Continuing education quiz: the branch shrinks.

• Author: Stewart, Deb

The Continuing Education quiz in ABA Bank Marketing and Sales magazine provides up to 10 continuing education credits per year to Certified Financial Marketing Professionals (CFMPs). Each quiz consists of 10 questions taken directly from the articles in each issue and have been preapproved by the ICB for 1.0 credit per quiz. You must correctly answer seven out of the 10 questions to receive the credit.

To take the quiz, please go to www.icbmembers.org, login and click on "Continuing Education Quizzes (ABA Bank Marketing and Sales magazine)" located on the left-hand side of the page. Once you have completed the quiz, you will receive immediate notification of the results, which can be printed and saved for your records. Quiz credits are automatically uploaded to your record and will show under "My Continuing Education Credits" within 48 hours. If you have any questions, contact ICB's Continuing Education Manager at icb@aba.com.

1. Based on what happened in Sweden, U.S. bank branches in the future will become:

   1. More look-alike.

   2. Distinctive and more customized.

   3. Smaller but more numerous.

   4. The same size but with fewer personnel.

2. In the future, if a customer needs advice or assistance for a complex matter after regular branch hours, the customer will:

   1. Be referred to a hub branch that is open 24-hours-a-day.

   2. Contact the bank by telephone.

   3. Speak to experts through video conferencing.

   4. Need to return during regularly branch hours.

3. Umpqua Bank believes that customers today primarily visit branches to:

   1. Make transactions.

   2. Have interactions

   3. Get product information.

   4. Open accounts or apply for loans.

   Is That Branch Really Needed?

   By Vanessa Mambrino

4. When overhauling your delivery network, you should do all of the following EXCEPT:

   1. Analyze the state of all channels--not just branches.

   2. Prioritize areas for channel upgrades.

   3. Execute your plan as quickly as possible.

   4. Take action only with the final goal in mind.

5. In developing a delivery network over several years, it is important to align the plan with:

   1. The kind of customers the bank plans to capture during this period.

   2. The existing performance of the branches.

   3. The fact that the national trend is toward a branchless customer experience.

   4. The productivity of each branch--without consideration of the pluses and minuses of each physical location.

6. Physical branches that should be candidates for investment or renovation are those that

   1. Are in high traffic...