When bankers first started pushing for the concept of the financial supermarket 30 years ago, they lacked the regulatory permission and the technological know-how to succeed.
Today, they have the regulatory concessions — to the dismay of some critics, to be sure — and the technology has come far enough so that banks interested in getting a full picture of their client relationships across product lines can finally do so. Yet the promise of the financial supermarket has gone largely unfulfilled.
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