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For some reason, various entities have dubbed the American public unique among the entire world and “not ready” for them. One thing they certainly share in common is the typical argument that tries to conflate the physical setting of a branch with its effectiveness: “

Postal banking does, however, face an additional, uniquely American obstacle; namely, the polarizing effect of involving the government in day-to-day life. The post office might seem like a rather benign place to put a bank in the U. K. or Australia, precisely because it’s seen as neutral. In the U. S., though, the effect is exactly the opposite.

Some think that because the government is involved, a postal bank would be unpleasant and inconvenient – “The DMV of banking.” Others would be concerned with the government putting its thumb on the scale of free competition. There are still others who worry about who would pay for it, or those who simply distrust the government for other reasons – both real and imagined.

The bottom line is: Once you change the question from, “How can banks expand service to less-profitable areas?” to, “Should the U. S. government start its own bank?” then you have taken a conversation about a smart business practice and hopelessly derailed it into one about political opinions, moral imperatives, and right versus wrong. That will be sorted out in a matter of years or decades, if ever.

In the meantime, the core concept behind either postal or agency banking – running leaner, more efficient branches through creative infrastructure and staffing arrangements – applies remarkably well to the problems facing brick-and-mortar banks today. Lower foot traffic, higher costs per transaction, and changing customer preferences can all be addressed this way; and banks in other countries have already done exactly that.