Pub. 9 2018 Issue 3

Fall 2018 21 West Virginia Banker aren’t coming into the branches, we’ll reach out to see if there’s anything we can do for them.” CRM systems also grant the bank invaluable, behind-the- scenes access to the behaviors and needs of its customers, which, according to Byrd, transfers directly into new business: “For us to be able to see what’s going on with our customers at a quick glance helps us serve them better in the long run, which in turn, evolves into referrals.” Using Technology to Connect with Commercial Customers Though vital, retail customers don’t corner the market on high expectations for financial institutions. Commercial cus- tomers’ demands are rising in tandem, and community banks are leveraging technology to connect with these customers, too. Paducah Bank—located in Paducah, Kentucky—is forging new commercial relationships outside of its city limits, a fact that brings a deep sense of pride to Terry Bradley, the bank’s senior vice president and director of commercial depository and treasury management services. For Bradley, utilizing treasury management technology to connect with commer- cial customers is an art of precision. “It’s important for us to find ways to leverage technology, tools and services to enhance the banking relationship outside the scope of brick and mortar,” Bradley says. “And with our tools, we can offer a well-defined set of services for business customers around the country, just as if I were able to see their buildings from my office window.” Using technology such as remote deposit capture, ACH orig- ination and risk management, Bradley believes any size bank can compete. “People often think treasury management services are only for larger commercial customers, but they’re not. For Pad- ucah Bank, the ideal treasury management client is one that has a need that can be met by a solution we offer. It’s that simple.” Today, community banks are implementing technologies that let them compete with larger institutions, a trend that is likely to continue. By deploying innovations while maintaining personal relationships these banks can only sharpen their competitive edge.  Shane Ferrell serves as CSI’s vice president of digital strategy. In his role, he leads the strategic direction of CSI’s digital banking suite of products, which includes omnichannel, internet and mobile banking. During his year career with CSI, Shane has held various positions, from conversions to product management. T H E F I N A N C I A L I N S T I T U T I O N E X P E R T S 248.548.8400 www.m-f-a.com Investment Portfolio Management · Asset Liability Management Merger Valuations · Mortgage Servicing Rights Valuation · Strategic Consulting Are you focused on Profitability? Cal l us to learn how our Portfol io Management and Asset Liabi l ity Management services can help you.