1. Building Client Loyalty and
Increasing Wallet Share
Developing Strong
Business Banking Relationships
March 2013
Version 4
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2. Building Loyalty, Increasing Wallet
Share
We are assuming. . .
Your bank is active with the businesses in your
community.
You have a team of Bankers who support the
business owners in your community.
This is their story. . .
Your Commercial Banking Team.
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3. Building Loyalty, Increasing Wallet
Share
Building “Strong” Commercial Banking
Relationships has 3 Outcomes. . .
1.Building Sustainable Top-Line Growth
2.Building Sustainable Credit Quality
3.Building Sustainable Margins
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4. Building Loyalty, Increasing Wallet
Share
Keeping it simple. . .
1.Don’t lose your most profitable clients.
2.Lock down your “undersold” clients.
3.Acquire the prospects that build sustainable
revenue (and a sustainable brand).
Undoable in today’s environment?
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5. The Key Drivers
As Simple as Possible. . .
1.Consistent Execution of a Client Experience
2.Consistent Execution is driven by the
Leadership of the Executive Suite (not just CEO,
the whole Executive Suite)
But, what are we Consistently Executing?
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6. A Few Definitions
High-Performing Bankers use 3 “strategies”
A Transaction Strategy (responding to an opportunity)
A Market Strategy (allocating their limited time to the
“right” Clients, Prospects and COIs; proactively managing
their time toward the best “lead sources”)
A Relationship Strategy (“strategically” developing their
relationship with significant clients, prospects and COIs)
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7. Building Loyalty and
Increasing Wallet Share (The Checklist)
1. An Articulated Market Development Process
2. An Articulated Relationship Development Process
3. Vertically Aligned Messaging of the Priorities (led by
the Executive Suite)
4. Vertical Accountability for “Executing” the Articulated
Processes (led by the Executive Suite)
5. Coaching Team Members on building strong business
relationships (Focused by E-Suite)
This. . . is what we’re executing.
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8. 1. A Defined Market Development Process
A Market Development Process focuses on 4 sets of
Relationships.
Retention Relationships (the top 10% based on
metrics)
Expansion Relationships (significant expansion
opportunities within 18 months)
Acquisition Relationships (matches a credit and profit
profile)
COI Relationships (the 3 rd
parties who already know
those above)
Other examples and definitions are shown in your handouts 8 MZ BIERLY CONSULTING

9. The Market Development Process. . .
A Model for Market Focus
50% Reactive 50% Proactive
50% Proactive
Transactions Leads
Leads
It Balances the Proactive
and Reactive Activity within
Your Market.
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10. 2. A Defined Relationship Development Process
Sustainable growth in revenue is built with
proactive relationship development.
Never lose a Retention Relationship.
Get in front of opportunities in Expansion
Relationships.
Be consistent pursuing Acquisition
Relationships.
Stay in front of the Right COIs.
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11. Where do You Stand?
Resources Most Often Relied on for Advice on Addressing Business Issues
Business Commercial
Resource Banking Banking
Internal Management Team 66% 63%
Peer at Another Company 20% 23%
Outside Consultant 17% 22%
My Insurance Broker 11% 13%
Accountant 16% 11%
Commercial Banker 10% 4%
Lawyer 3% 3%
Investment Banker 2% 1%
Other 9% 6%
Greenwich Market Pulse, July 2012 11 MZ BIERLY CONSULTING

12. Building a “Different” Relationship
 Business Acumen* is bringing Business Issue
Insights and Unsolicited Financial Ideas to the table
 A significant “differentiator” in a competitive
marketplace
 Highly effective in proactive situations
 Product Acumen is important in reactive situations
 Less of a differentiator in proactive situations
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13. Building “Loyal and Deep” Relationships
What are Decision Makers Looking for?
1.It depends on what they “value”. Different Decision
Makers value different “things”.
2.Value-added is not the value you want to add, it’s the
value that the Decision Maker is looking for. . . the Decision
Maker’s “value driver”.
3.Strong relationships are built when we understand and
align with the value driver of a Decision Maker.
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14. Building a “Default” Value Proposition
Value Driver = What the Decision Maker is “looking for”
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15. Shifting the Conversation. . . A “Business
Acumen” Conversation
Use this Question Set to Demonstrate Business
Use this Question Set to Demonstrate Business
Acumen and Building Relationship Momentum
Acumen and Building Relationship Momentum
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These conversation areas align with a Business
These conversation areas align with a Business
Owner’s Business Issues, Business Objectives,
Owner’s Business Issues, Business Objectives,
Business Operations and Financial Management
Business Operations and Financial Management
Processes. These questions demonstrate Business
Processes. These questions demonstrate Business
Acumen!!
Acumen!!
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16. 3. Vertically Aligned Messaging of the Priorities
(led by the Executive Suite)
Sustainability is “led” by Messaging the Priorities.
What are the most important things your
Commercial Team does every week?
Reduce the messaging to no more than 5
priorities.
Re-establish the Priorities every week (from
the CEO on down).
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17. 3. Vertically Aligned Messaging of the Priorities
Performance and “Motivational” sources
 High-performers (top 10%), Intrinsic
 The Core of Team (80%), Extrinsic
 Low-performers (bottom 10%), Mis-Match
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18. Extrinsic Motivation, Consistent Messaging
Extrinsically motivated Bankers monitor their
environment for clues and cues to determine
what is acceptable behavior and
then respond accordingly.
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19. Vertically Aligned Messaging of the Priorities
1. Prioritizing the Messages
 Have you prioritized the messages?
 Are you staying on the prioritized messages?
2. Adjusting the Behaviors
 Have you assessed the skill sets?
 Have you built a coaching plan?
 Are you “formally” coaching?
3. Adjusting the Infrastructure
 Does it support the messaging you’re delivering?
 Does it support the behaviors you want?
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20. 4. Vertical Accountability for “Executing” the
Articulated Processes Every Week
(led by the Executive Suite)
Consistent Execution means continually
prioritizing the Messages. . .
Monday Morning Sales Meetings
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21. 5. Coaching Team Members on Building Strong
Business Relationships
Continually “growing” the right Behaviors
Scheduled, Bi-Weekly, One-on-One
Coaching
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22. Building Loyalty, Increasing Wallet Share
(The Checklist)
An Articulated Market Development Process
An Articulated Relationship Development Process
Vertically Aligned Messaging of the Priorities (led by
the Executive Suite)
Vertical Accountability for “Executing” the Articulated
Processes (led by the Executive Suite)
Coaching Team Members on building strong business
relationships (focused by the E-Suite)
This. . . is what we’re leading.
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23. The 5 Key Drivers
This. . . is what we’re leading.
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