Topline

When viewing the horse in profile, attention must be paid to the curvature and proportions of the topline.

In recent weeks Cosby has, perhaps more than any other topline entertainer of the moment, been both at the pinnacle and at the crossroads.

Near-synonyms: (in attributive uses) TLDR, BLUF, bottom-line, bottom line

topline takeaways

Brett [King]: Kevin, it's interesting that Novantas [the company that Kevin manages] has taken a progressive approach to research in this area, where you've looked at changing behavior in respect to the way people are buying in [bank] branches and visiting branches, and you've examined this over a long period of time, particularly in relationship to transactional and revenue activity. Tell us about what you folks have found through your extensive research. Kevin [Travis]: Absolutely. I think a couple of really topline takeaways. There's been a pretty steady erosion of in-branch transactions of at least 3 percent per year for the last seven to eight years. We think that's accelerating closer to 5 to 7 percent annually right now. As we see banks roll out new technology like image-enabled ATMs where you can just stick your check in a slot [for deposit], that's going to accelerate the decline of in-branch day-to-day payments and service transactions. If you think about compounding that out at 3 percent each year, you pretty quickly get to a 25 to 30 percent decline, which is one of the big dilemmas facing the banking industry today. Huge service capacity, a lot of cost, but not nearly as much volume—how do we handle that? The other big takeaway that we've seen with our most recent insight was the shopping and buying funnel for banking products has really fragmented and blown apart. At least two-thirds of folks are almost exclusively shopping for financial products online! Over 75 percent at least do it as one of their options. They might go into branch, but everybody is really shopping online, and that's fundamentally changing how people buy products. They used to walk into a branch, have a conversation with the folks at the branch, and then the bank had the opportunity to sell them a product. We think now, customers are really looking online, picking bank products, and then the reason they end up in a branch (which they do still at a rate of around two of every three customers) is there is still a psychological element of "I just want to kick the tires." The problem for banks is, if all they want to do is "kick the tires" and then they never come back, having 88,000 branches to do that one interaction is a very expensive way to sell to customers.

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