Branch network

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As market forces redefine much of the industry, similar to the effects of disruption in the retail sector, regulators should be embracing new banking models.

Rhode Island’s oldest CU is adding branches in the southern part of state, including purchasing former bank branches.

Florida and Texas are normally major sources of mergers, but bankers in those states likely will take a break to assess damage from the hurricanes before returning to dealmaking.

Bankers in Florida and Texas are dusting off their disaster-recovery playbooks, which focus on retrieving customers' valuables, ensuring employee safety and minimizing the bank's own legal exposure.

Chemical Financial's decision to shutter nearly 40 branches and cut more than 200 jobs is a result of improved technology and an effort to become more efficient after years of pursuing acquisitions.

The Michigan company said the branch closures will save it $20 million a year. It also plans to devote fewer resources to indirect auto, where returns have trailed other lending categories.

The hurricane was expected by many to deliver catastrophe. Instead, bankers are largely looking to restore power and confirm the status of employees.

The Wisconsin company plans to shutter half of Bank Mutual's branches, including seven in Milwaukee.

JPMorgan Chase's Amber Baldet shares how she got interested in technology; Credit Suisse’s Laura Hemrika talks microfinance; and a few of our Best Banks to Work For have female CEOs.

The goal, according to Wells Fargo's head of community banking, is to focus on how customers are treated rather than how many products they buy as well as create a consistent approach to the megabank's sprawling branch network.

Several banks and industry groups are pledging money to help bankers and their clients recover from the hurricane and its aftermath.

Many financial institutions have activated their emergency centers, closed branches and stocked ATMs in advance of landfall.

The global bank’s U.S. unit has bounced back, aided by growth in deposits and wealth management profits as well as a focus on international customers. A $125 million investment in tech and branches hasn’t hurt either.

Bankers who shake more hands, ask more questions and, yes, hand out more business cards than the competition will win more clients.

CO-OP Financial Services' shared branching network now boats more than 5,600 locations, making it the second-largest branch network in the country.

The new Citigold program for affluent customers is more than a product — it is the centerpiece of Citigroup's vision for the future, which will also rely on branch closures and sophisticated apps.

The Portland, Ore., company outlined a plan to boost its return on tangible common equity to between 13-15% by 2020. More details will be provided by fall, executives said.

The CEO of Keefe, Bruyette & Woods, a top matchmaker for bank mergers, explains why large banks will soon return to dealmaking after a long absence, the case for starting new banks and the enduring value of branches.

The phony-sales scandal forced a reckoning over an organizational structure that had long encouraged autonomy for the bank’s various business units.