Jeff For Banks

SEPTEMBER 22, 2011

'I was recently moderating a strategic planning discussion with a multi-billion dollar in assets financial institution. During the discussion, the President of one of the bank''s most profitable divisions opined that less than $10 billion in assets was the "dead zone". They had to grow to survive. I challenged the thinking. But he held firm that the regulatory environment, changing customer preferences, and the pace and expense of technology were driving the market towards bigger is better.

San Diego 83

San Diego New York Branding California 83

Jeff For Banks

SEPTEMBER 24, 2011

'Things look grim for us: community financial institutions (collectively, "banks") and those that serve those august institutions. We lost the mortgage business a generation ago to category killers like Countrywide, Golden West, Fannie Mae, and Freddie Mac and the mortgage brokers that fed the beast. When the beast collapsed, we inexplicably donned the bullseye of blame.

Phoenix 75

Phoenix Community US Regulation 75

Jeff For Banks

SEPTEMBER 19, 2011

'I was recently moderating a strategic planning discussion with a multi-billion dollar in assets financial institution. During the discussion, the President of one of the bank''s most profitable divisions opined that less than $10 billion in assets was the "dead zone". They had to grow to survive. I challenged the thinking. But he held firm that the regulatory environment, changing customer preferences, and the pace and expense of technology were driving the market towards bigger is better.

New York 75

New York Pennsylvania Strategy Regional 75

Jeff For Banks

SEPTEMBER 4, 2011

'I was recently moderating a strategic planning discussion with a multi-billion dollar in assets financial institution. During the discussion, the President of one of the bank''s most profitable divisions opined that less than $10 billion in assets was the "dead zone". They had to grow to survive. I challenged the thinking. But he held firm that the regulatory environment, changing customer preferences, and the pace and expense of technology were driving the market towards bigger is better.

Indiana 71

Indiana Strategy Exercises Marketing 71

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Jeff For Banks

SEPTEMBER 13, 2011

'I was recently moderating a strategic planning discussion with a multi-billion dollar in assets financial institution. During the discussion, the President of one of the bank''s most profitable divisions opined that less than $10 billion in assets was the "dead zone". They had to grow to survive. I challenged the thinking. But he held firm that the regulatory environment, changing customer preferences, and the pace and expense of technology were driving the market towards bigger is better.

Arkansas 66

Arkansas Charlotte Pennsylvania Management 66