an economic environment that is characterized by uncertainty, structural change and increasing default risks. The article shows why lending standards represent a key management instrument for executives, how they are embedded in the regulatory framework and which factors determine their actual effectiveness.
Mergers are more likely to fail because of people than numbers – how to turn communication into a success factor
Read on to find out why communication represents the greatest opportunity in a merger process and how banks can avoid the typical real-life pitfalls through clarity, stringency and dialog as well as target group-specific approaches.
How do small cooperative banks become stronger together through mergers?
Large and small cooperative banks alike are under considerable pressure to change. Mergers are often seen as a strategic response to these challenges, also in the segment of banks with total assets of less than EUR 1 billion.
Why is proprietary real estate business facing growing regulatory scrutiny?
Regulatory realignment: how is BTO 3 changing banks’ proprietary real estate business? How can regulatory resilience provide a competitive advantage?
Pay Transparency Directive: from an equality issue to a management and P&L risk
This article outlines the risks arising from the new legal framework – and the steps institutions must now take to align transparency requirements, profitability and regulatory expectations.
How can banks offer excellent customer service and advice?
Why do customers think in experiences, not channels? How should advisory services be delivered: personalized, proactive, data-driven?
How can the branch be protected as a unique selling point of regional banks?
Regional banks with about 13,000 branches remain the last anchor for customers to experience banking locally. They should therefore start to view their branch network not as a burden, but as an opportunity to stand out against their competitors in the long term. Personal contact and individual advice at branches will remain central to serving bank customers for at least another 20 years.
How can regional banks retain young customers?
Roughly 15% of Germany’s population – over 12 million individuals – falls within the 14 to 27 age group. Why are young customers digitally savvy, but financially overwhelmed? In view of the migration of young customers, how is the role of the primary bank changing?
How can banks strengthen their digital sales channels?
In a world where, on average, people check their smartphones every twelve minutes, banks can no longer afford to ignore mobile-first offerings. Many regional banks responded early and now offer technically sophisticated online banking systems and powerful apps.
App usage is high – and in purely quantitative terms, digital log-ins have even increased customer contact. Yet it is clear that sales success through digital channels is still falling short of its potential.
AI in retail banking: closing the gap between ambition and adoption in DACH
What is the state of AI adoption in DACH? Where is AI already delivering value? What is holding banks back? What separates the leaders from the laggards? How can banks close the gap and where does zeb step in?
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