Withering Away; Branches  

Oleh:

[s.n]

Jenis: Article from Bulletin/Magazine
Dalam koleksi: The Economist (http://search.proquest.com/) vol. 403 no. 8785 (May 2012), page S5-S7.
Topik: Branch Banking; Banking Industry; Strategic Management; Manycountries; Manycompanies

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Perpustakaan Pusat (Semanggi) Nomor Panggil: EE29.71 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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A huge glowing wall blinks blue and red at the torrent of commuters as they flow up the escalators and into the halls of Orchard Road station, one of the busiest on Singapore's transit system. As they pass the wall it spews out useful information: the weather, the latest news headlines, movements in the markets. Behind all this are the changing advertisements for Citigroup's latest deals, on offer right by the concourse. This is a bold attempt to entice customers into a branch that looks nothing like a bank: there are no doors to keep robbers out, no counters to shelter cashiers. Instead there are massive touch-screen televisions on the outside walls and gleaming white benches with tidy rows of Apple computers. Neatly dressed assistants brandish iPads with smart black leather covers. With a few taps on the iPad, Han Kwee Juan, Citibank's boss in Singapore, shows how a customer spending a few thousand Singaporean dollars a month on a Citibank credit card could earn thousands a year back in rebates, discounts and other rewards. How about consolidating credit-card debts into a personal loan? The saving could be more than S$600 a year, he says. This branch is worth close examination because, together with its siblings along Singapore's transit lines, it reflects a radical change in the way that Citi (and a growing number of other big banks) thinks about its large network of branches.

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