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The article reports on the decision of U.S. Bank (USB) to close eight branches of former San Diego National Bank (SDNB) after acquiring it in 2009 in California. According to Minneapolis-based USB, the reason for the closure was that acquiring these banks makes them redundant for existing branches near the location. USB officials said that they will offer trust services and wealth management which SDNB did not have.

The article reports on Citigroup Inc.'s launch of smart banking locations with investments in the bank branch of the future. It is mentioned that many other banks are opening branches that seem inspired by Apple retail outlets and Starbucks shops while Citigroup is implementing a new approach to bank branches.

The article reports on the decision of financial institution JPMorgan Chase to close down its branches in Chicago, Illinois and expand to wealthy areas. Chase plans to open a second location in Lake Forest, Illinois in December 2018. The move in Lake Forest shows that it is competing harder with financial services group Northern Trust. It is said that 2018 was one of Chase's most aggressive years in the Chicago market for branch closures.

The article reports on the opening of a permanent location of Bank of American Fork for its 10th branch in Murray, Utah in August 2013.

Elmira Savings Bank, will seek to boost its presence in the growing Ithaca, New York, mortgage loan market when it opens an office there in mid-August. The loan center, located at 840 Hanshaw Road, in suite 5 of The Village Green building, will be the bank's first physical presence in Ithaca, where it has been making mortgage loans since 2000. James Shippy, the senior mortgage specialist who will primarily staff the new office, has been making loans in Ithaca by traveling to customers' homes and real-estate agents' offices, and by working from his Ithaca-area home. The bank reported net income of $607,000 for the three months ended March 31, or 58 cents per diluted share.

The article discusses Sun Bancorp Inc.'s consideration of cutting expenses. Sidney R. Brown, the vice chairman and acting president and chief executive officer, said the company is considering cutting its 72-branch network by up to 27 percent. The bank plans to discuss whether 15 to 20 underperforming branches with less than $20 million of deposits need better locations or staff overhauls in May and June of 2007.

Discusses the banking market in Baton Rouge, Louisiana. How five bank branches opened in the city in the year prior to May 2005; Acquisition of community banks in the market; Reasons for banking companies' attraction to Baton Rouge, including its stable economy; Analysis of the market.

The usefulness of in-store branches is a hotly debated topic in the banking industry. But some institutions are successfully landing customers -- and increasingly valuable deposits -- through such locations. [ABSTRACT FROM AUTHOR]

The article discusses research and consultants' views on the U.S. banking industry, branch closings, and the location of branch banks. Celent consulting firm's report indicates branch traffic will continue to decline over the next five years and suggests banks focus on online and mobile services. The executives noted are Bob Meara, Philip Flynn, David Darst, Kevin Travis, Tony Driscoll, and Carol McMullen.

The author offers opinions on branch bank management. Major banks are attempting to reduce the number of their branch bank operations as a cost control measure. This process is seen as containing dangers for the bank's management, as closing the wrong branches could negatively affect profits. Managers are urged to consider branch bank management as well as location and other economic factors when closing branches.

The article discusses several aspects in selecting sites for banks' future branches. It suggests a deeper analysis of the target location's features against the resulting overall impact. Approaches to modeling a proposed branch location include a screening model, a suitability model, and network optimization model. According to the article, these models should provide comparative analysis of a future proposed branch against a standard. It is advised that attracting new clients must be primary goal.

This article describes how Pittsburgh, Pennsylvania based Eureka Bancorp expanded from its one location of 120 years to open a new branch. A Shop n Save supermarket in nearby Shaler Township was expanding its facility and was seeking a free-standing bank next to its property. Eureka was seeking a site of similar demographics and partnered with the supermarket taking on the construction loan and mortgage.

The article presents information on the opening of a branch by Main Street Bank Inc. in downtown Plymouth, Michigan. The bank has two locations on Main Street in Northville, Michigan. New Liberty Bank, a single-branch community bank used to be on Main Street in Plymouth was moved to another street in 2004.

The article focuses on the selection of locations for new bank branches in Schaumburg, Illinois. Location is one of the challenges in planning a new branch, in some communities choices are limited due to the unavailability of real estate. Selecting the right location involves a comprehensive view of strategic goals, opportunities and community development.

Discusses a value theme and strategy for retail banking. Ideas to consider in designing branches when costs must be kept low; Guidelines for the bank with a convenience and service quality proposition; The important differences between these two strategies concerning location and design, as well as, service and sales management; Idea that smaller banks can take market share from larger banks with a personal touch and a simple product.

Comments on the significance of bank branch location to meeting bank customer's needs. Reasons why a branch in the center of town is not necessarily the best solution; Examples of parking problems faced by banks; Importance of adjusting hours and locations to best serve customers.

The article focuses on the opening of the first in-store branch office of Skokie Federal Savings in a local Jewel-Turnstyle store in Illinois. In less than a year, total transactions surpassed the other branches of the bank and began rivaling the main office until the new branch netted more new accounts than the main office. Selection of a high pedestrian area as the site for the new branch was attributed to its success. Limited size and expansion opportunities are among its disadvantages.