�ݺ�ߣshows by User: pmcadam

�ݺ�ߣshows by User: pmcadam / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: pmcadam / Thu, 21 Feb 2013 21:30:12 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: pmcadam The Case for Promoting Debit Cards: Why They Are Still a Growth Product /slideshow/fis-research-the-case-for-promoting-debit-cards/16684633 fisresearch-thecaseforpromotingdebitcards-130221213012-phpapp01
While debit cards have been commonly used to make consumer retail purchases for more than a decade, many financial institutions may have placed less priority on their debit card business in wake of regulatory changes. After rapid annual growth over the past decade, growth appears to have plateaued for many institutions in the last year or two. However, debit cards remain a profitable product to promote for smaller financial institutions as demonstrated by FIS research findings and supporting case studies with a community bank and credit union outlined in this research brief.]]>
While debit cards have been commonly used to make consumer retail purchases for more than a decade, many financial institutions may have placed less priority on their debit card business in wake of regulatory changes. After rapid annual growth over the past decade, growth appears to have plateaued for many institutions in the last year or two. However, debit cards remain a profitable product to promote for smaller financial institutions as demonstrated by FIS research findings and supporting case studies with a community bank and credit union outlined in this research brief.]]> Thu, 21 Feb 2013 21:30:12 GMT /slideshow/fis-research-the-case-for-promoting-debit-cards/16684633 pmcadam@slideshare.net(pmcadam) The Case for Promoting Debit Cards: Why They Are Still a Growth Product pmcadam While debit cards have been commonly used to make consumer retail purchases for more than a decade, many financial institutions may have placed less priority on their debit card business in wake of regulatory changes. After rapid annual growth over the past decade, growth appears to have plateaued for many institutions in the last year or two. However, debit cards remain a profitable product to promote for smaller financial institutions as demonstrated by FIS research findings and supporting case studies with a community bank and credit union outlined in this research brief. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-thecaseforpromotingdebitcards-130221213012-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> While debit cards have been commonly used to make consumer retail purchases for more than a decade, many financial institutions may have placed less priority on their debit card business in wake of regulatory changes. After rapid annual growth over the past decade, growth appears to have plateaued for many institutions in the last year or two. However, debit cards remain a profitable product to promote for smaller financial institutions as demonstrated by FIS research findings and supporting case studies with a community bank and credit union outlined in this research brief.

The Case for Promoting Debit Cards: Why They Are Still a Growth Product from Paul McAdam

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0 FIS Research - Accelerating Paper Check Migration /slideshow/fis-research-accelerating-paper-check-migration/13867701 fisresearch-acceleratingpapercheckmigration-120803221513-phpapp02
Recent research conducted by FIS with 3,205 consumers reveals that migration away from paper checks to debit card, credit card, automated clearing house and other electronic payment services could be accelerated through a combination of motivators and removal of barriers especially for consumer-to-consumer payments. The demise of paper checks would represent a substantial expense reduction for financial institutions as well as revenue enhancement opportunity through shifting check volume to card payments, which generate interchange revenue. However, checks won’t disappear overnight and likely won’t decline much at all among some consumers without significant intervention.]]>
Recent research conducted by FIS with 3,205 consumers reveals that migration away from paper checks to debit card, credit card, automated clearing house and other electronic payment services could be accelerated through a combination of motivators and removal of barriers especially for consumer-to-consumer payments. The demise of paper checks would represent a substantial expense reduction for financial institutions as well as revenue enhancement opportunity through shifting check volume to card payments, which generate interchange revenue. However, checks won’t disappear overnight and likely won’t decline much at all among some consumers without significant intervention.]]> Fri, 03 Aug 2012 22:15:10 GMT /slideshow/fis-research-accelerating-paper-check-migration/13867701 pmcadam@slideshare.net(pmcadam) FIS Research - Accelerating Paper Check Migration pmcadam Recent research conducted by FIS with 3,205 consumers reveals that migration away from paper checks to debit card, credit card, automated clearing house and other electronic payment services could be accelerated through a combination of motivators and removal of barriers especially for consumer-to-consumer payments. The demise of paper checks would represent a substantial expense reduction for financial institutions as well as revenue enhancement opportunity through shifting check volume to card payments, which generate interchange revenue. However, checks won’t disappear overnight and likely won’t decline much at all among some consumers without significant intervention. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-acceleratingpapercheckmigration-120803221513-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Recent research conducted by FIS with 3,205 consumers reveals that migration away from paper checks to debit card, credit card, automated clearing house and other electronic payment services could be accelerated through a combination of motivators and removal of barriers especially for consumer-to-consumer payments. The demise of paper checks would represent a substantial expense reduction for financial institutions as well as revenue enhancement opportunity through shifting check volume to card payments, which generate interchange revenue. However, checks won’t disappear overnight and likely won’t decline much at all among some consumers without significant intervention.

FIS Research - Accelerating Paper Check Migration from Paul McAdam

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0 FIS Research - High Performance Community Banking /slideshow/fis-research-high-performance-community-banking/13867564 fisresearch-highperformancecommunitybanking-120803212522-phpapp02
Historically, economies of scale have provided larger financial institutions with the ability to generate lower efficiency ratios and, often, higher returns on assets than community banks. Despite the disadvantages of their smaller size, some community banks outperform larger banks as well as their community bank peers during both good and bad times. This research brief focuses on the financial metrics of high-performing community banks to determine the characteristics that differentiate the elite performers from the rest of the pack.]]>
Historically, economies of scale have provided larger financial institutions with the ability to generate lower efficiency ratios and, often, higher returns on assets than community banks. Despite the disadvantages of their smaller size, some community banks outperform larger banks as well as their community bank peers during both good and bad times. This research brief focuses on the financial metrics of high-performing community banks to determine the characteristics that differentiate the elite performers from the rest of the pack.]]> Fri, 03 Aug 2012 21:25:20 GMT /slideshow/fis-research-high-performance-community-banking/13867564 pmcadam@slideshare.net(pmcadam) FIS Research - High Performance Community Banking pmcadam Historically, economies of scale have provided larger financial institutions with the ability to generate lower efficiency ratios and, often, higher returns on assets than community banks. Despite the disadvantages of their smaller size, some community banks outperform larger banks as well as their community bank peers during both good and bad times. This research brief focuses on the financial metrics of high-performing community banks to determine the characteristics that differentiate the elite performers from the rest of the pack. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-highperformancecommunitybanking-120803212522-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Historically, economies of scale have provided larger financial institutions with the ability to generate lower efficiency ratios and, often, higher returns on assets than community banks. Despite the disadvantages of their smaller size, some community banks outperform larger banks as well as their community bank peers during both good and bad times. This research brief focuses on the financial metrics of high-performing community banks to determine the characteristics that differentiate the elite performers from the rest of the pack.

FIS Research - High Performance Community Banking from Paul McAdam

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0 FIS 2011 Consumer Loyalty and Profitability Report /slideshow/fis-2011-consumer-loyalty-and-profitability-report/13867517 fis2011consumerloyaltyandprofitabilityreport-120803211408-phpapp01
Measuring customer loyalty to financial institutions (FIs) differs from measuring customer loyalty to most other institutions, products or services. Banks sometimes keep customers because of the perceived hassle factor associated with switching to a new FI. Slightly more than two-thirds (68 percent) of FI customers agree that “switching my primary checking account to a different financial institution is more hassle than it’s worth.” But our research with 3,000 consumers shows that customers who merely stick with their FIs due to inertia aren’t loyal and don’t keep a large share of their deposits and/or loans with their primary checking account provider. A long-term customer doesn’t necessarily equal a loyal customer. And, a loyal customer is not necessarily a profitable one.]]>
Measuring customer loyalty to financial institutions (FIs) differs from measuring customer loyalty to most other institutions, products or services. Banks sometimes keep customers because of the perceived hassle factor associated with switching to a new FI. Slightly more than two-thirds (68 percent) of FI customers agree that “switching my primary checking account to a different financial institution is more hassle than it’s worth.” But our research with 3,000 consumers shows that customers who merely stick with their FIs due to inertia aren’t loyal and don’t keep a large share of their deposits and/or loans with their primary checking account provider. A long-term customer doesn’t necessarily equal a loyal customer. And, a loyal customer is not necessarily a profitable one.]]> Fri, 03 Aug 2012 21:14:05 GMT /slideshow/fis-2011-consumer-loyalty-and-profitability-report/13867517 pmcadam@slideshare.net(pmcadam) FIS 2011 Consumer Loyalty and Profitability Report pmcadam Measuring customer loyalty to financial institutions (FIs) differs from measuring customer loyalty to most other institutions, products or services. Banks sometimes keep customers because of the perceived hassle factor associated with switching to a new FI. Slightly more than two-thirds (68 percent) of FI customers agree that “switching my primary checking account to a different financial institution is more hassle than it’s worth.” But our research with 3,000 consumers shows that customers who merely stick with their FIs due to inertia aren’t loyal and don’t keep a large share of their deposits and/or loans with their primary checking account provider. A long-term customer doesn’t necessarily equal a loyal customer. And, a loyal customer is not necessarily a profitable one. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fis2011consumerloyaltyandprofitabilityreport-120803211408-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Measuring customer loyalty to financial institutions (FIs) differs from measuring customer loyalty to most other institutions, products or services. Banks sometimes keep customers because of the perceived hassle factor associated with switching to a new FI. Slightly more than two-thirds (68 percent) of FI customers agree that “switching my primary checking account to a different financial institution is more hassle than it’s worth.” But our research with 3,000 consumers shows that customers who merely stick with their FIs due to inertia aren’t loyal and don’t keep a large share of their deposits and/or loans with their primary checking account provider. A long-term customer doesn’t necessarily equal a loyal customer. And, a loyal customer is not necessarily a profitable one.

FIS 2011 Consumer Loyalty and Profitability Report from Paul McAdam

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0 Fis strategic insights vol 7 may 2012 /slideshow/fis-strategic-insights-vol-7-may-2012/13832730 fisstrategicinsights-vol7may2012-120801212644-phpapp01
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]> Wed, 01 Aug 2012 21:26:42 GMT /slideshow/fis-strategic-insights-vol-7-may-2012/13832730 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 7 may 2012 pmcadam Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol7may2012-120801212644-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.

Fis strategic insights vol 7 may 2012 from Paul McAdam

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0 Fis strategic insights vol 6 march 2012 /slideshow/fis-strategic-insights-vol-6-march-2012/13832728 fisstrategicinsights-vol6march2012-120801212638-phpapp01
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]> Wed, 01 Aug 2012 21:26:35 GMT /slideshow/fis-strategic-insights-vol-6-march-2012/13832728 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 6 march 2012 pmcadam Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol6march2012-120801212638-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.

Fis strategic insights vol 6 march 2012 from Paul McAdam

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0 Fis strategic insights vol 5 january 2012 /slideshow/fis-strategic-insights-vol-5-january-2012/13832725 fisstrategicinsights-vol5january2012-120801212609-phpapp01
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]> Wed, 01 Aug 2012 21:26:07 GMT /slideshow/fis-strategic-insights-vol-5-january-2012/13832725 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 5 january 2012 pmcadam Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol5january2012-120801212609-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.

Fis strategic insights vol 5 january 2012 from Paul McAdam

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0 Fis strategic insights vol 2 september 2011 /slideshow/fis-strategic-insights-vol-2-september-2011/13832722 fisstrategicinsights-vol2september2011-120801212557-phpapp01
Strategic Insights is a newsletter published by FIS that provides research, thought leadership and strategic insight on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, thought leadership and strategic insight on banking and payments.]]> Wed, 01 Aug 2012 21:25:56 GMT /slideshow/fis-strategic-insights-vol-2-september-2011/13832722 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 2 september 2011 pmcadam Strategic Insights is a newsletter published by FIS that provides research, thought leadership and strategic insight on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol2september2011-120801212557-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, thought leadership and strategic insight on banking and payments.

Fis strategic insights vol 2 september 2011 from Paul McAdam

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0 Fis strategic insights vol 1 august 2011 /slideshow/fis-strategic-insights-vol-1-august-2011/13832721 fisstrategicinsights-vol1august2011-120801212553-phpapp01
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]> Wed, 01 Aug 2012 21:25:51 GMT /slideshow/fis-strategic-insights-vol-1-august-2011/13832721 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 1 august 2011 pmcadam Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol1august2011-120801212553-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.

Fis strategic insights vol 1 august 2011 from Paul McAdam

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0 Fis strategic insights vol 8 june 2012 /slideshow/fis-strategic-insights-vol-8-june-2012/13832720 fisstrategicinsights-vol8june2012-120801212545-phpapp01
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]]> Wed, 01 Aug 2012 21:25:43 GMT /slideshow/fis-strategic-insights-vol-8-june-2012/13832720 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 8 june 2012 pmcadam <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol8june2012-120801212545-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Fis strategic insights vol 8 june 2012 from Paul McAdam

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0 Fis strategic insights vol 4 november 2011 /slideshow/fis-strategic-insights-vol-4-november-2011/13832718 fisstrategicinsights-vol4november2011-120801212528-phpapp02
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]>
Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.]]> Wed, 01 Aug 2012 21:25:25 GMT /slideshow/fis-strategic-insights-vol-4-november-2011/13832718 pmcadam@slideshare.net(pmcadam) Fis strategic insights vol 4 november 2011 pmcadam Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fisstrategicinsights-vol4november2011-120801212528-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Strategic Insights is a newsletter published by FIS that provides research, throught leadership and strategic insights on banking and payments.

Fis strategic insights vol 4 november 2011 from Paul McAdam

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0 Overcoming the Demographic Disadvantages of Community Banking (jan 2012) /slideshow/overcoming-the-demographic-disadvantages-of-community-banking-jan-2012/11825268 overcomingthedemographicdisadvantagesofcommunitybankingjan2012-120301201508-phpapp02
Community banks are at a disadvantage in terms of customer relationship expansion, mostly because the community bank customer base has less income and future earnings potential. The affluence gap between the community bank customer and the average bank customer results in community bank customers holding lower-than-average investable assets and loans overall, with correspondingly less opportunity. This article examines the degree to which customer demographics and geographic location influence both the composition and the financial behaviors of community bank customers and points out where community banks are really missing out. By Paul McAdam SVP, Research & Thought Leadership Fidelity National Information Services]]>
Community banks are at a disadvantage in terms of customer relationship expansion, mostly because the community bank customer base has less income and future earnings potential. The affluence gap between the community bank customer and the average bank customer results in community bank customers holding lower-than-average investable assets and loans overall, with correspondingly less opportunity. This article examines the degree to which customer demographics and geographic location influence both the composition and the financial behaviors of community bank customers and points out where community banks are really missing out. By Paul McAdam SVP, Research & Thought Leadership Fidelity National Information Services]]> Thu, 01 Mar 2012 20:15:05 GMT /slideshow/overcoming-the-demographic-disadvantages-of-community-banking-jan-2012/11825268 pmcadam@slideshare.net(pmcadam) Overcoming the Demographic Disadvantages of Community Banking (jan 2012) pmcadam Community banks are at a disadvantage in terms of customer relationship expansion, mostly because the community bank customer base has less income and future earnings potential. The affluence gap between the community bank customer and the average bank customer results in community bank customers holding lower-than-average investable assets and loans overall, with correspondingly less opportunity. This article examines the degree to which customer demographics and geographic location influence both the composition and the financial behaviors of community bank customers and points out where community banks are really missing out. By Paul McAdam SVP, Research & Thought Leadership Fidelity National Information Services <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overcomingthedemographicdisadvantagesofcommunitybankingjan2012-120301201508-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Community banks are at a disadvantage in terms of customer relationship expansion, mostly because the community bank customer base has less income and future earnings potential. The affluence gap between the community bank customer and the average bank customer results in community bank customers holding lower-than-average investable assets and loans overall, with correspondingly less opportunity. This article examines the degree to which customer demographics and geographic location influence both the composition and the financial behaviors of community bank customers and points out where community banks are really missing out. By Paul McAdam SVP, Research & Thought Leadership Fidelity National Information Services

Overcoming the Demographic Disadvantages of Community Banking (jan 2012) from Paul McAdam

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0 Building profitable relationships with multichannel consumers /slideshow/building-profitable-relationships-with-multichannel-consumers-10728207/10728207 buildingprofitablerelationshipswithmultichannelconsumers-111230091010-phpapp02
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]]> Fri, 30 Dec 2011 09:10:07 GMT /slideshow/building-profitable-relationships-with-multichannel-consumers-10728207/10728207 pmcadam@slideshare.net(pmcadam) Building profitable relationships with multichannel consumers pmcadam <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/buildingprofitablerelationshipswithmultichannelconsumers-111230091010-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" />

Building profitable relationships with multichannel consumers from Paul McAdam

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0 Replacing Cash & Checks with P2P Money Movement /slideshow/replacing-cash-checks-with-p2p-money-movement/10728083 replacingcashcheckswithp2pmoneymovement-111230085818-phpapp01
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]]> Fri, 30 Dec 2011 08:58:15 GMT /slideshow/replacing-cash-checks-with-p2p-money-movement/10728083 pmcadam@slideshare.net(pmcadam) Replacing Cash & Checks with P2P Money Movement pmcadam <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/replacingcashcheckswithp2pmoneymovement-111230085818-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Replacing Cash & Checks with P2P Money Movement from Paul McAdam

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0 Mobile Banking & Payments: Consumer Behavior in 2011 /slideshow/mobile-banking-payments-consumer-behavior-in-2011/10728035 fismobilebankingresearch2011-111230085250-phpapp02
Better technologies for mobile devices, proliferation of banking apps and increased consumer appetite for staying connected are converging to propel mobile banking penetration. On the technology device front, recent double-digit growth in smartphone adoption has enabled consumers to expand the activities they can perform via mobile phone connections — including banking online. One-half of smartphone owners have banked online with their mobile phones within the past 30 days vs. only 13 percent of those with conventional mobile phones with Internet access. More than one-quarter of U.S. smartphone owners indicate they would be “extremely likely” or “very likely” to use mobile payment during the next year if new technology was available that enabled payment through a contactless reader at point-of-sale. That translates into an estimated 17 million plus consumers who are prepared to exchange their cash-and-card-laden wallets for a different payment method. Smartphone owners who are likely adopters of mobile payments differ in significant ways the general population of smartphone owners.]]>
Better technologies for mobile devices, proliferation of banking apps and increased consumer appetite for staying connected are converging to propel mobile banking penetration. On the technology device front, recent double-digit growth in smartphone adoption has enabled consumers to expand the activities they can perform via mobile phone connections — including banking online. One-half of smartphone owners have banked online with their mobile phones within the past 30 days vs. only 13 percent of those with conventional mobile phones with Internet access. More than one-quarter of U.S. smartphone owners indicate they would be “extremely likely” or “very likely” to use mobile payment during the next year if new technology was available that enabled payment through a contactless reader at point-of-sale. That translates into an estimated 17 million plus consumers who are prepared to exchange their cash-and-card-laden wallets for a different payment method. Smartphone owners who are likely adopters of mobile payments differ in significant ways the general population of smartphone owners.]]> Fri, 30 Dec 2011 08:52:49 GMT /slideshow/mobile-banking-payments-consumer-behavior-in-2011/10728035 pmcadam@slideshare.net(pmcadam) Mobile Banking & Payments: Consumer Behavior in 2011 pmcadam Better technologies for mobile devices, proliferation of banking apps and increased consumer appetite for staying connected are converging to propel mobile banking penetration. On the technology device front, recent double-digit growth in smartphone adoption has enabled consumers to expand the activities they can perform via mobile phone connections — including banking online. One-half of smartphone owners have banked online with their mobile phones within the past 30 days vs. only 13 percent of those with conventional mobile phones with Internet access. More than one-quarter of U.S. smartphone owners indicate they would be “extremely likely” or “very likely” to use mobile payment during the next year if new technology was available that enabled payment through a contactless reader at point-of-sale. That translates into an estimated 17 million plus consumers who are prepared to exchange their cash-and-card-laden wallets for a different payment method. Smartphone owners who are likely adopters of mobile payments differ in significant ways the general population of smartphone owners. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fismobilebankingresearch2011-111230085250-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Better technologies for mobile devices, proliferation of banking apps and increased consumer appetite for staying connected are converging to propel mobile banking penetration. On the technology device front, recent double-digit growth in smartphone adoption has enabled consumers to expand the activities they can perform via mobile phone connections — including banking online. One-half of smartphone owners have banked online with their mobile phones within the past 30 days vs. only 13 percent of those with conventional mobile phones with Internet access. More than one-quarter of U.S. smartphone owners indicate they would be “extremely likely” or “very likely” to use mobile payment during the next year if new technology was available that enabled payment through a contactless reader at point-of-sale. That translates into an estimated 17 million plus consumers who are prepared to exchange their cash-and-card-laden wallets for a different payment method. Smartphone owners who are likely adopters of mobile payments differ in significant ways the general population of smartphone owners.

Mobile Banking & Payments: Consumer Behavior in 2011 from Paul McAdam

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0 Small Business Adoption of Payroll Direct Deposit /slideshow/small-business-adoption-of-payroll-direct-deposit/10728001 smallbusinessadoptionofpayrolldirectdeposit-111230084908-phpapp01
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Small Business Adoption of Payroll Direct Deposit from Paul McAdam

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0 What Small Business Wants from Banking & Payments /pmcadam/what-small-business-wants-from-banking-payments whatsmallbusinesswantsfrombankingpayments-111230084600-phpapp02
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What Small Business Wants from Banking & Payments from Paul McAdam

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0 Customizing Sales & Service for Profitable Customer Segments /slideshow/relationship-banking/10721550 retaildeliverypresentation-mcadam-wehund10-12-11final-111229194708-phpapp01
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]]> Thu, 29 Dec 2011 19:47:06 GMT /slideshow/relationship-banking/10721550 pmcadam@slideshare.net(pmcadam) Customizing Sales & Service for Profitable Customer Segments pmcadam <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/retaildeliverypresentation-mcadam-wehund10-12-11final-111229194708-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Customizing Sales & Service for Profitable Customer Segments from Paul McAdam

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0 Creating Customer Value Through Social Media /slideshow/creating-customer-value-through-social-media/10721537 entstrategycreatingcustomervaluethroughsocialmediaresearchbrieffinal-111229194426-phpapp01
As the most-popular online activity, social media represents a fundamental shift in the way people communicate with each other and with businesses. The gateway into social media conversations via corporate social responsibility (CSR) initiatives represents a relatively low-risk usage of social media by financial institutions. However, financial institutions are now borrowing from the pages of companies in other industries, as well as leveraging their core competencies, to accomplish objectives beyond gaining attention and brand-building that CSR initiatives address.]]>
As the most-popular online activity, social media represents a fundamental shift in the way people communicate with each other and with businesses. The gateway into social media conversations via corporate social responsibility (CSR) initiatives represents a relatively low-risk usage of social media by financial institutions. However, financial institutions are now borrowing from the pages of companies in other industries, as well as leveraging their core competencies, to accomplish objectives beyond gaining attention and brand-building that CSR initiatives address.]]> Thu, 29 Dec 2011 19:44:22 GMT /slideshow/creating-customer-value-through-social-media/10721537 pmcadam@slideshare.net(pmcadam) Creating Customer Value Through Social Media pmcadam As the most-popular online activity, social media represents a fundamental shift in the way people communicate with each other and with businesses. The gateway into social media conversations via corporate social responsibility (CSR) initiatives represents a relatively low-risk usage of social media by financial institutions. However, financial institutions are now borrowing from the pages of companies in other industries, as well as leveraging their core competencies, to accomplish objectives beyond gaining attention and brand-building that CSR initiatives address. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/entstrategycreatingcustomervaluethroughsocialmediaresearchbrieffinal-111229194426-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> As the most-popular online activity, social media represents a fundamental shift in the way people communicate with each other and with businesses. The gateway into social media conversations via corporate social responsibility (CSR) initiatives represents a relatively low-risk usage of social media by financial institutions. However, financial institutions are now borrowing from the pages of companies in other industries, as well as leveraging their core competencies, to accomplish objectives beyond gaining attention and brand-building that CSR initiatives address.

Creating Customer Value Through Social Media from Paul McAdam

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0 Developing and Deploying a Social Media Strategy for Financial Institutions /slideshow/developing-and-deploying-a-social-media-strategy-for-financial-institutions/10721512 entstrategydevelopingdeployingsocialmediastrategyforfinancialinstitutions10411final-111229194016-phpapp01
Social media has made it to the big leagues though financial institutions do not yet place a high level of importance on social media compared with other points of contact with customers. Launching and maintaining a financial institution’s social media presence is daunting but it has become imperative to converse with consumers on their terms, which increasingly include social media conversations. Building a strategic plan for developing and deploying a financial institution’s social media presence can be divided into four steps: 1) planning, 2) monitoring, 3) contributing, and 4) measuring.]]>
Social media has made it to the big leagues though financial institutions do not yet place a high level of importance on social media compared with other points of contact with customers. Launching and maintaining a financial institution’s social media presence is daunting but it has become imperative to converse with consumers on their terms, which increasingly include social media conversations. Building a strategic plan for developing and deploying a financial institution’s social media presence can be divided into four steps: 1) planning, 2) monitoring, 3) contributing, and 4) measuring.]]> Thu, 29 Dec 2011 19:40:14 GMT /slideshow/developing-and-deploying-a-social-media-strategy-for-financial-institutions/10721512 pmcadam@slideshare.net(pmcadam) Developing and Deploying a Social Media Strategy for Financial Institutions pmcadam Social media has made it to the big leagues though financial institutions do not yet place a high level of importance on social media compared with other points of contact with customers. Launching and maintaining a financial institution’s social media presence is daunting but it has become imperative to converse with consumers on their terms, which increasingly include social media conversations. Building a strategic plan for developing and deploying a financial institution’s social media presence can be divided into four steps: 1) planning, 2) monitoring, 3) contributing, and 4) measuring. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/entstrategydevelopingdeployingsocialmediastrategyforfinancialinstitutions10411final-111229194016-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Social media has made it to the big leagues though financial institutions do not yet place a high level of importance on social media compared with other points of contact with customers. Launching and maintaining a financial institution’s social media presence is daunting but it has become imperative to converse with consumers on their terms, which increasingly include social media conversations. Building a strategic plan for developing and deploying a financial institution’s social media presence can be divided into four steps: 1) planning, 2) monitoring, 3) contributing, and 4) measuring.

Developing and Deploying a Social Media Strategy for Financial Institutions from Paul McAdam

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0 https://public.slidesharecdn.com/v2/images/profile-picture.png Add later www.fisglobal.com https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-thecaseforpromotingdebitcards-130221213012-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/fis-research-the-case-for-promoting-debit-cards/16684633 The Case for Promoting... https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-acceleratingpapercheckmigration-120803221513-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/fis-research-accelerating-paper-check-migration/13867701 FIS Research - Acceler... https://cdn.slidesharecdn.com/ss_thumbnails/fisresearch-highperformancecommunitybanking-120803212522-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/fis-research-high-performance-community-banking/13867564 FIS Research - High Pe...