Remove Benchmarking Remove Efficiency Remove Retail
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Missing the AI Boat: The High Cost of Staying Behind

Chad Barr

Retail : AI-powered inventory management reducing waste and optimizing stock levels. This kind of tailored experience is now a benchmark—and a reminder of what’s possible when businesses embrace AI. Customer Engagement : Chatbots offering 24/7 support and answering queries instantly.

Tools 98
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If Your Company Isn’t Good at Analytics, It’s Not Ready for AI

Harvard Business

For example, online retailers can adjust product prices daily because they have automated the collection of competitors’ prices. As a result, as one retailer discovered, they can end up with price adjustments perpetually running behind the competition even if they introduce AI because their data is obsolete.

Company 136
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Retail Bank Operational and Digital Leaders Reap the Rewards

BCG

BCG’s Retail-Banking Excellence benchmarking study (REBEX) profiles the operational and digital practices and performance of 20 of the world’s leading retail banks, a group of 40 institutions chosen for their size and the strength of their capabilities. At the heart of the benchmarking are core operational metrics.

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Bank Valuation: Understanding Key Ratios and Metrics

Tom Spencer

Profitability ratios Net interest margin (NIM) Efficiency ratio Return on assets (ROA) Fee income to total income Return on equity (ROE) Dividend payout ratio Total shareholder return (TSR) 1.1 All else being equal, a higher ROA is better as it indicates stronger profitability and more efficient asset utilization.

Metrics 88
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Bank Profitability: Decoding the Income Statement

Tom Spencer

Bank’s Income Statement It’s important to note that banks have diverse product offerings and client types, and the reporting of business lines such as retail banking, wholesale banking, and wealth management can vary between different banks. The interest rate set by the central bank serves as a benchmark or reference rate for banks.

Banking 88
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Banking on Digital Simplicity

BCG

Despite a tentative financial recovery, the retail-banking industry faces unrelenting, disruptive challenges. That is, they must develop digital and data capabilities that radically simplify their businesses while dramatically improving the customer experience through greater efficiency, quality, and speed.

Banking 40
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What the Companies on the Right Side of the Digital Business Divide Have in Common

Harvard Business

billion, including most major firms in the manufacturing, consumer packaged goods, financial services, and retail industries. Within the core business, digital technologies are fundamentally changing the way Honeywell creates and captures value for its industrial customers through new efficiencies and services that unlock new value.

Company 70