Accelerating Sales Performance in Retail Banking - BTS
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copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
About BTS
Michael Collins is a Director in the BTS Sales Practice He focuses on providing thought leadership to help clients develop new selling capabilities transform the sales organization and execute corporate strategy
Prior to his role at BTS Michael held senior sales leadership and consulting positions with companies in the financial services high tech and telecommunication industries Michael led the sales force for a $100 million financial services outsourcing company He has spent nearly two decades working with and advising clients such as IBM American Express and General Electric on solutions development and go-to-market strategies
BTS is a world-leading strategy implementation firm The company accelerates execution by ensuring the workforce is aligned to the strategy has the right mindset and has mastered the capabilities needed to deliver business results BTS leverages customized business simulations and experiential learning initiatives to develop the business acumen leadership and sales capabilities necessary for superior strategy execution Partnering with todayrsquos leading corporations BTS consultants bring passion and deep industry expertise to deliver high-impact solutions that help clients achieve better results faster
Headquartered in Stockholm BTS has approximately 350 professionals in more than 25 offices located on six continents Partnering with nearly 400 organizations including more than 30 of the worldrsquos largest corporations BTSrsquos major clients are some of the most respected names in business Anglo American ATampT Chevron Coca-Cola Ericsson Hewlett-Packard Rio Tinto Sony Telefonica and Unilever Among the current clients of the BTS Sales Practice are Accenture Autodesk Bancomer Cisco IBM MetLife Microsoft Nike Oracle Pepsi SAP Schindler Sodexo Standard Bank UCB UPS and VMware
BTS is a public company listed on the NASDAQ-OMX Stockholm trading under the symbol BTS B
For more information please visit wwwbtscom
About the Author
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
About BTS
Michael Collins is a Director in the BTS Sales Practice He focuses on providing thought leadership to help clients develop new selling capabilities transform the sales organization and execute corporate strategy
Prior to his role at BTS Michael held senior sales leadership and consulting positions with companies in the financial services high tech and telecommunication industries Michael led the sales force for a $100 million financial services outsourcing company He has spent nearly two decades working with and advising clients such as IBM American Express and General Electric on solutions development and go-to-market strategies
BTS is a world-leading strategy implementation firm The company accelerates execution by ensuring the workforce is aligned to the strategy has the right mindset and has mastered the capabilities needed to deliver business results BTS leverages customized business simulations and experiential learning initiatives to develop the business acumen leadership and sales capabilities necessary for superior strategy execution Partnering with todayrsquos leading corporations BTS consultants bring passion and deep industry expertise to deliver high-impact solutions that help clients achieve better results faster
Headquartered in Stockholm BTS has approximately 350 professionals in more than 25 offices located on six continents Partnering with nearly 400 organizations including more than 30 of the worldrsquos largest corporations BTSrsquos major clients are some of the most respected names in business Anglo American ATampT Chevron Coca-Cola Ericsson Hewlett-Packard Rio Tinto Sony Telefonica and Unilever Among the current clients of the BTS Sales Practice are Accenture Autodesk Bancomer Cisco IBM MetLife Microsoft Nike Oracle Pepsi SAP Schindler Sodexo Standard Bank UCB UPS and VMware
BTS is a public company listed on the NASDAQ-OMX Stockholm trading under the symbol BTS B
For more information please visit wwwbtscom
About the Author
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
About BTS
Michael Collins is a Director in the BTS Sales Practice He focuses on providing thought leadership to help clients develop new selling capabilities transform the sales organization and execute corporate strategy
Prior to his role at BTS Michael held senior sales leadership and consulting positions with companies in the financial services high tech and telecommunication industries Michael led the sales force for a $100 million financial services outsourcing company He has spent nearly two decades working with and advising clients such as IBM American Express and General Electric on solutions development and go-to-market strategies
BTS is a world-leading strategy implementation firm The company accelerates execution by ensuring the workforce is aligned to the strategy has the right mindset and has mastered the capabilities needed to deliver business results BTS leverages customized business simulations and experiential learning initiatives to develop the business acumen leadership and sales capabilities necessary for superior strategy execution Partnering with todayrsquos leading corporations BTS consultants bring passion and deep industry expertise to deliver high-impact solutions that help clients achieve better results faster
Headquartered in Stockholm BTS has approximately 350 professionals in more than 25 offices located on six continents Partnering with nearly 400 organizations including more than 30 of the worldrsquos largest corporations BTSrsquos major clients are some of the most respected names in business Anglo American ATampT Chevron Coca-Cola Ericsson Hewlett-Packard Rio Tinto Sony Telefonica and Unilever Among the current clients of the BTS Sales Practice are Accenture Autodesk Bancomer Cisco IBM MetLife Microsoft Nike Oracle Pepsi SAP Schindler Sodexo Standard Bank UCB UPS and VMware
BTS is a public company listed on the NASDAQ-OMX Stockholm trading under the symbol BTS B
For more information please visit wwwbtscom
About the Author
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
About BTS
Michael Collins is a Director in the BTS Sales Practice He focuses on providing thought leadership to help clients develop new selling capabilities transform the sales organization and execute corporate strategy
Prior to his role at BTS Michael held senior sales leadership and consulting positions with companies in the financial services high tech and telecommunication industries Michael led the sales force for a $100 million financial services outsourcing company He has spent nearly two decades working with and advising clients such as IBM American Express and General Electric on solutions development and go-to-market strategies
BTS is a world-leading strategy implementation firm The company accelerates execution by ensuring the workforce is aligned to the strategy has the right mindset and has mastered the capabilities needed to deliver business results BTS leverages customized business simulations and experiential learning initiatives to develop the business acumen leadership and sales capabilities necessary for superior strategy execution Partnering with todayrsquos leading corporations BTS consultants bring passion and deep industry expertise to deliver high-impact solutions that help clients achieve better results faster
Headquartered in Stockholm BTS has approximately 350 professionals in more than 25 offices located on six continents Partnering with nearly 400 organizations including more than 30 of the worldrsquos largest corporations BTSrsquos major clients are some of the most respected names in business Anglo American ATampT Chevron Coca-Cola Ericsson Hewlett-Packard Rio Tinto Sony Telefonica and Unilever Among the current clients of the BTS Sales Practice are Accenture Autodesk Bancomer Cisco IBM MetLife Microsoft Nike Oracle Pepsi SAP Schindler Sodexo Standard Bank UCB UPS and VMware
BTS is a public company listed on the NASDAQ-OMX Stockholm trading under the symbol BTS B
For more information please visit wwwbtscom
About the Author
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
About BTS
Michael Collins is a Director in the BTS Sales Practice He focuses on providing thought leadership to help clients develop new selling capabilities transform the sales organization and execute corporate strategy
Prior to his role at BTS Michael held senior sales leadership and consulting positions with companies in the financial services high tech and telecommunication industries Michael led the sales force for a $100 million financial services outsourcing company He has spent nearly two decades working with and advising clients such as IBM American Express and General Electric on solutions development and go-to-market strategies
BTS is a world-leading strategy implementation firm The company accelerates execution by ensuring the workforce is aligned to the strategy has the right mindset and has mastered the capabilities needed to deliver business results BTS leverages customized business simulations and experiential learning initiatives to develop the business acumen leadership and sales capabilities necessary for superior strategy execution Partnering with todayrsquos leading corporations BTS consultants bring passion and deep industry expertise to deliver high-impact solutions that help clients achieve better results faster
Headquartered in Stockholm BTS has approximately 350 professionals in more than 25 offices located on six continents Partnering with nearly 400 organizations including more than 30 of the worldrsquos largest corporations BTSrsquos major clients are some of the most respected names in business Anglo American ATampT Chevron Coca-Cola Ericsson Hewlett-Packard Rio Tinto Sony Telefonica and Unilever Among the current clients of the BTS Sales Practice are Accenture Autodesk Bancomer Cisco IBM MetLife Microsoft Nike Oracle Pepsi SAP Schindler Sodexo Standard Bank UCB UPS and VMware
BTS is a public company listed on the NASDAQ-OMX Stockholm trading under the symbol BTS B
For more information please visit wwwbtscom
About the Author
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Customer Loyalty Challenges and Opportunities
How well do banks attract and retain their most profitable customers
As industries and regions emerge from the global recession many companies have a renewed focus on driving profitable revenue growth Nowhere is this more important than in the banking industry in the United States
In banking a critical lever for profitable growth is the customer According to a 2012 study by Bain the typical affluent US customer who is a promoter of the bank is worth USD 10000 more than one who is a detractor
In a cross-industry study of Net Promoter Scores (NPS) by the Temkin Group banking represented the extremes when it comes to customer engagement and loyalty
On the positive side USAA earned the highest scores across all industries when customers were asked whether they would recommend the company to a friend
At the opposite end were several global banks where the banksrsquo detractors nearly equaled ndash or even outnumbered ndash the banksrsquo promoters
-20 -10 0 10 20 30 40 50 60 70 80
Auto dealers34 40 48
Software companies23 35 52
Grocery chains14 33 55
Insurance carriers20 31 75
Investment firms20 30 38
Retailers9 30 54
Parcel delivery services20 30 35
Hotel chainsndash3 29 60
Computer makers3 29 51
Fast food chains2 27 48
Appliance makers18 25 39
Airlines8 21 49
Wireless carriers13 19 28
Car rental agencies11 18 24
Banksndash26 19 77
Credit card issuersndash24 13 29
Internet service providersndash2 13 31
Health plansndash4 11 28
TV service providersndash15 9 44
HighNPS
LowNPS Avg
Range of Net Promoter Scores (NPS) Across Industries
Source Temkin Group
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In the United States customer loyalty varies widely across different banking models Among direct banks and credit unions loyalty is strong and continuing to improve Regional banks have seen an increase in loyalty starting from very low NPS However national banks continue to struggle with customer loyalty Only recently have national banks seen their number of promoters exceed detractors according to Bain
In addition wealthier customers in the United States tend to be the least loyal national banks are particularly weak in this segment For national banks households with more than USD 1 million of investable assets have a negative eight percent NPS for households with assets under USD 100000 that number rises to positive four percent NPS
The implications of high churn and low NPS for large national banks in the United States are significant A recent study of banking ldquobrand vulnerabilityrdquo by cg42 Consulting estimates that poor customer satisfaction will cause the top 10 banks in the United States to lose a combined USD 92 billion in deposits and USD 5 billion in revenues in the next year
80
Net Promoter Score by Bank Model (2012)
74
60
40
20
0
64
45
21
3
ndash20Direct banks Credit unions Community banks Regional banks National banks
Source BainResearch Now US NPS survey 2012 (n=74700)
United States
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
In a recent ldquovoice of the customerrdquo study by Capgemini customer experience was shown to be highly correlated to customer loyalty In fact a positive customer experience ndash rather than high customer satisfaction ndash proved to be a stronger predictor of retention Banks that pay attention only to satisfaction rather than focusing on the customer experience may overestimate a customerrsquos likelihood to stay with the bank
So what drives a positive customer experience In most regions of the world customers cited quality of service as the most important factor influencing their decision to stay or leave the bank (In North America fees were the 1 factor followed closely by quality of service)
Beyond quality of service the study found that understanding customers and their needs is a significant predictor of customer experience Globally an average of 78 percent of customers with positive experiences said they believe their banks are aware of their needs Conversely only 31 percent of customers with negative experiences said they believe their banks understood their needs
Customer Experience and Customer Understanding
Source Capgemini
Correlation BETWEEN Banksrsquo Knowledge of The Customersrsquo Needs and Customer Experience
Of the Banking Customers with a Positive Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
834 Latin America
North America
Central Europe
Asia-Pacific
Middle East amp Africa
Western Europe
829
805
791
775
762
338
457
284
348
316
268
Of the Banking Customers with Negative Experience What Percentage Feel Their Banks
HAVE Good Knowledge of Their Needs () 2013
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been studying customer experience during the buying decision process across multiple industries We have discovered a significant difference between the behaviors that customers seek and what they actually get from salespeople We call this difference a ldquovalue gaprdquo For more information on the results of that study see ldquoClosing the Value Gaprdquo
In banking the implications of the value gap can be seen in longer sales cycles more price pressure and less customer loyalty
So what are the specific behaviors that customers are looking for in banking professionals And where are the biggest gaps
Our research shows different gaps in different industries For clients of financial institutions three ldquovalue elementsrdquo consistently show the largest gaps
Advance ndash Reflects the ability for a producer to move a sale forward in a way that is consistent with the customerrsquos buying decision process The large value gap (08) in what customers seek versus how producers behave likely indicates producers who recommend a product too soon in the buying cycle or recommend a product that does not truly meet the clientrsquos needs
Customer Understanding ndash Indicates the extent to which a producer understands the needs and aspirations of the client The significant value gap (07) is consistent with industry studies cited earlier Banking clients ndash particularly wealthier clients of large national banks ndash do not feel that
Understanding the Value Gap in Banking
producers take the time to understand their goals and aspirations for banking and investing
Plan ndash Reflects the analysis and planning performed by the producer prior to interaction with the client The value gap (07) is consistent with poor Advance and Customer Understanding scores Clients often get the sense that the producer is not prepared to conduct a sales meeting in a way that meets the buying decision process and client banking needs
Value Element Definition What Customerslsquos Seek vsHow Producers Behave
Value Gap
Advance How you move the sale forward 08
CustomerUnderstanding
What you know about your clientrsquos banking needs and aspirations
07
Plan What you do before a client interaction 07
Engage How you articulate the value of your offerings 06
Manage How you build your overall book of business 06
Discover How you determine what clients value 05
CollaborateHow you work with others in your organization
03
Value Gaps for Financial Institutions
25
17
23
16
26
19
24
18
27
21
23
18
23
20
Preferred Behavior Most Typical Behavior
Source BTS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Changing the Customer Experience in Banking E=AMC
So how can banks take action to close the value gaps and improve customer experience How can your people in the branches help the bank attract and retain your most valuable clients
In working with many of the worldrsquos leading companies for the last 25 years BTS has developed a framework that captures the inner architecture of exceptional strategy execution We call it
This equation highlights the three critical forces that power exceptional strategy execution Alignment Mindset and Capability We have found that companies achieve better results faster when the workforce is aligned to the strategy has the right mindset to approach execution with a sense of urgency and purpose and has mastered the capabilities needed to execute
Generating profitable revenue growth through greater customer-centricity and improved loyalty is a banking strategy worth considering But successfully executing on this strategy requires a new set of capabilities for your key client-facing personnel What capabilities have the greatest impact on customer experience and loyalty How can a bank best develop these capabilities throughout the organization
Strategy Results
Peopleunderstandthe strategy
People areengaged bythe strategy
People have theskills they needto execute
Alignment Mindset Capabilities
E=
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Recent research by BTS shows that for many customers the buying decision is more complex than ever Faced with a myriad of choices banking clients ask themselves a myriad of questions Which investment products make the most sense for me How do I get the most value for my money Does it make sense for me to work with one financial institution or more than one If I have questions about products or services who is going to pick up the phone and help me
As bankers you may think of yourselves as presenting a great product or solution to the customer But your clients may see this completely differently They may see too many choices without clear differentiators Faced with more choices than ever the customers do not want to make their purchase decision just based on price or convenience
Instead what customers today want is a navigator They have a destination in mind Typically that destination is defined by the personal aspirations they want to achieve and targets they would like to hit They may or may not know the best path to take but they will engage with someone they believe will guide them toward that destination They seek salespeople who understand their priorities and can chart new trails based on those priorities For more on this topic see ldquoSalesperson as Navigatorrdquo
The bank that is able to sell and service clients this way will win the battle of client loyalty and retention
An Emerging Key Capability Salesperson as Navigator
What Selling Looks Like to Producers What Buying Looks Like to Clients
Product Selling
Focuses discussion on product or service needs the client needs to fulfill
Focuses discussion on specific problems or issues the client needs to resolve
Focuses discussion on the aspirations of the client and how to achieve them
Solution Selling Accelerator Selling
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS has been working with banking clients around the world to enhance client-centricity improve the buying experience and increase client loyalty Here are two examples of how our clients have addressed the challenge of selling and servicing the client
Client Leadership at UBS
UBS was seeking to deepen client relationships and generate new business by generating referrals between business divisions The bank needed a global solution that would help directors in client-facing functions to create cross-selling opportunities
UBS turned to BTS to develop a learning experience for key producers in wealth management asset management and investment banking The simulation-based program brought together senior executive directors and managing directors in the Americas Europe and Asia
The Client Leadership Experience was two days of in-depth learning and application work BTS created a customized Role Play Simulation where cross-business group collaboration and integrated thinking are keys to success Eight hours of the two-day program were focused on the Role Play Simulation in which UBS executives participated by playing the three clients The simulation was highly interactive and allowed UBS colleagues to respond to realistic client scenarios and business opportunities The role playing also provided the opportunity to learn best practices for cross-selling
The simulation was coupled with application work in business development sessions where small group discussion identified cross-business-group client opportunities These small groups worked on developing action plans for implementation after the Client Leadership Experience
Best practices were also shared by top executives from UBS who hosted each program
Results of the Initiative
The Client Leadership Experience consisting of 17 regional workshops each focusing on a specific client segment such as family offices hedge funds and financial institutions or on a specific region such as North America brought together nearly 500 senior client-facing participants Close to 400 cross-divisional client service opportunities were shared ultimately bringing in more than USD 300 million in new revenues and almost USD 1 billion in net new assets to UBS
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
Branch Manager Development at Bancomer
BBVA Bancomer the second largest bank in Spain holds a dominant position in Spanish-speaking Latin American countries In Mexico Bancomer set aggressive targets for increasing client satisfaction and driving gains in revenues and profitability for its retail bank
To achieve these targets Bancomerrsquos leadership team wanted to fundamentally change the role of the branch manager in the branch selling process Previously branch managers would follow up on promising leads in order to close deals themselves In the new strategy branch managers would focus on results-oriented coaching in order to drive up the sales performance of their teams
As part of executing the bankrsquos new strategy BBVA Bancomer engaged with BTS to develop and deliver the ldquoLeadership to Create Valuerdquo Based on BTSrsquos Driving Business Results platform the customized program focused on two sets of critical developmental needs for branch managers
Day 1 LEADbull Use a systematic approach to identify performance gaps and strategically manage
sales teams in order to maximize productivitybull Apply coaching best practices that allow teams to be more productive and
improve the customer experience in every interactionbull Create a follow-up plan to maximize the effectiveness of the coaching provided to
each member of the team
Day 2 DEVELOPbull Understand onersquos own communication style in order to identify barriers and establish
strong relationships with teamsbull Use a standard coaching model and apply the right kind of coaching (ie either more
guided or more directed) depending on team member needsbull Develop a relevant and focused coaching process through the implementation of
high-impact questions
The program was rolled out in stages over the course of three years In total 1800 branch managers attended the program
Results of the Initiative
In surveys conducted after the program feedback from participants was very positive One participant commented ldquoThis is by far the best training program Irsquove been through it is very aligned to the bank needsrdquo
Even more important were the business results and sales performance realized by Bancomer On average performance-based bonuses were 40 percent for producers whose managers participated in the program as compared to those whose managers did not Bancomerrsquos leadership team attributes this performance improvement to ldquoLeadership to Create Valuerdquo
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
The challenges in retail banking in the United States have never been greater so too are the opportunities Customer loyalty and churn have a significant impact ndash positive as well as negative ndash on a bankrsquos business results
The good news is that there is a clear path to improving loyalty focus branch activities on delighting the customer and creating the greatest customer experience possible Even more good news is that you already have the resources needed to achieve client-centricity your client-facing people in the branch
However achieving the behavior change in your people that will result in a differentiated experience for your customer is no small task In our experience a strategic initiative of this size requires three things 1) alignment to the strategy across the bank 2) a mindset shift that gets people to truly ldquobuy inrdquo to the changes and 3) a new set of capabilities for your client-facing people in the branch
Customers will notice the difference when your branch representatives engage with them in a new way Branch producers who can ldquonavigaterdquo the customer through the buying decision process in a way that reflects customer aspirations will earn the trust of the customer Branch managers can support the new behaviors with proper coaching that focuses on the unique needs of producers to achieve greater performance
For Your Customers Your People and Your Bank
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
Accelerating Performance in Retail Banking bull BTS White Paper
copy Copyright BTS
BTS is an execution consulting company and we excel at helping your sales force build the alignment mindset and capabilities needed to sell in a way that reflects what your customers want today We have developed standard learning platforms that accelerate the ability of salespeople to become navigators for their customers and we build highly custom learning platforms for salespeople and sales managers as well All of our platforms leverage business simulations and other forms of experiential learning to drive knowledge acquisition and behavior change that lead directly to improved sales results
Learn more at wwwbtscomsales-force-transformation Or contact us online at wwwbtscomcontactaspx or by phone
North America +1 203 391 5224
Europe Middle East amp Africa +31 (0) 20 615 7667
Latin America +52 55 5281 6972
Asia Pacific +65 6221 2870
Australia +61 2 8243 0900
Japan +65 6221 2870
Need Help Planning Your Journey
Closing the Value Gap What if it turned out that salespeople were routinely leaving money on the table Despite all the seemingly legitimate reasons for why selling is harder today what if it turned out that customers are actually willing to buy more and at higher prices
Salesperson as Navigator The world of sales is changing fast The notion of becoming a ldquotrusted advisorrdquo to customers may be outdated and too much of sales training is locked in a legacy worldview Learning to challenge or provoke customers may be part of the answer but itrsquos not the whole picture
Learning from Srsquomores Lessons for the Future of Sales from FMCG In thinking about a different future there is a lot to learn from the fast-moving consumer goods (FMCG) industry which has deployed sales innovation faster and more successfully over the last few years than any other industry
Turbulent Skies Why Customers are Taking Longer to Make Buying Decisions and What to do About It The pace of change has become so bumpy that customers can no longer rely on previous experiences to anticipate potential outcomes In response they are staying put- decisions donrsquot get made innovation stalls and risk avoidance becomes the chief priority So if your customers are tightly strapped into their seat belts anticipating the rough air ahead what can you do about it
Additional Resources
Closing theValue GapBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_CVG_006
Salesperson as Navigator bull BTS White Paper
Salesperson as NavigatorBy Lou Schachter and Rick Cheatham
wwwbtscom
copy Copyright BTS BTS_WP_SAN_002
Learning from Srsquomores bull BTS White Paper
Learningfrom Srsquomores
Lessons for the Future of Sales from Fast Moving Consumer Goods Companies
By Lou Schachter and Rick Cheathamwwwbtscom copy Copyright BTS BTS_WP_LFS_002
Turbulent Skies bull BTS White PaperTurbulent Skies bull BTS White Paper
Turbulent Skies
wwwbtscom copy Copyright BTS BTS_WP_TS_001C
Why Customers are Taking Longer to Make
Buying Decisionshellipand What to Do About It
By Lou Schachter and Rick Cheatham
copy Copyright BTS By Michael Collins
Accelerating Performance in Retail BankingImproving Customer Loyalty Through Your People
- RIGHT-Retail Banking WP BTS_WP_RB_001F
- LEFT-Retail Banking WP BTS_WP_RB_001F
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