Cutting costs isn’t just about saving money –for Dimon it means freeing up capital to seed new growth. Retail banking is a case in point. When Dimon arrived, the bank employed five people and spent some $750,000 per branch in back-office costs, compared with two employees and $250,000 at Bank One. Consolidating the computer systems helped cut that down–as did eliminating nearly 2,000 support jobs in New York City. Now Chase is approaching Bank One’s efficiency. But Dimon has also spent heavily to upgrade dowdy branch facilities and to take on competition. Dimon and Scharf fired back at New York–area invaders like Bank of America and Wachovia, blitzing the Big Apple with fresh TV, radio, and billboard ads. Chase installed 270 ATMs in heavily trafficked Duane Reade drugstores, the first such arrangement by any bank with a big retailer in New York. Across the U.S., Chase hired 3,000 new salespeople. Despite the new spending on advertising, systems, and the opening of 150 new branches, Chase managed to raise operating earnings at the retail bank 8% in 2005, to $3.4 billion.
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メニュー閉じるニュース新着・注目社会政治経済気象・災害国際科学・文化スポーツ暮らし深掘り地域動画・番組閉じるJR東日本 きょうから運賃値上げ 消費税対応除き会社発足以来初2026年3月14日午前5時30分(2026年3月14日午前7時02分更新)シェアする鉄道1日あたりの利用者が1600万人に上る日本最大の鉄道会社、JR東日本は、14日、運賃を平均7.1％、値上げしました。値上げは消費税への対応を除いて1987年の会社発足以来、初めてです。