FIS Insights - Case Studies and Whitepapers

 

Flexibility in Solution Architecture and Design 
July 2013
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This paper explores the complex role of the solution architect and focuses the need for a variety of approaches in order to offer bank's both optimal design and a Target Operating Model if needed.

 

Value of a Core Transformation 
June 2013
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The best way to derive value from a core banking system partnership during a conversion is to build a sustainable base for a long-term relationship and attempt to use the full range of strategic services offered by the core partner. Today’s technology environment is too complex to attempt to build a relationship on a single factor or a limited view of vendor capabilities.

 

Six Reasons for Call Center Services 
June 2013
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Banks often need extra customer care assistance in times of mergers and acquisitions. This paper describes the value of on demand call center resources.

 

Bremer Bank 
June 2013
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Bremer Bank leverage BPI Consulting to prepare for new core conversion.

 

Rabobank 
May 2013
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By working with FIS Consulting Services to conduct analytics on customer account and deposit data, Rabobank was able to launch segmented and targeted account products.

 

Modern Woodmen Bank 
April 2013
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Case study on Modern Woodmen Bank's use of VBO Mortgage Origination Services.

 

Increasing Organic Loan Growth 
March 2013
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Results from recent FIS research confirm the top issue of bank CEO’s in 2013 is Loan Growth. The key to growing lending revenues and to margin income.

 

Responding to Loan Yield Challenges 
February 2013
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This paper descibes six unfavorable economic trends and subsequent actions bankers can take to improve loan yields to counter these trends. Ignored, these trends place serious pressure on a bank’s ability to sustain profitable operations and re-investment in its operations.

 

Four Questions Banks Should Ask Outsourcing Partners 
December 2012
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This eBook explains four key questions banks should ask potential business process outsourcint partners.

 

Case for Selective Outsourcing 
November 2012
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Not all outsourcing needs to end up off-shore. Alternatives exist today for “selective outsourcing,” especially within the banking industry. Selective outsourcing allows very specific functions to be performed onshore by personnel familiar with U.S. banking regulations and skilled in specific banking technology.

 

Mortgage Firms Benefit from Process Improvement Combined with Compliance Review 
September 2012
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The combined needs for efficiency and compliance cause many banks to second guess staying in the mortgage business. But bank executives do have a solution. They can leverage outside expertise in both banking processes as well as compliance. By partnering with a firm current on work flows, mortgage technology and mortgage regulation, a bank can both improve productivity and compliance in one comprehensive solution.

 

Maximizing Your Mobile Banking Investment 
September 2012
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Mobile banking is on the verge of becoming, if not already, a mainstream channel. However, there is still ample time for banks to make an impact in the market, if they get started now. In fact, there has never been a better time to maximize your investment in mobile banking – provided you have the right approach to offering an integrated solution.

 

Enabling Transformational Change 
May 2012
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Transformational change is often required in these tumultuous economic times, but it is never easy. By taking a proactive, hands-on approach with proven change management techniques and communication planning, financial institutions improve their chances of realizing the significant benefits that significant change can deliver.

 

Chemical Bank
May 2012
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Sales effectiveness is created by measuring market potential in retail lending and deposits in this Chemical Bank case study.

 

Proven Approach for Successful Systems Integration 
November 2011
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Successful integration planning efforts must encompass a broad scope to ensure that an initiative meets all specific business requirements. Even though applications may have been integrated in previous initiatives, each bank’s situation and environment is unique. This paper makes the case for a business evaluation to initiate and guide successful systems integration efforts.

 

Improving Item Processing Efficiency: Union First Market Bankshares Corporation 
July 2011
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Union First Market Bankshares Corporation is a high-performing community bank holding company headquartered in Richmond, Virginia with assets of nearly $4 billion.  Union First wanted to achieve a meaningful cost reduction in check processing, expand its depth of reliable support and improve efficiencies through tighter data integration.  The bank adopted FIS™ ImageCentre™ to support in-house image capture, data perfection and balancing activities while outsourcing software and hardware hosting and maintenance to FIS.

 

Eliminating Quality Roadblocks 
May 2011
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Banks can underestimate the scope of the quality assurance (QA) process required for large-scale projects, often assessing it as little more than user acceptance, integration and performance testing. The bank’s interpretation of what the customer expects from a product or service, as a result, may not align with actual customer expectations. To overcome this fundamental disconnect, banks can adopt an approach to quality assurance that is much broader and deeper in scope, a structured approach to Quality Assurance.

 

Republic Bank
January 2011
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When Republic Bank of Chicago decided to participate in an FDIC acquisition of Citizens Bank and Trust of Chicago, they faced the challenge of realizing the savings and cost efficiencies of the combined institutions as soon as possible, without any customer disruptions. FIS Consulting Services leveraged their Conversion Express offering to deliver assistance in the project planning, management and execution of the conversion process.

Susquehanna Bank’s Vision for the Future of Item Processing
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Susquehanna Bank is a regional financial services holding company headquartered in Lititz, Pennsylvania with more than 200 branches. Susquehanna wanted a more efficient and flexible processing solution that would: 1) seamlessly integrate CAR/LAR technology; 2) improve processing efficiencies and reduce manual workflow; and 3) could be implemented without disruption to customers or bank personnel. The bank adopted the comprehensive suite of FIS’ item processing solutions including VisionIP, VisionContent and VisionRisk to achieve a savings of 10−12 man-hours per week and elimination of paper check processing.

 

The BankPlus® Paperless Transition
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BankPlus is a community bank with 65 offices serving 33 Mississippi communities and more than $2 billion in assets. BankPlus wanted to reduce paper flows throughout its bank to increase efficiencies and reduce operational expenses. The bank piloted deployment of document imaging advance capture to create the foundation for implementation of document imaging throughout its BankPlus network. Benefits achieved included: 1) elimination of interoffice courier service — a $250,000 annual savings; 2) streamline of centralized operations to gain additional process improvements; and 3) improvement in customer service.

 

Bay Cities Bank Conversion Consulting
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Bay Cities Bank is a community bank with five offices in the greater Tampa area and assets of more than $600 million. Bay Cities Bank wanted to achieve a smooth transition in integrating its new acquisition and converting deposits and loans to the Bay Cities Bank’s IBS platform. As hoped, its conversion weekend turned out to be a “non-event” and the process of going through a full-scale conversion has prepared the bank to handle future acquisitions.

 

First Niagara Bank: Providing a Quality Partnership Approach
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First Niagara Financial Group, Inc., through its wholly-owned subsidiary, First Niagara Bank, has $30 billion in assets, $18 billion in deposits and 346 branches in Upstate New York, Pennsylvania, Connecticut and Massachusetts. In early 2010, First Niagara wanted a partner to support its strategy of growth through acquisitions. The bank leveraged FIS Consulting Services’ Quality Assurance and Conversion Project Management Consulting to achieve on-time and on-budget integration of its acquisition of Harleysville National Corporation and lay a foundation for future quality assurance initiatives.

 

Sandy Spring Bank: Analyze Payments, Make More Money
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Sandy Spring Bancorp is a $3.5 billion community bank holding company with 43 offices in the Washington-Baltimore area. The bank wanted to increase revenues and customer profitability through better understanding of its customer base and development of a payment strategy to leverage customer insights. The bank worked with FIS Consulting Services to develop an enterprise payment strategy framework to better align customer segments with payment products. This effort identified $1.9 million in payment-related revenue lift opportunities.

 

Tri City Stops Fraud as It Happens with FIS/ Realtime Decisioning
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Tri City National Bank is a commercial bank with 38 offices in the Milwaukee area. The bank needed to take a more proactive and strategic approach to fraud management in order to reduce large card fraud losses it was incurring. The bank implemented Realtime Decisioning to give Tri City additional control over its card transactions and proactively monitor fraud. As a result, Tri City was able to stop nearly $5,000 in fraudulent transactions within about a one-month period. Also after a large processor breach affected numerous retailers, Tri City’s confidence in their fraud monitoring tools helped them avoid reissuing cards.

 

Guaranty Bank Provides 24/7/365 Customer Support
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Guaranty Bank is a business and community bank with 34 branch locations serving the Colorado Front Range. Guaranty Bank wanted to provide after-hours call center support for its growing retail customer base without having to staff a second and third shift for an unknown volume of calls. Guaranty Bank implemented the FIS Virtual Back-Office™ solution, which manages a bank’s day-to-day operations for a wide range of back-office services, including after-hours call center support. As a result, Guaranty Bank has been able to improve customer service without increasing the bank’s call center staff.

 

OMNI Community Credit Union: ProDirect Attracting New Cardholders
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With $250 million in assets, OMNI Community Credit Union has more than 33,000 members across Southwest Michigan. The credit union wanted a cost-effective account acquisition tool for targeted mailings that would produce high response rates and would be a turnkey solution. As a result of implementing FIS’ ProDirect, the credit union has boosted its credit card penetration within its membership, increased outstanding balances and improved customer loyalty.

 

Progress Towards the Paperless Financial Institution
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FIS recently conducted a survey that gauges the progress banks have made toward becoming completely paperless institutions. The findings describe the spread of imaging into the various functional areas of a bank and discuss the documents financial institutions are currently capturing electronically. Conclusions drawn from this research are then contrasted with current experience drawn from banks in the midst of paperless initiatives.

 

Shifting Investments in Legacy Branch Networks – Finally
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Actions to reduce costs in an attempt to offset pressure on banks’ revenues are leading to the accelerated rationalization of the industry’s legacy branching franchises. Recent stories appearing in trade publications highlight this trend: BancorpSouth’s intention to eliminate 23 office locations, to First Niagara Bank’s move to shutter 11 offices and to Webster Bank’s intent to close offices. These actions, while obviously noteworthy, do not provide a clear picture of just how much change is occurring across the country. This paper describes the industry shift toward branch consolidation and presents a logical methodology for financial institution executives to analyze branch channel costs.

 

Strategic Cost Management Is Key to Efficiency and Profitability
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To improve the efficiency and productivity of financial institutions, in the face of the banking industry’s current transformation, the following areas of Personnel Productivity must be addressed:

  • Business Process Improvement
  • Staff Capacity Forecasting
  • Management Reporting and Measurement
  • Change Management

This paper describes actions bank executives can take in each of these areas to begin to improve their institution’s financial performance.