From Banker to Strategic Advisor               Patricia Mullin, MBA, CCM               Vice President, Manager of Cash Man...
2What You Will Learn Today     What is a strategic banking advisor?     How do you evaluate a banking relationship?     ...
3Audience Poll:How was your current bank chosen?   I don’t know   Close proximity to the office(s)   As far as I know i...
4What defines a Strategic Advisor?   Led by a relationship manager (supported by a team)    with expertise in a particula...
5View your banking partners asextensions of your teamYour Business                       Strategic Advisory Team          ...
6Why you need a Strategic Advisor –Not just a Bank   You have a Relationship Manager, who:                Single point o...
7Leveraging your Advisor:In ways you may not have thought about   Your Relationship Manager can help you with:     –   Se...
8Shhhhh! Bankers’ Secrets    Replacing you as a client is VERY expensive    Lack of a scorecard or Account Analysis may ...
9“Yellow” Flags   Financial Crisis: TARP money / Payback   Banks in acquisition / merger mode     –   Lack of focus on t...
10Steps YOU can take to make yourBanking Advisor the best s/he can be   Understand and maintain service expectations   E...
11Service Level Agreements /Scorecards: Keeping Track   Use industry standard or create your own     –   Incorporate ever...
12Analysis Statements: Request andUnderstand it                                                            Are you receiv...
13What we talked about • Making the most of a strategic bank advisor        Strategic Advisors offer a comprehensive suit...
14Contact InformationLaurel Egan Kenny, PresidentTurningpoint Communications339-793-3485laurel@turningpointcommunications....
15Treasury Information: Alphabet SoupFrom ACH to ZBA   ACH         TMANE         Ernst & Young Cash management Survey   ...
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2010 10 Treasury Fundamentals Sov

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Treasurers Managing Banking Relationships

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2010 10 Treasury Fundamentals Sov

  1. 1. From Banker to Strategic Advisor Patricia Mullin, MBA, CCM Vice President, Manager of Cash Management Cambridge Trust Company TMANE Board Laurel Egan Kenny, MBA, MSCM President, Turningpoint Communications TMANE Board, New Membership , Communications Chair Treasury Fundamentals October 20, 2010
  2. 2. 2What You Will Learn Today What is a strategic banking advisor? How do you evaluate a banking relationship? – Tools you can use! How can you find a win/win? “Yellow” Flags to watch out for You have negotiating power10/20/2010 Copyright 2010. Turningpoint Communications
  3. 3. 3Audience Poll:How was your current bank chosen? I don’t know Close proximity to the office(s) As far as I know it’s always been this way My boss chose Company prefers not to deal with “the other bank Somebody at my company knows somebody there They gave my company a loan, so now we owe them Our bank was absorbed by our new bank Others? I followed my Strategic Advisor10/20/2010 Copyright 2010. Turningpoint Communications
  4. 4. 4What defines a Strategic Advisor? Led by a relationship manager (supported by a team) with expertise in a particular industry Offers proactive industry research, trending, analysis Develops, maintains, customizes and delivers state-of-the-art treasury solutions Acts as extension of the Treasury Manager’s team or business10/20/2010 Copyright 2010. Turningpoint Communications
  5. 5. 5View your banking partners asextensions of your teamYour Business Strategic Advisory Team CEO Treasury Relationship Team Manager EVP, Director Business Line RM (Treasury Management) Business strategy and management Business Line RM ( Commercial Banking) Industry analysis Operations Team Competitive intelligence Marketing Client Service Team Implementation Manager Product Development Manager Trainers Treasury Credit FX Cap Mkts Trade Other
  6. 6. 6Why you need a Strategic Advisor –Not just a Bank You have a Relationship Manager, who:  Single point of contact  Has your interests in mind  Vast experience managing relationships  Knows your company’s business strategy  Innate knowledge of YOUR business model and industry  Backed by team / senior management / decision makers  Communicates effectively with your team World-class solutions / technology Opportunities for competitive pricing / cost control Risk mitigation: operational, industry, credit10/20/2010 Copyright 2010. Turningpoint Communications
  7. 7. 7Leveraging your Advisor:In ways you may not have thought about Your Relationship Manager can help you with: – Selling you / your ideas to your senior management – Marketing/ Communications: Client Features  Promotional communications: Success Stories, Case Studies, Testimonials – Industry trends, research and analysis, competitive intelligence – Perks: Business is not “ALL business”  Patriots Tickets, Thought Leadership Event Admission. Benefits to you and your business: – Promote yourself – Compete through access to the industry’s best tools – Leverage reporting tools: automating processes, cost controls10/20/2010 Copyright 2010. Turningpoint Communications
  8. 8. 8Shhhhh! Bankers’ Secrets Replacing you as a client is VERY expensive Lack of a scorecard or Account Analysis may open the door for a competitor (Bankers do not like to play Defense) Cross selling opportunity / increasing share of wallet is important in relationship pricing People prefer to work with people they like Bank systems are tracking your service levels Good RMs are like the “Pied Piper”10/20/2010 Copyright 2010. Turningpoint Communications
  9. 9. 9“Yellow” Flags Financial Crisis: TARP money / Payback Banks in acquisition / merger mode – Lack of focus on the business, product development, YOU Excessive turnover Communication breakdowns “Free” – It comes with a price10/20/2010 Copyright 2010. Turningpoint Communications
  10. 10. 10Steps YOU can take to make yourBanking Advisor the best s/he can be Understand and maintain service expectations Establish milestones and celebrate success Communicate both ways Proactively set meetings – Share your commendations and concerns Manage the relationship well and keep score, Add to your annual review10/20/2010 Copyright 2010. Turningpoint Communications
  11. 11. 11Service Level Agreements /Scorecards: Keeping Track Use industry standard or create your own – Incorporate everything you can quantify: performance, tangibles, intangible items, frequency / method of communication / meetings Measure all banking relationships in the same way Refine document as business changes – Volumes +/-, products used Ensure a support team is in place If sold, participate in meetings with new bank for a smooth transition10/20/2010 Copyright 2010. Turningpoint Communications
  12. 12. 12Analysis Statements: Request andUnderstand it  Are you receiving your statement?  It is your right and responsibility!  Details hard fees vs. compensating balances.  Use to help negotiate better alternative services and better pricing.10/20/2010 Copyright 2010. Turningpoint Communications
  13. 13. 13What we talked about • Making the most of a strategic bank advisor  Strategic Advisors offer a comprehensive suite of services – beyond banking  Use your partner wisely • Evaluate your banking relationship regularly • Understand and escalate “Yellow” Flags • Together you and your bank can do great things10/20/2010 Copyright 2010. Turningpoint Communications
  14. 14. 14Contact InformationLaurel Egan Kenny, PresidentTurningpoint Communications339-793-3485laurel@turningpointcommunications.comwww.turningpointcommunications.com Patricia Mullin, Vice President Manager, Treasury Management Cambridge Trust Company 617-441-1408 patricia.mullin@cambridgetrust.com www.cambridgetrust.com10/20/2010 Copyright 2010. Turningpoint Communications
  15. 15. 15Treasury Information: Alphabet SoupFrom ACH to ZBA ACH  TMANE Ernst & Young Cash management Survey http://www.ey.com/US/en/Industries/Banking---Capital- Markets/Banking_and_Capital_Markets_Cash_Management_Advisory_Services AFP  NEACH Service Level Agreements ARC  NACHA The Association for Financial Professionals www.afponline.org BAI  POP AFP Payment Fraud and Control Study www.afponline.org/pub/pdf/2009_Payments_Fraud_Survey.pdf CCD  POS AFP Best Payments Practices & Policies www.afponline.org/pub/pdf/BESTPRA4.pdf CTP  PP Phoenix Hecht Blue Book of Pricing EDI  TM www.phoenixhecht.com/treasuryresources/PDF/BBExecSumm.pdf RDC ROI Calculator FX  SWIFT www.RemoteDepositCapture.com IAP  ZBA Preview Yield Advantage for Governmental Entities www.GFOA.org10/20/2010 Copyright 2010. Turningpoint Communications

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