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The merger of Wells Fargo and Wachovia doubled our size. We’re no longer defined as just a regional bank. We’re a national company, with operations that stretch across the globe.
With this growth in size and scope, what makes us different than other so-called “large banks”? How do we define ourselves? We’re a community-based, diversified financial services company.
Being community-based distinguishes us from every other large bank. By “community-based” we mean we’re not just a bank that happens to be in the community; we’re a community bank. We’re “in and of” every community in which we do business, whether it’s Chapel Hill, N.C.; or Mason City, Iowa; or Roseville, Calif. And we’re in more U.S. communities than any of our competitors.
We all identify with our community and take geographic pride in where we live and where we’re from. That’s my town. That’s my state. We’re relationship oriented, so we begin every conversation with what’s best for customers and their communities because every customer (and every one of our team members) lives somewhere and is part of a community— where they live and work and play, pay taxes, raise their family, educate their children, buy their groceries, practice their faith, care for their neighborhood and support their local nonprofits.
We’re local first, then national. We weren’t born as a national bank that then decided to be local. We were born as a local bank in one community that does business on Main Street and grew into a family of many local banks in many communities that only then became national. Every segment of the industry in which we do business—banking, mortgage, investments, insurance—started in a neighborhood and a town and grew to be national, not the other way around.
Since we’re local and national at the same time, we say that we want to out-local the nationals and out-national the locals .