Tips on How to Optimize Your Client Engagement in an extremely competitive landscape, how can you develop a strategy of differentiation without battling it out on cost? You deliver an ideal client experience. With the creation of the ultimate client experience, you can separate yourself from the log jam of competitors while also creating a roster of clients who will sing your praises in the marketplace. Through this enhancement, you will also create a culture of pride and positivity in your firm. In this presentation, Rich will walk the audience through: -Tips to optimize client engagement -The identification of current status vs. ideal status of your client experience -How to implement internal strategies to build a new culture of excellence in your company

1. S
Leveraging Client
Experience to Create
Raving Fans
Presented By:
Rich Bracken
Marketing & Business Development Executive

2. Takeaways
• Internal Strategies to Build New Culture
• Optimize Client Engagement
• Current Status vs. Ideal Status

3. About Me
• Director of Marketing for Payless ShoeSource
• 4,496 stores nationwide
• $3 billion in revenue; $72 million online
• Marketing Manager for Caesar’s Entertainment
• Focus on client service
• Intelligent slot machine based on player behavior

4. Does Client Experience Matter?

5. S
Internal Strategies to
Build New Culture

6. Engage Your Teams!
• Humility & Communication = Improvement
• Middle Management = Silent
• Ideas typically come from bottom and top
• Client Service Wins the Day
• Employee Education
• Shift from “Tellers” to “Advisers”

7. Engage Your Community
• Find out what your clients need, then deliver
• Don’t be afraid of pain point acknowledgement
• Leverage storytelling in your marketing

8. The “Cheers!” Effect
• Client Service Comes 1st no
matter what
• Every person is a story & a
relationship

9. Be Aware of Chatter
• When was the last time you saw someone post
something on social media about their bank’s interest
rates?
• When was the last time you told someone at a dinner
party about your free checking?
• You always hear comments about the experience, either
good or bad, never neutral.

10. Empower Your Front Line
• Real Time Training
• Convenient Desktop Resources
• Ongoing Education
• Professional Development

11. Damages
• A majority of banks and credit unions reported that 30%
or more of key “go to” staffs daily time is spent supporting
front line staff questions.
• Customers wait
• Employees scramble

12. S
Optimize Client
Engagement

13. 3 Basic Needs
• Build Trust
• Be Transparent
• Stay Consistent & Reliable

14. Strategic Methods for
Engagement
• Client Journey Mapping
• Seamless Digital Experience
• Client Profiles
• Financial Education for Clients

15. Client Journey
Awareness Consideration Acquisition Service Loyalty
Only 37% of banks report having any sort of customer journey process in place!
- Silvercloud

17. Leveraging Fintech & Data
• Using biometrics (voice ID, eye scanning, etc.) to
increase security
• Integrating systems and converting old data to new
formats
• Using customer data and social media to enhance bank
marketing and geographically target customers
• Customizable engagement based on data trends and
behaviors

18. Client Profiles
• Creating targeted messages and campaigns based on client data
• Targeted ROI Tracking
• Prioritization of highly engaged clients
• Personalized interactions on communication preferences
• Phone
• Social Media
• E-mail
• Customer messaging is more targeted based on trends and recent
behavior

19. Distinct Multichannel
Segments
Established: upscale, well-
educated empty nesters, many of
whom have retired
Sophisticate: upscale, well-
educated, middle-aged
professionals, have kids
Traditionalist: midscale seniors,
most whom have retired
Connected: youngest segment with
the most kids. More racially and
ethnically diverse
Practical: midscale, middle-aged,
diverse; some with kids

20. Connect Strategically
Established
• Support both branch and online
• Build trust and confidence in mobile banking
• Focus on tablet usage to expand and diversify their channel usage
Sophisticate
• Banking needs to fit busy lifestyle
• Value ease and convenience of smartphones, tablets and withdrawing cash
from ATM
• Show efficiency and they will be open to other channels
Traditionalist
• Visit their local branch
• Open to online and mobile
• Use of tablets
Connected
• Use mobile banking or call center
• Reach by smartphones
• Encourage other channels by emphasizing speed and efficiency
Practical
• Value the speed and convenience of online banking and the call center to
manage finances
• Build trust in mobile banking
• Open to mobile via smartphones

21. Educate Your Client
• Bank of Oak Ridge (NC)
• Deployed a knowledge
base to clients digitally
• Immediately saw a 64%
drop in technology related
questions
• Frees up client service
opportunities

22. S
Current Status vs. Ideal
Status

23. Status to Analyze
• Competition
• Digital Experience
• Branch Engagement
• Customized Experience

24. Competition

25. Seamless Digital – BB&T Bank

26. According to a Banking
Technology article, “Research from
Google has shown that 46% of
people managing their finances
online switch between devices
before completing the activity.
Often customers will start research
on a smartphone before migrating
to a PC or tablet to dig deeper into
the information they need.”
Critical Need

27. Capital One - Boston

28. Umpqua – Bellingham, WA

29. Umpqua – San Francisco

30. Customized Experience – Case
Study
Response increased by 79% with only a 6% increase in budget
when data analytics was used in conjunction with a direct mail
campaign.
To position this regional bank as the premier regional banking choice for personal checking
options in the Southeast and support efforts in growing the number of new checking accounts.
After completing a discovery process with the client, we decided to launch a data targeted
campaign that would complement a targeted direct mail program.
We build a one month targeted campaign in the South Mississippi, North Mississippi, and
Alabama areas targeted to a segment of the bank’s direct mail list. The campaign was
centered around new checking or business account acquisitions with a vanity URL created for
the campaign and installed with Google Analytics for tracking purposes.
Time on site for audience visitors was 40% higher and bounce rate was 3.5% lower than the
site average. The direct mail side of the campaign generated a response rate of .61% while the
data driven campaign generated a 1.09% response rate. An increase overall budget by 5.83%
for data campaign helped generate a 79% lift in overall campaign effectiveness.
Problem
Process
Plan
Performanc
e

31. Disclaimer: The views expressed in this presentation are those of the presenter based on external research and personal experience; they do not necessarily reflect the views of
Stinson Leonard Street LLP.