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 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
 Branch Manager As Inside Coach & Outside Business Developer
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Branch Manager As Inside Coach & Outside Business Developer

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This is an excerpt from a recent webinar on the evolving role of the branch manager

This is an excerpt from a recent webinar on the evolving role of the branch manager

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  • 1. MZ BIERLY CONSULTING Branch Manager as Inside Sales Coach and Outside Business Developer Buck Bierly David Kerstein MZ BIERLY CONSULTING, INC. Peak Performance Consulting
  • 2. NoticeThis publication is protected by copyright. It is licensed for a single user. It islicensed for internal use only.Copyright © 2007-2012 MZ BIERLY CONSULTING, INC.ALL RIGHTS RESERVEDCopyright © 2012 Peak Performance Consulting Group.ALL RIGHTS RESERVED Page 2 MZ BIERLY CONSULTING
  • 3. Building a Relationships withSME Business Owners (excerptfrom Webinar) Page 3 MZ BIERLY CONSULTING
  • 4. The Human TouchMany Business Owners arelooking for a point of contact. . .a point of contact they cancount on (more on that later).Greenwich Associates, August 2011 Page 4 MZ BIERLY CONSULTING
  • 5. The Human TouchCompanies want the “human touch”From late 2009 to July 2011, companies began putting more stock in the“human touch.” Over that period, the share of small businesses citing theInternet platform as the single most important point of interaction with theirbank declined from 24% to 18%.The Relationship Manager is the most important point of contactMeanwhile, the share of small businesses naming their relationship manageras their most important point of contact jumped from 48% to 53%; amongmidsized companies that share increased from 60% in December 2009 to 71%in July 2011.Greenwich Associates, August 2011 Page 5 MZ BIERLY CONSULTING
  • 6. What are Business Owners Looking For?1. Most businesses (and most banks!) were growing with the “robust” economy; spreads and fee income were strong and business was walking in the door2. From 2001 to 2008 most banks focused on customer service and responsiveness3. The recession changed that. . . Now there are fewer opportunities and more competitionIn today’s environment, will customer service and responsivenessbe enough to win a relationship with the SME Business Owner? Page 6 MZ BIERLY CONSULTING
  • 7. There are Different Levels of a Relationship1. Not all Relationships with Business Owners are the same2. Not all Business Owners want the same level of relationship with a Banker3. Not all Bankers can build all levels of relationship with a Business Owner Make an Important Decrease Contribution Contribute to 5 Organizational Issues Contribute to 4 Business Issues Competition Price Importance of Sensitivity Features Provide “Good” 3 Service and Support Deliver “Good” Product 2 and/or Service Increase Sell Product Deliver Commodity that 1 Meets Specifications Page 7 MZ BIERLY CONSULTING
  • 8. What Many Business Owners are Saying This study correlates skills with “Customer Satisfaction” and with the likelihood a Business Owner would refer you to other Business Owners. Data from the Enterprise Council on Small Business Page 8 MZ BIERLY CONSULTING
  • 9. What Many Business Owners are Saying The Key Skills from the Study. Data from the Enterprise Council on Small Business Page 9 MZ BIERLY CONSULTING
  • 10. What Many Business Owners are Saying The Questions that drive results and satisfaction. Data from the Enterprise Council on Small Business Page 10 MZ BIERLY CONSULTING
  • 11. Creating Success with Branch Managers asRelationship Managers1. Let’s go back to the Clients that have been successful with BMs, what was the difference? In our next webinar we’ll go down to the 50 foot view. . . For now give me the 1,000 foot view. • What did the leadership in the Bank have to do? • Did the focus affect consumer results? • Did the focus affect staffing levels? • Did the focus affect staff roles and skills development? Page 11 MZ BIERLY CONSULTING
  • 12. Can It Work with Small Business Specialists?1. Let’s go back to the Clients that have been successful with SBSs. . . what was the difference? • What did the leadership in the Bank have to do? • Did the focus affect consumer results? • Did the focus affect staffing levels? • Did the focus affect staff roles and skills development? • Any other comments?2. Can either work if you put the time and energy into it?3. Have you seen any difference in results or customer satisfaction when comparing the two models? Page 12 MZ BIERLY CONSULTING
  • 13. Final Observations:Aligning Sales Strategy with Business Goals1. It’s not just selling more products, it’s about creating deep customer relationships and high share of wallet2. Sustainable performance requires well defined, disciplined process • What prospects/customers do we call on? • Who calls on them? • How do we measure success? • How many calls, referrals, contacts do we need to make to meet business objectives? • How do we manage the on-going customer relationship?3. Training is only the tip of the iceberg • Consistent, regular coaching • The right people in the right place • Transmitting best practices • Rewards and recognition Page 13 MZ BIERLY CONSULTING
  • 14. Visit Our Website for Additional Webinars and OurNewslettersOur next live webinars in this series:Date: February 27,2012Topic: Building and Sustaining anEffective Branch Sales OrganizationDate: March 19Topic: Building Business Acumen:Coaching Branch ManagersTo find out more about all of ourupcoming webinars visithttps://mzbierlyconsulting.webex.comor call Susan Lersch at (610) 296-4771 Page 14 MZ BIERLY CONSULTING

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