Kevin Tynan

Banks of all sizes continue to invest in mobile technology — but in order to see stronger growth, they must also invest in education to overcome consumer unease with the product.

Deciding how far to go to protect customers is a complex issue, but one that the industry should address soon as phishing attacks continue to mount.

The belief that all banks must jump on board with the latest high-tech features is overblown — at least for community banks. Success comes from monitoring and satisfying your own customers.

Big banks’ power and influence in Washington ensures that their interests are front and center. But they should spend more of their money on programs and services that engender trust with customers.

A handful of underfinanced startups aren’t enough to sink the industry. Community banks will survive digital disruption so long as they concentrate on what their customers want and need.

Online retailers are investing in physical stores to build stronger customer relationships, but banks are reducing their footprints and ignoring opportunities to make customers happy.

Regulatory restrictions on market entry can shield banks for only so long from problems like those faced by traditional retailers. But financial institutions can take these steps to stay competitive in the ever-digital world.

The concept of a primary bank that satisfies all customer needs is becoming a relic of the past, so banks must rethink their revenue models.

Customer outreach is far from the actual core function of bank marketers: producing bottom-line results.

Load times, architecture and keywords are important to a functional bank website. But marketing the brand – via content and graphics – is just as important to wooing new customers and retaining existing ones.