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If community bankers find the right niche and remain faithful to their natural origins as relationship bankers, they can reel in profitable commercial customers who are not being served well by their far bigger brethren. Business banking is the most profitable segment of banking and yet many commerc...

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Bibliographic Details
Published in:Community Banker 2006-05, Vol.15 (5), p.26
Main Author: Matthews, Gordon
Format: Article
Language:English
Subjects:
Baby boomers
Banking industry
Banks
Business models
Client relationships
Community banks
Competitive advantage
Cost control
Customer services
Decision making
Niche marketing
Small business banking
Target markets
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Summary:If community bankers find the right niche and remain faithful to their natural origins as relationship bankers, they can reel in profitable commercial customers who are not being served well by their far bigger brethren. Business banking is the most profitable segment of banking and yet many commercial customers have less than stellar relationships with larger banks in the wake of so much industry consolidation. Business banking, of course, involves a different kind of relationship with the customer than all but the very highest end of consumer banking. More than in other banking segments, business bankers must commit themselves not to duck out when the business cycle turns. The oldest of the postwar baby boomers, many of them business owners, are beginning to plan the next chapter in their lives. Many members of the next generation have matured in an interactive electronic world and are not as used to actually entering a bank branch.
ISSN:1529-1332