New Client Experience Abbey Brainard Hannah Collins Jason Kayne Michael Kirkland Jack Ramsey Andrew Scott Daniel Shipman
New Client Experience
Abbey BrainardHannah Collins
Jason KayneMichael Kirkland
Jack RamseyAndrew Scott
Daniel Shipman
Agenda
I. Data AnalysisII. New Client Experience
Training Program Touchpoints Event
III. End Results
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3
New Client Data
Internal FeedbackResponses regarding the idea of a new client experience from relationship managers across various departments:
Create a formal system that requires relationship managers to keep in contact with clients
Maintain high flexibility for relationship managers when creating a client engagement plan
Focus on cross sales when developing new client experience
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Boston Private Market Breakdown
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January February March April May June July August September October November December0
50
100
150
200
250
300
350
400
450
New Clients per Month by Market in 2014
SoCalNoCalNE
January February March April May June July August September October November December0
50
100
150
200
250
300
350
400
450
New Clients per Month by Market in 2013
SoCalNoCalNE
New Client Age Breakdown
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under 20 20 -29 30-39 40-49 50-59 60-69 70 +0
50
100
150
200
250
300
350
New Clients by Age Group (2014)
2014 NE2014 NoCal2014 SoCal
Age Group (in years)
Tota
l Clie
nts p
er A
ge G
roup
Competitive Analysis
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Solution
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I.Training Program
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Overview
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• Led by Bill CurranWho?• Client service excellence workshopWhat?• Early 2016When?• To better enhance daily client service
both internally and externallyWhy?
Framework
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1• Who is your client?
2• Service tips
3• Client feedback
4• Case study
5• Continuous improvement
Why This Matters? In a study from 2014, the number one reason why customers switched
from their personal bank to another was poor customer service (28%)- J.D. Power & Associates
80% of companies say they deliver “superior” customer service, while only 8% of people think these same companies deliver “superior” customer service
- Lee Resources
Retail banking customers who are fully engaged bring 37% more revenue per year to their primary bank compared with those who are actively disengaged
- Gallup, State of the American Consumer
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Client Referral
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Detractor Passive Promoter0
1
2
3
4
2.4 2.63
Average Number of Products Owned
Detractor Passive Promoter0
1
2
3
4
0.6
1.7
3.8Average Number of Referrals in Previous Year
Customer Satisfaction Creates Results
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ReputationAwarded highest rated customer satisfaction of all banks in the Northeast
How? Exceptional, 24 hour client service Internal employee training Quick response time
What It Means? TD accomplished this with over 22 million clients
Workshop Benefits
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Employees Benefits Boston Private Benefits
Improve interpersonal and communication skills
Greater cross selling potential
Increase in client satisfaction Enhance client service
Establish higher personal reputation for future clientele
Increase in potential referrals
II. Touchpoints
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Purpose
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Institutionalize Flexible
The Plan
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Touchpoint FormatMandatory Optional (Choose 2)Annual ReviewNew Client Event
Invitation/RSVP
Anniversary Check-in Webinar Quarterly Phone Call Invitation to Visit Banking Hall Charity Event Attend a client event Referral to other bank
department
Each client will receive at least 4 touchpoints each year
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Rationale Behind Touchpoint Plan
Invitation/RSVP
Formalize outreach to clients Further enhance employee-client engagement
Flexible and personal communication
III. New Client Event
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Purpose of Event
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Culture
EngagementExposure
GuestsClients All BP clients that have joined the bank
within the past six months
Employees Mostly relationship managers that
represent a wide spectrum of different banking areas
Will be partially determined based on profile of clients attending the event
Total Number of Attendees Approximately 300 total guests
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Attendance Projections
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Variables Methodology Range
% Attendance 7.5% 10% 12.5% 15% 17.5% 20% 22.5% 25%
Guests 133 178 222 267 311 356 400 445
New 2015 Clients From New England (January-June)
Client Growth Rate 8.58%BP Employees 30-40
Venue 1 - InterContinentalVenue Main Ballroom
Price $15,000
Guest Capacity Over 400 guests
Additional Information Located in Financial District Full open bar & hors d’oeuvres
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Venue 2 – The StateroomVenue Great Room
Price $30,000
Guest Capacity Over 400 guests
Additional Information Located in the financial district Incredible views Full open bar & hors d’oeuvres
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Venue 3 – The AquariumVenue Main Exhibit Gallery and/or tented Harbor Terrace
Price $26,000 - $30,000
Guest Capacity Over 400 guests
Additional Information Access to exhibits Full open bar & hors d’oeuvres
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Preparation
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Month Procedure
August Select and book the venue Mail the invitations
September RSVP deadline Follow-up phone call from RM if no response Confirm employee attendance
October Finalize menus and final event layout Review event expectations with employee
attendees Event: October 15th
Event Layout
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Atmosphere of Event Elegant, but open and fun setting RM’s can introduce clients to each other Drink and food options available throughout
the night
Time of Event – 6:00 pm – 9:00 pm on October 15th 6:00 pm – 7:30 pm – Networking, Hors D’oeuvres and Wine 7:30 pm – 8:30 pm – Presentations 8:30 pm – 9:00 pm – Wrap-up
Presentations – 7:30 pm – 8:30 pm 7:30 pm – 8:00 pm – Welcome from Clay Deutsch and Mark Thompson 8:00 pm – 8:30 pm – Presentations from two different relationship managers
Event Flexibility
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Various Considerations Proposal Alternatives
Client Invites Invite all new clients - Only top clients- Specific bank segments
Number of Events Both fall and spring events
1 per year (October)
Event Format Standard, networking event
Themes:- Featured non-profit- Professional speaker
Venue Typical hotel ballroom -Museum-Outdoor tent-Banking Hall
End Results
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Training Program
Touch-points
Client Event
Stronger client relationships
Potential increase in share of wallet
Client satisfaction Increase in client
acquisition
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Thank you!
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Questions?