The document discusses how retail banks can improve the performance of their branch networks in a multichannel banking world. It recommends a three-phase program: 1) Diagnose branch performance through external and internal benchmarking, 2) Develop a target branch model focused on key commercial and operational levers, 3) Implement improvements through pilots and dashboards to monitor branch-level progress. Banks that excel professionalize daily routines, improve sales interactions, shift transactions to digital channels, and focus on customer experience. A dedicated program can transform average branches into great performers.
This document discusses strategic groups and provides an analysis of MCB Bank. It begins by defining strategic groups as clusters of firms with similar competitive approaches and market positions. It then provides characteristics to map the strategic groups of several Pakistani banks. The document further analyzes MCB Bank's market segmentation, strategic customers, critical success factors, threshold capabilities, unique resources, core competencies, competitive advantages, and value chain. It concludes with a SWOT analysis and discussion of MCB Bank's organizational culture and paradigm of focusing on reinventing the customer experience and rearchitecting its core banking infrastructure.
MBA Projects, synopsis, and synopsis of various regular as well as distance learning undergraduate and postgraduate courses for various institutions like SMU – Sikkim Manipal University, SMUDE, AIMA, AMITY, IGNOU, SCDL, JAMIA, AMU, JHU etc.
The document discusses methods for technology vendors to grow their market share by listening to and responding to the needs of SMB partners. It outlines what SMB partners are asking from their vendors, including help developing sales and marketing plans, sales training and resources, connections to other partners, and a single point of contact. The document recommends vendors provide templates, tools, and guidance to partners to help them improve their effectiveness and drive new sales. It also describes how an outside company, CGS, can help implement and manage partner engagement programs.
Customer relationship management (crm) practices in financial sector role and...Alexander Decker
This document summarizes a research journal article about customer relationship management (CRM) practices in Zimbabwe's financial sector between 2008-2009. The researchers explored how CRM practices can attract and retain valuable corporate clients to boost bank performance. They reviewed literature on CRM and conducted a descriptive study using SPSS. The results showed positive effects of CRM and customer retention on bank performance. Specifically, CRM practices like key account management can lock in valuable customers and increase switching costs to retain customers long-term.
Customer Service Relationship Marketing StrategiesLakesia Wright
This document provides an overview of customer relationship management (CRM) strategies in the financial services industry. It discusses the benefits of relationship marketing over transactional marketing and the importance of customer retention. The document examines how to identify profitable customers and reduce customer defections through effective CRM strategies. These include segmentation techniques to target the most valuable customers and implementing rescue plans to retain customers considering switching providers. The document also discusses achieving high customer satisfaction through quality service and the implications of e-commerce for CRM strategies in financial services.
This document discusses stakeholder engagement and financial inclusion. It notes that stakeholders include customers, who are important for a company's value and survival. Creating meaningful interactions between stakeholders allows for shared objectives and solutions. The document also discusses the importance of financial inclusion and access to a variety of financial services for low-income groups to help mitigate risks and vulnerabilities. Barriers to financial inclusion include lack of identity proof, remoteness, and financial illiteracy.
Customer relationship management in indian retail banking industryiaemedu
- The document is from the International Journal of Management and discusses customer relationship management (CRM) in the Indian retail banking industry.
- It develops a framework for a Customer Relationship Management Model (CRMM) applicable to Indian retail banks and analyzes how service quality influences customer behavior and satisfaction levels.
- The results reveal a lack of CRM package adoption and awareness among bank employees, suggesting successful implementation requires creating the right culture and attitude to prioritize customer service.
This document summarizes key points from Chapter 5 of a marketing textbook on targeting customers, managing relationships, and building loyalty. It discusses segmentation strategies like technographic segmentation based on customer attitudes and use of technology. It emphasizes that firms should target customers that provide the most value, not just numbers. For services with shared facilities, the document notes that managing the customer mix is important to ensure different segments do not conflict and negatively impact the service experience. While firms would like to restrict service to targeted customers, outright refusal may be illegal, so indirect methods are recommended to discourage non-targeted customers.
This document discusses strategic groups and provides an analysis of MCB Bank. It begins by defining strategic groups as clusters of firms with similar competitive approaches and market positions. It then provides characteristics to map the strategic groups of several Pakistani banks. The document further analyzes MCB Bank's market segmentation, strategic customers, critical success factors, threshold capabilities, unique resources, core competencies, competitive advantages, and value chain. It concludes with a SWOT analysis and discussion of MCB Bank's organizational culture and paradigm of focusing on reinventing the customer experience and rearchitecting its core banking infrastructure.
MBA Projects, synopsis, and synopsis of various regular as well as distance learning undergraduate and postgraduate courses for various institutions like SMU – Sikkim Manipal University, SMUDE, AIMA, AMITY, IGNOU, SCDL, JAMIA, AMU, JHU etc.
The document discusses methods for technology vendors to grow their market share by listening to and responding to the needs of SMB partners. It outlines what SMB partners are asking from their vendors, including help developing sales and marketing plans, sales training and resources, connections to other partners, and a single point of contact. The document recommends vendors provide templates, tools, and guidance to partners to help them improve their effectiveness and drive new sales. It also describes how an outside company, CGS, can help implement and manage partner engagement programs.
Customer relationship management (crm) practices in financial sector role and...Alexander Decker
This document summarizes a research journal article about customer relationship management (CRM) practices in Zimbabwe's financial sector between 2008-2009. The researchers explored how CRM practices can attract and retain valuable corporate clients to boost bank performance. They reviewed literature on CRM and conducted a descriptive study using SPSS. The results showed positive effects of CRM and customer retention on bank performance. Specifically, CRM practices like key account management can lock in valuable customers and increase switching costs to retain customers long-term.
Customer Service Relationship Marketing StrategiesLakesia Wright
This document provides an overview of customer relationship management (CRM) strategies in the financial services industry. It discusses the benefits of relationship marketing over transactional marketing and the importance of customer retention. The document examines how to identify profitable customers and reduce customer defections through effective CRM strategies. These include segmentation techniques to target the most valuable customers and implementing rescue plans to retain customers considering switching providers. The document also discusses achieving high customer satisfaction through quality service and the implications of e-commerce for CRM strategies in financial services.
This document discusses stakeholder engagement and financial inclusion. It notes that stakeholders include customers, who are important for a company's value and survival. Creating meaningful interactions between stakeholders allows for shared objectives and solutions. The document also discusses the importance of financial inclusion and access to a variety of financial services for low-income groups to help mitigate risks and vulnerabilities. Barriers to financial inclusion include lack of identity proof, remoteness, and financial illiteracy.
Customer relationship management in indian retail banking industryiaemedu
- The document is from the International Journal of Management and discusses customer relationship management (CRM) in the Indian retail banking industry.
- It develops a framework for a Customer Relationship Management Model (CRMM) applicable to Indian retail banks and analyzes how service quality influences customer behavior and satisfaction levels.
- The results reveal a lack of CRM package adoption and awareness among bank employees, suggesting successful implementation requires creating the right culture and attitude to prioritize customer service.
This document summarizes key points from Chapter 5 of a marketing textbook on targeting customers, managing relationships, and building loyalty. It discusses segmentation strategies like technographic segmentation based on customer attitudes and use of technology. It emphasizes that firms should target customers that provide the most value, not just numbers. For services with shared facilities, the document notes that managing the customer mix is important to ensure different segments do not conflict and negatively impact the service experience. While firms would like to restrict service to targeted customers, outright refusal may be illegal, so indirect methods are recommended to discourage non-targeted customers.
Metropolitan Bank organized its Retail Banking Group around three major business lines in 1992: Regional Consumers, Commercial & Professional Business, and National Business. These lines catered to different customer classes. The Retail Banking Group generated 32% of the bank's revenues and net income that year. The organization developed strategies, business synergies, and linkages to better assess profitability of customers and products.
Learn about Modernizing banking with business analytics.Harnessing information to deliver the insights that build profitability.With its proven technology and hallmarks of scalability, security and availability, System z offers a robust, cost-effective and secure solution for delivering the next generation of banking solutions.To know more about System z, visit http://ibm.co/PNo9Cb.
Few firms consider “whether all of their individually desirable customers are, from the standpoint of risk, desirable collectively” (Dhar and Glazer 2003). Dr. Beth Walker, ASU, and Dr. Crina Tarasi, Central Michigan University, present the findings of two papers that highlight the importance of considering the likely variability of revenue streams produced by customers when thinking about who to target with your marketing segmentation efforts. Although risk management is central to financial portfolio theory, and occupies much of the thinking of a CFO, in marketing, researchers have given little attention to thinking about risk as it relates to market segmentation and selecting the portfolio of customers that we choose to serve. In this presentation, Dr. Beth Walker and Dr. Crina Tarasi share their research that demonstrates how the fundamental tools of analysis used by professional investors to manage the risk and variability of a stock portfolio can be effectively applied to managing a firm’s portfolio of customers. Borrowing from financial portfolio theory, the research centers on approaches to reducing the variability or risk associated with a firm’s customer portfolio without sacrificing the level of cash flows.
Impact of Customer Relationship Management on Customers loyalty . Falana Temitope
A survey research on the impact of Customer Attraction , Customer retention, Customer satisfaction programs on Customers loyalty. In Asaba, Delta State, NIgeria .
This document discusses recommendations for improving various capabilities in customer experience. It begins with a gap analysis identifying areas where many organizations lack capabilities in technology/data management, knowledge management, quality management, performance management, training/development, workforce management, and customer analytics. For each area, it proposes solutions such as implementing Salesforce for CRM, a knowledge management tool, call recording/speech analytics, an agent scorecard, gamification, online training software, workforce management software, and integrating customer data sources. The goal is to provide a better customer experience, increase metrics like CSAT and FCR, and improve business performance.
Kotak Mahindra Bank was established in 1985 as a non-banking financial company and was granted a banking license in 2003, making it the first company to convert to a bank. The document discusses Kotak Mahindra Bank's customer relationship management practices, including maintaining effective communication with customers, resolving issues in a timely manner, and gathering customer feedback to understand their needs and maintain healthy relationships. A survey of 100 customers found that the majority felt they received correct information from the bank and that their problems were resolved quickly, demonstrating that Kotak Mahindra Bank effectively manages customer relationships.
This document provides a summary of a research report on customer relationship management in the banking sector. It discusses:
1) How CRM has become important for retaining customers and maximizing their lifetime value in the competitive banking industry.
2) The methodologies used in the research project, including a literature review, survey questionnaire, and analysis of customer perceptions of banks' CRM strategies and technologies.
3) The objectives of examining CRM's impact on customer satisfaction and offering suggestions to improve banks' CRM practices.
1) B2B CRM is different than B2C CRM as the customer in B2B is typically a representative of the buying organization, but this is changing as suppliers try to exert more influence along the value chain.
2) In B2B, the decision maker is often changing and at different levels, so suppliers must develop relationships with a new "integrated business solution" customer.
3) Effective B2B account management requires clear account ownership, refined customer management processes, understanding account profitability, and incentives that encourage global integrated solutions.
This document discusses how Microsoft Dynamics CRM can help financial institutions improve contact center operations. It provides an overview of challenges in the banking industry and how contact centers can address them. The document also presents a case study of Banca Transilvania, which saw a 30% increase in telesales productivity after implementing Microsoft Dynamics CRM. Key benefits included improved customer data tracking, access to customer histories, automated workflows, and reporting. The conclusion states that Microsoft Dynamics CRM can provide a cost-effective CRM solution to help drive sales, customer loyalty, and return on investment for banks.
Impact of crm on customer loyalty and customer retention with reference to au...MANISH KUMAR CHAUHAN
The document discusses the impact of customer relationship management (CRM) on customer loyalty and retention in the automobile sector in India. It first defines CRM and provides background on the size and importance of the automobile industry in India. The study aims to analyze how CRM affects customer satisfaction and retention. A survey was conducted of 100 two-wheeler owners in New Delhi to understand their satisfaction with automobile service performance, customer care, and retention. The findings show that over 90% of customers were satisfied with services, leading to loyalty and retention. However, some aspects like explaining charges and paperwork timing need improvement. The research concludes that trust, on-time service, and commitment to customers are key factors for loyalty in
The document provides an overview of Hinduja Global Solutions (HGS) including its capabilities in customer lifecycle management, industries served, full service continuum, case studies, and touch point strategy. HGS is a global BPO provider majority owned by Hinduja Group with over $175M in revenue, 80 clients, and operations in 7 countries. It focuses on delivering a seamless customer experience through multiple touch points and channels.
Driven by challenges on competition, rising customer expectation and shrinking
margins, banks have been using technology to reduce cost. Apart from competitive
environment, there has been deregulation as to rate of interest, technology intensive
delivery channel like Internet Banking, Tele Banking, Mobile banking and Automated
Teller Machines (ATMs) etc have created a multiple choice to user of the bank. The
banking business is becoming more and more complex with the changes emanating from
the liberalization and globalization. For a new bank, customer creation is important, but
an established bank it is the retention is much more efficient and cost effective
mechanism.
CRM aims to understand customers and personalize their experiences. It can benefit banks by creating value for customers and competitive advantages. However, CRM often fails due to faulty assumptions that relationships can be systematically managed and that salespeople will enjoy added administrative tasks. To successfully implement CRM, banks must identify initiatives, invest in supportive technology, set targets, evaluate performance, and take corrective actions. A new CRM system helped one bank reduce data entry time and provide unified customer insights across departments.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
This document provides an overview of key concepts related to customer relationship management (CRM). It discusses customer value, total cost of ownership, sources of customer value, customer expectations and the factors that influence expectations. It also covers customer satisfaction, customer centricity, customer acquisition, and customer retention. The key points made are that CRM aims to create and deliver value to targeted customers at a profit, customer expectations are influenced by previous experiences and communications, and acquiring, satisfying and retaining customers are important aspects of a successful CRM strategy.
CRM Trends that Transcend: Learning from For-Profit and Nonprofit OrganizationsBlackbaud
This document outlines the agenda and content for a presentation on CRM trends for both non-profit and for-profit organizations. The presentation discusses how CRM has evolved from data processing to next-gen CRM approaches, and how non-profits and for-profits can learn from each other in areas like constituent master data management, integrated donor management systems, and leveraging events vendors. The presentation also compares the "value chain" model used by for-profits to the activities involved in fulfilling a non-profit's mission.
This document discusses the implementation of customer relationship management (CRM) practices at ICICI Bank, a major private bank in India. It provides an overview of ICICI Bank's CRM strategy, which involves understanding customers, developing customized products and services, interacting with and delivering value to customers, and acquiring and retaining valuable customers. The key aspects of implementing CRM at ICICI Bank included focusing on business needs, organizational structure, metrics, marketing, and technology. ICICI Bank deployed a CRM solution from Siebel and a data warehouse to gain insights from customer data and better manage customer relationships.
- The document summarizes the findings of a 2006 research study on customer satisfaction with banks in Zambia.
- The study found that customers had many complaints about long wait times, poor customer service, lack of seating, and other issues.
- However, some customers also praised aspects like reliable service and good customer relations.
- The implications are that banks need to improve their customer orientation and reposition their operations to better meet customer needs and build loyalty to ensure future survival and profitability in the competitive banking environment.
The document analyzes the relationship marketing strategy of Spirit Bank, a regional bank in Oklahoma. It discusses how Spirit Bank can improve its approach to move beyond a product-focused marketing strategy to one focused on building customer relationships and loyalty over the long term. Some key areas for Spirit Bank to focus on include understanding customer needs and lifetime value, investing in improved information systems and training, and adopting a process-based marketing approach with a focus on customer experience.
Banks are increasingly targeting the large and profitable small- and medium-business (SMB) market but struggle to attract, retain, and serve SMB customers due to a lack of understanding of their needs. Accenture helps banks gain insights into SMB customers through analytics to reduce costs and risks associated with growing their SMB business. Accenture pairs analytics capabilities with technologies to create a rich 360-degree view of each SMB customer and tailor interactions accordingly to drive profitable growth.
Metropolitan Bank organized its Retail Banking Group around three major business lines in 1992: Regional Consumers, Commercial & Professional Business, and National Business. These lines catered to different customer classes. The Retail Banking Group generated 32% of the bank's revenues and net income that year. The organization developed strategies, business synergies, and linkages to better assess profitability of customers and products.
Learn about Modernizing banking with business analytics.Harnessing information to deliver the insights that build profitability.With its proven technology and hallmarks of scalability, security and availability, System z offers a robust, cost-effective and secure solution for delivering the next generation of banking solutions.To know more about System z, visit http://ibm.co/PNo9Cb.
Few firms consider “whether all of their individually desirable customers are, from the standpoint of risk, desirable collectively” (Dhar and Glazer 2003). Dr. Beth Walker, ASU, and Dr. Crina Tarasi, Central Michigan University, present the findings of two papers that highlight the importance of considering the likely variability of revenue streams produced by customers when thinking about who to target with your marketing segmentation efforts. Although risk management is central to financial portfolio theory, and occupies much of the thinking of a CFO, in marketing, researchers have given little attention to thinking about risk as it relates to market segmentation and selecting the portfolio of customers that we choose to serve. In this presentation, Dr. Beth Walker and Dr. Crina Tarasi share their research that demonstrates how the fundamental tools of analysis used by professional investors to manage the risk and variability of a stock portfolio can be effectively applied to managing a firm’s portfolio of customers. Borrowing from financial portfolio theory, the research centers on approaches to reducing the variability or risk associated with a firm’s customer portfolio without sacrificing the level of cash flows.
Impact of Customer Relationship Management on Customers loyalty . Falana Temitope
A survey research on the impact of Customer Attraction , Customer retention, Customer satisfaction programs on Customers loyalty. In Asaba, Delta State, NIgeria .
This document discusses recommendations for improving various capabilities in customer experience. It begins with a gap analysis identifying areas where many organizations lack capabilities in technology/data management, knowledge management, quality management, performance management, training/development, workforce management, and customer analytics. For each area, it proposes solutions such as implementing Salesforce for CRM, a knowledge management tool, call recording/speech analytics, an agent scorecard, gamification, online training software, workforce management software, and integrating customer data sources. The goal is to provide a better customer experience, increase metrics like CSAT and FCR, and improve business performance.
Kotak Mahindra Bank was established in 1985 as a non-banking financial company and was granted a banking license in 2003, making it the first company to convert to a bank. The document discusses Kotak Mahindra Bank's customer relationship management practices, including maintaining effective communication with customers, resolving issues in a timely manner, and gathering customer feedback to understand their needs and maintain healthy relationships. A survey of 100 customers found that the majority felt they received correct information from the bank and that their problems were resolved quickly, demonstrating that Kotak Mahindra Bank effectively manages customer relationships.
This document provides a summary of a research report on customer relationship management in the banking sector. It discusses:
1) How CRM has become important for retaining customers and maximizing their lifetime value in the competitive banking industry.
2) The methodologies used in the research project, including a literature review, survey questionnaire, and analysis of customer perceptions of banks' CRM strategies and technologies.
3) The objectives of examining CRM's impact on customer satisfaction and offering suggestions to improve banks' CRM practices.
1) B2B CRM is different than B2C CRM as the customer in B2B is typically a representative of the buying organization, but this is changing as suppliers try to exert more influence along the value chain.
2) In B2B, the decision maker is often changing and at different levels, so suppliers must develop relationships with a new "integrated business solution" customer.
3) Effective B2B account management requires clear account ownership, refined customer management processes, understanding account profitability, and incentives that encourage global integrated solutions.
This document discusses how Microsoft Dynamics CRM can help financial institutions improve contact center operations. It provides an overview of challenges in the banking industry and how contact centers can address them. The document also presents a case study of Banca Transilvania, which saw a 30% increase in telesales productivity after implementing Microsoft Dynamics CRM. Key benefits included improved customer data tracking, access to customer histories, automated workflows, and reporting. The conclusion states that Microsoft Dynamics CRM can provide a cost-effective CRM solution to help drive sales, customer loyalty, and return on investment for banks.
Impact of crm on customer loyalty and customer retention with reference to au...MANISH KUMAR CHAUHAN
The document discusses the impact of customer relationship management (CRM) on customer loyalty and retention in the automobile sector in India. It first defines CRM and provides background on the size and importance of the automobile industry in India. The study aims to analyze how CRM affects customer satisfaction and retention. A survey was conducted of 100 two-wheeler owners in New Delhi to understand their satisfaction with automobile service performance, customer care, and retention. The findings show that over 90% of customers were satisfied with services, leading to loyalty and retention. However, some aspects like explaining charges and paperwork timing need improvement. The research concludes that trust, on-time service, and commitment to customers are key factors for loyalty in
The document provides an overview of Hinduja Global Solutions (HGS) including its capabilities in customer lifecycle management, industries served, full service continuum, case studies, and touch point strategy. HGS is a global BPO provider majority owned by Hinduja Group with over $175M in revenue, 80 clients, and operations in 7 countries. It focuses on delivering a seamless customer experience through multiple touch points and channels.
Driven by challenges on competition, rising customer expectation and shrinking
margins, banks have been using technology to reduce cost. Apart from competitive
environment, there has been deregulation as to rate of interest, technology intensive
delivery channel like Internet Banking, Tele Banking, Mobile banking and Automated
Teller Machines (ATMs) etc have created a multiple choice to user of the bank. The
banking business is becoming more and more complex with the changes emanating from
the liberalization and globalization. For a new bank, customer creation is important, but
an established bank it is the retention is much more efficient and cost effective
mechanism.
CRM aims to understand customers and personalize their experiences. It can benefit banks by creating value for customers and competitive advantages. However, CRM often fails due to faulty assumptions that relationships can be systematically managed and that salespeople will enjoy added administrative tasks. To successfully implement CRM, banks must identify initiatives, invest in supportive technology, set targets, evaluate performance, and take corrective actions. A new CRM system helped one bank reduce data entry time and provide unified customer insights across departments.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
This document provides an overview of key concepts related to customer relationship management (CRM). It discusses customer value, total cost of ownership, sources of customer value, customer expectations and the factors that influence expectations. It also covers customer satisfaction, customer centricity, customer acquisition, and customer retention. The key points made are that CRM aims to create and deliver value to targeted customers at a profit, customer expectations are influenced by previous experiences and communications, and acquiring, satisfying and retaining customers are important aspects of a successful CRM strategy.
CRM Trends that Transcend: Learning from For-Profit and Nonprofit OrganizationsBlackbaud
This document outlines the agenda and content for a presentation on CRM trends for both non-profit and for-profit organizations. The presentation discusses how CRM has evolved from data processing to next-gen CRM approaches, and how non-profits and for-profits can learn from each other in areas like constituent master data management, integrated donor management systems, and leveraging events vendors. The presentation also compares the "value chain" model used by for-profits to the activities involved in fulfilling a non-profit's mission.
This document discusses the implementation of customer relationship management (CRM) practices at ICICI Bank, a major private bank in India. It provides an overview of ICICI Bank's CRM strategy, which involves understanding customers, developing customized products and services, interacting with and delivering value to customers, and acquiring and retaining valuable customers. The key aspects of implementing CRM at ICICI Bank included focusing on business needs, organizational structure, metrics, marketing, and technology. ICICI Bank deployed a CRM solution from Siebel and a data warehouse to gain insights from customer data and better manage customer relationships.
- The document summarizes the findings of a 2006 research study on customer satisfaction with banks in Zambia.
- The study found that customers had many complaints about long wait times, poor customer service, lack of seating, and other issues.
- However, some customers also praised aspects like reliable service and good customer relations.
- The implications are that banks need to improve their customer orientation and reposition their operations to better meet customer needs and build loyalty to ensure future survival and profitability in the competitive banking environment.
The document analyzes the relationship marketing strategy of Spirit Bank, a regional bank in Oklahoma. It discusses how Spirit Bank can improve its approach to move beyond a product-focused marketing strategy to one focused on building customer relationships and loyalty over the long term. Some key areas for Spirit Bank to focus on include understanding customer needs and lifetime value, investing in improved information systems and training, and adopting a process-based marketing approach with a focus on customer experience.
Banks are increasingly targeting the large and profitable small- and medium-business (SMB) market but struggle to attract, retain, and serve SMB customers due to a lack of understanding of their needs. Accenture helps banks gain insights into SMB customers through analytics to reduce costs and risks associated with growing their SMB business. Accenture pairs analytics capabilities with technologies to create a rich 360-degree view of each SMB customer and tailor interactions accordingly to drive profitable growth.
- The RBGE is a modular suite of advanced customer analytics models developed by Deloitte to help retail banks gain deeper insights from customer data and address growth challenges throughout the customer lifecycle.
- The core of RBGE is a comprehensive customer database combining internal and external customer data. Predictive analytical models are built on this database, including propensity to buy, segmentation, customer lifetime value, and churn models.
- Model outputs can be used in CRM systems and sales interactions to select the most appropriate offerings for customers. RBGE can deliver increases in up-sell by 15-25%, cross-sell by up to 45%, and marketing campaign success up to 30%. It also improves the customer experience.
The document discusses developing a realistic approach to omnichannel banking. It recommends starting with a thorough assessment of customers and current technology capabilities. Tactical approaches can then be taken to realize short-term financial benefits from branch rationalization and paperless banking. Savings from these efforts can fund developing a long-term omnichannel strategy and plan based on customers' needs. The benefits include better acquisition, efficiency and customer service by moving toward an integrated omnichannel environment.
The document discusses strategies for revenue growth in the banking sector. It summarizes findings from a PwC CEO survey that banks have mixed views on industry prospects and are focusing on transforming business models and simpler products. It also outlines PwC's revenue growth proposition to help banks address internal questions around business transformation and maximizing customer value, as well as external questions around market share growth and increasing fee-based income.
The document discusses challenges and opportunities in transaction banking. It covers four topics: 1) Building future-proof business and operating models by balancing flexibility and costs. Banks must innovate while managing complexity. 2) Profiting from growth in Asia and new global trade flows by creating optimal geographic footprints. 3) Leading in mobile payments by establishing security, preserving card attractiveness, and forming a strategy on mobile wallets. 4) Capturing opportunities in rapidly developing economies like Brazil and India by innovating in mobile banking and payments and collaborating with partners.
More effective & future proof channel sales operations Qollabi
1) The document discusses how to transform channel sales operations to make them more effective and futureproof. It provides advice on conducting a gap analysis of processes, people, and tools and creating a roadmap to prioritize improvements.
2) It recommends creating a one-page problem statement to get all stakeholders on the same page about the challenges and opportunities in channel operations. This includes the current situation, key challenges, and a call to action.
3) The document also stresses the importance of understanding partners' needs and creating a shared mission and vision. It provides examples of domains where partners expect support, such as business relationship management, sales enablement, and incentive management.
Customer Experience Management: Role and applications in the banking industryMiguel Villanueva
The document discusses customer experience management in the banking industry. It notes that digital adoption is changing customer behavior and banks are examining customer relationships across their lifecycles. Effective customer experience programs address understanding customer needs, matching needs to offers and channels, leveraging analytics to maximize growth, and managing segments across lifecycles. A comprehensive program involves customer segmentation, journey mapping, experience metrics, governance structure, analytics dashboards, and action planning to improve touchpoints.
Solution Providers Singapore Pte. Ltd. is a management consulting firm that specializes in defining and implementing digitization strategies for financial institutions. The document discusses their eWealth digital banking model, which aims to drive engagement between clients and banks through an integrated front-office platform. The eWealth framework consists of front-end functionalities to enhance the client experience and back-end tools to support compliance and analytics. Solution Providers helps banks assess their current capabilities, identify gaps, and formulate requirements to implement the eWealth model in a structured way. The model focuses on understanding client behavior, providing consistency across channels, and enabling relationship managers with digital tools.
Driving marketing performance in financial services is subject to unique considerations. Diverse set of distribution channels, complex customer segments, a need to balance branding and promotion, and multiple outcome measures impacting customer value are factors to consider.
The Customer Engagement Roadmap - The Key to Increasing the Value of Your Membership Base
Want to increase your subscription site’s profitability? The Customer Engagement Roadmap will show you how!
Pervasive digital technology is fundamentally changing the retail banking business model. Here's how banking Chief Information Officers (CIOs) need to change in order to lead the digital charge, according to our recent study.
A medelius bai article_no-nonsense branch of future_2015Augusto Medelius
Financial institutions are often tempted to adopt what other institutions do, without careful consideration whether such actions are best to impact the target market and leverage the organization's own assets and resources. Many institutions engage in expensive efforts to modernize branches, with unclear results and payoff.
The challenge is that many institutions lack formal criteria to approach change, which requires answering three questions: what do you want to achieve (for example, reduce costs or drive sales), what are your target market wants/needs (such as faster transactions or easy access to capable personnel) and what can you do well, taking into account budgets, management, internal culture and capabilities? As these answers emerge, the right approaches can then be defined and deployed.
This article shows how the industry is evolving, what challenges it is facing, and what opportunities exist to deploy viable approaches to optimize performance and drive market impact.
Rebooting the branch: Branch strategy in a multi-channel, global environment.Luis Del Castillo
The rise of the digital consumer and the high-cost infrastructure of physical banking locations are leading to a declining ROI for branches.Evolving the branch strategy to align with changing consumer and economic realities can help banks boost ROI and position themselves for the future.
This document discusses strategies for banks to accelerate growth and optimize costs in distribution and marketing. It outlines three potential business models for banks to consider: 1) an "Intelligent Multichannel" bank that uses analytics to engage customers across channels and meet their needs, 2) a "Socially Engaging" bank that leverages social media to increase customer intimacy, and 3) a "Financial/Non-Financial Digital Ecosystem" bank that places the bank at the center of an ecosystem selling various services through mobile technology. The document emphasizes the importance of banks first improving operational basics like optimizing branch networks before pursuing these new business models to remain competitive against new entrants in the banking industry.
Digital marketing strategy overview for dealersRalph Paglia
Orchestrate digital marketing strategies around customers by evaluating current digital efforts, agreeing on digital ambitions, and inspiring a digital culture. Key recommendations include taking stock of current digital interactions, agreeing on 1-4 digital strategies, and selecting 3-5 critical initiatives to achieve ambitions. The dealer principal must actively participate in connecting digital messages with consumers across departments.
This document provides guidance on marketing financial services firms. It discusses the need to update traditional marketing approaches to compete in today's market. Key recommendations include focusing marketing efforts on the customer experience and outcomes rather than just products, ensuring consistency in branding across all touchpoints, prioritizing personal relationships and communication with clients, and learning from growth hacking techniques by integrating marketing into daily operations. The overall message is that marketing must be a unified, ongoing process rather than an isolated function in order to build a strong brand in financial services.
SDBL Bank established a strategy to become the apex bank for the cooperative movement in Sri Lanka from 2014 to 2017. The strategy aims to significantly improve performance but major barriers remain. IFC believes further repositioning is needed for long term sustainable growth, including redefining the bank's relationship with cooperative societies and developing a scalable SME banking model. Growth will require enhancements to risk management and a portfolio of initiatives over the next two years.
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
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201404 How to boost Bank Branches in a Multichannel World
1. How to Boost Bank Branches
in a Multichannel World
2. The Boston Consulting Group (BCG) is a global
management consulting firm and the world’s
leading advisor on business strategy. We partner
with clients from the private, public, and not-for-
profit sectors in all regions to identify their
highest-value opportunities, address their most
critical challenges, and transform their enterprises.
Our customized approach combines deep insight
into the dynamics of companies and markets with
close collaboration at all levels of the client
organization. This ensures that our clients achieve
sustainable competitive advantage, build more
capable organizations, and secure lasting results.
Founded in 1963, BCG is a private company with
81 offices in 45 countries. For more information,
please visit bcg.com.
As a global not-for-profit organization, Efma brings
together more than 3,300 retail financial services
companies from over 130 countries. With a
membership base consisting of almost a third of
all large retail banks worldwide, Efma has proven
to be a valuable resource for the global industry,
offering members exclusive access to a multitude
of resources, databases, studies, articles, news
feeds, and publications. Efma also provides
numerous networking opportunities through
working groups, online communities, and
international meetings. For more information:
www.efma.com or info@efma.com
3. March 2014
Peter Adams, Christophe Hamal, Nicole Mönter, Jean-Werner de T’Serclaes,
and Ian Walsh
How to Boost
Bank Branches in a
Multichannel World
4. 2 How to Boost Bank Branches in a Multichannel World
AT A GLANCE
Branches will continue to play a central role in most retail banks’ overall offerings.
As purely transactional services increasingly migrate to direct channels—mainly
online and mobile—branches will focus primarily on providing high-value sales and
advice as well as high-touch services.
Many Try, but Few Succeed
Many retail banks feel that their branches are approaching true excellence. A few
may be. But while many institutions achieve excellence some of the time in some
branches, only a handful achieve excellence most of the time in most branches.
A Dedicated, Three-Phase Program Is Needed
Banks in both developed and emerging markets need a specific methodology for
achieving branch excellence. Although many banks are already resizing and
reformatting their branch networks, they need to look beyond that and focus on
increasing productivity within their target footprints. The path to success, which
requires a systematic approach and full engagement of both senior management
and line management, lies in a three-phase program.
5. The Boston Consulting Group • Efma 3
Customers want to
interact with their
banks anytime,
anywhere.
Imagine a network of bank branches where customers feel at home and trust
the staff to find products that truly fit their needs. Staff members greet customers
warmly and by name. Salespeople are energized because they know that they are
offering value to customers; that each day’s calendar is full of promising appoint-
ments; and that the more they benefit customers, the more they benefit themselves.
Service colleagues fulfill customer transactions quickly and painlessly, identifying
customer needs and sales opportunities at the same time. The leads result in sales
and service prompts that are highly relevant for customers. A can-do atmosphere
permeates the air.
Many retail banks feel that their branches are well on the way toward achieving
such a level of excellence. And a few may be. But the reality is that although many
institutions achieve branch excellence some of the time in some branches, only a
handful achieve branch excellence most of the time in most branches.
This is of particular concern because branch performance is coming under greater
scrutiny as customer behaviors change and profitability pressures steer banks to-
ward multichannel distribution models. (See Distribution 2020: The Next Big Journey
for Retail Banks, BCG Focus, March 2013.) Indeed, customers want to interact with
their banks anytime, anywhere, just as they do with service providers in other in-
dustries. And much debate has centered on a key question: What is the role of the
bank branch in this multichannel world?
In our view, branches will continue to play a central role in most retail banks’ over-
all offerings. As purely transactional services increasingly migrate to direct chan-
nels—mainly online and mobile—branches will focus primarily on providing
high-value sales and advice as well as high-touch services.
The problem is that relatively few retail banks have capitalized on the opportunity
to turn their branches into the brand-building, loyalty-enhancing pillars of profit-
ability that they can truly be. For example, the following occur in many branch net-
works:
•• Non-value-added tasks take up considerable time.
•• Tasks that can be performed through direct channels are not actively redirected.
•• The agendas of relationship managers (RMs) are not sufficiently filled, and idle
time is not productively used.
6. 4 How to Boost Bank Branches in a Multichannel World
•• Daily and weekly operational rhythms are not sufficiently codified and focused
on commercial activity.
•• Sellers, tellers, and managers are not working together as a single team with a
shared set of objectives.
•• Operating practices vary widely, leading to significant performance differences
among branches in the same network.
In order to achieve an organizational and cultural transformation that brings out
the best in branch networks, banks need to initiate a dedicated branch-excellence
program. We have seen such programs improve banks’ cost-to-income ratios by up
to five percentage points. More specifically, commercial-excellence levers can in-
crease production by 15 to 35 percent, and operational-effectiveness levers can re-
duce network employee full-time equivalents (FTEs) by 5 to 15 percent.
Banks need a specific methodology for achieving branch excellence. And although
many banks are already resizing and reformatting their branch networks, they need
to look beyond that and focus on increasing productivity within their target foot-
prints. They also can learn from the best practices of banks that have achieved a
high level of performance—as well as overall consistency and coherence—in
branch networks.
The Path to Branch Excellence
When launched and executed well, a dedicated branch-excellence program will
transform performance that is merely average up to a level that can be considered
good. Similarly, the program will propel branch performance that is already good
into the realm of the truly great. Significant results can be achieved within 6 to 18
months, regardless of the bank’s starting point or location.
The path to success, which requires a systematic approach and full engagement of
both senior management and line management, lies in a three-phase program: fully
diagnose branch network performance, develop a target branch model, and imple-
ment commercial and operational improvements.
Fully diagnose branch network performance. Diagnosing branch performance
begins with an external benchmarking of overall network productivity against top
retail banks worldwide. In our work with clients, we have utilized BCG’s Retail
Banking Operational Excellence Database, which compares performance among
about half the top 40 retail banks globally across up to 160 metrics. Branch perfor-
mance tends to vary widely. (See Exhibit 1.)
The goal is to provide a holistic overview of a branch network’s commercial and op-
erational capabilities. Key issues include the following:
•• How focused is the network on value-added tasks? How much of an advisor’s
time is spent on sales and advice appointments? How many appointments do
RMs have on an average day?
A branch-excellence
program can produce
significant results in 6
to 18 months.
7. The Boston Consulting Group • Efma 5
•• What is the quality of sales interactions? How many legitimate leads are
generated? How many sales result from these leads?
•• How efficient are branch processes? How many transactions does each service
FTE in branches and in operations handle each day? What is the average
customer waiting time?
An additional internal benchmarking within a bank’s own network allows us to
compare individual branch performance with clusters of comparable peer branch-
es. The high variance in performance among peer branches demonstrates the po-
tential for improvement for low performers. (See Exhibit 2.)
Part of the internal benchmarking involves visiting branches with a view toward
understanding the root causes of underperformance. These visits, typically conduct-
ed in a sample of 10 to 20 representative branches and lasting about two days each,
include interviews with branch management, RMs, and other branch staff. Sales
meetings, coaching discussions, and daily and weekly branch meetings are closely
observed. Branch processes and behaviors are assessed against a scorecard of best
practices. Such visits allow the bank to collect factual information not available at
the central level, such as how processes actually work in the field (as opposed to
how they are designed).
Develop a target branch model. To make consistent progress on the journey toward
true branch excellence, banks need to clearly identify what great performance
Time spent by advisors
in branch (%)
Advisory
and sales
Other
activities
Least
advisory
22
78
Median
52
48
Most
advisory
68
32
Proportion of customer-facing employees
versus non-customer-facing employees
Sales per client per year
resulting from leads1
Customer-facing employees
Non-customer-facing employees
4
Ø 47
6
12
50
71
83
100
NF–MA EB DC
Bank
N
F–M
E
D
C
B
A
Bank
Source: BCG Retail Banking Operational Excellence Database.
1
Index Bank A = 100.
Exhibit 1 | Bank Branch Performance Varies Widely
8. 6 How to Boost Bank Branches in a Multichannel World
really looks like, starting with their own specific strengths and addressing their
weaknesses. They then need to draw a detailed roadmap for the journey and
identify quick wins to build momentum and help fund the program.
Above all, banks need to focus on the specific levers that will genuinely make a dif-
ference in the branches. Which levers really contribute to network strategy and to
the bottom line? Which are possible to implement in a reasonable time frame?
Which are truly under the control of branch management? We have seen leading
banks create a formal operational handbook that contains best practices and sug-
gested solutions to problems that frequently crop up. Such banks also develop oper-
ational tools that branch management and staff can use to track performance.
These tools are particularly effective at raising the performance of third- and
fourth-quartile branches.
Choosing which levers should receive the most attention will depend on the bank’s
market specifics, starting position, and strategic priorities. Implementation should
be intelligent, offering leeway to branches that are already performing well but
providing clear input and guidance to underperforming branches.
Portfolio clients with advice contact (%)
Wire transfers through digital channels (%)1
Commercial
performance
Operational
effectiveness
Number of branches
Improvement potential
16
8 8
24
40
32
56 64 56
120
88
72 72
80
56 48
16
8 8
8
16
32
24
88
48
88 88 96
112
80 80
48
16
8
30 9565
Number of branches
Improvement potential
75 9080
Source: BCG case work.
Note: Bank branch numbers are representative, not actual.
1
Includes ATM transactions.
Exhibit 2 | Variance Among Peer Branches Demonstrates the Potential for Improvement Among
Low Performers
9. The Boston Consulting Group • Efma 7
Implement commercial and operational improvements. After diagnosing the
performance level of the branch network and developing a target branch model,
banks must embed the new improvement levers and operating model into the
organization. Small-scale pilots should be used to refine the most complex improve-
ment levers. Coherent incentives, key performance indicators, and transparent
reporting are essential. A critical element is constructing dashboards to assist
branch management in identifying and implementing improvement levers at the
individual branch level, applying knowledge gained from the pilots. The dashboard
has proved to be an invaluable tool for jump-starting the performance of individual
branches.
A further important step is establishing detailed action plans that include sales and
profitability goals. None of this, of course, can be accomplished without new train-
ing programs that allow local top performers to transfer essential knowledge to
rank-and-file branch employees, or without full support at the group level.
What a Best-Practice Network Looks Like
Banks with best-practice networks not only implement a series of critical commer-
cial and operational levers from their branch-excellence programs, but they also
work on them holistically to achieve maximum impact. The key categories of levers
are branch organization and management; sales and service effectiveness; staff
management; and customer centricity. (See Exhibit 3.)
Branch Organization and Management. Best-practice banks professionalize the
operational rhythms of their branches by instituting daily staff meetings 15 minutes
before opening (the “morning huddle”), systematically reviewing commercial
• Professionalized daily
and weekly
operational rhythms
• Dynamic
management of
activity mix
• Active performance
monitoring
• Better sales and
advice interactions
• Effective
conversations
• Actively managed
sales pipeline
• Service excellence
• Targets and incentives
• Performance
management
• Coaching and training
• Branch “look and
feel”
• Staff attitude and
behaviors
• “Walk out working”
functionality
• Effortless movement
among channels
Target commercial and operational performance
Branch excellence levers
Branch organization
and management
Customer
centricity
Staff
management
Sales and service
effectiveness
Determine
improvement
potential
Understand what
it takes to capture
potential
Source: BCG analysis.
Exhibit 3 | Levers Sustainably Lift Commercial and Operational Performance
10. 8 How to Boost Bank Branches in a Multichannel World
results during weekly meetings, and installing guidelines for spending noncommer-
cial and idle time. (See Exhibit 4.) They also use sharp and focused management
information at the regional, area, and branch levels to diagnose the activity mix
and improve performance.
Sales and Service Effectiveness. We have seen banks significantly improve the
quality of sales and advice interactions by using structured scripts for conversa-
tions, conducting holistic customer reviews, limiting interruptions (such as by
phone and by colleagues in person) during commercial meetings, actively manag-
ing the sales pipeline, and differentiating service levels across customer segments of
different value. We have also seen leading banks limit cash handling to select
branches only, reduce opening hours at the counter, terminate delivery of debit and
credit cards at branches, and stop accepting paper transfers. Such banks have
Generating and monitoring leadsPrecall appointments and other preparation
Internal meetings
The length of customer interviews should be tailored
to the complexity of a given customer’s goals; individual
time slots do not need to be exactly 45 minutes long
These time slots are flexible and may
be used for customer interviews, which
should be prioritized
Learning and coaching
Time Primary activity Secondary activity1
Morning huddle
Individual preview meeting
Customer interview 1 Proactive customer contact
Customer interview 2 Proactive customer contact
Buffer between customer interviews 2 and 3 Proactive customer contact
Proactive customer contact Outbound prospecting
Proactive customer contact
Lunch
Lunch
Outbound prospecting
Lunch
Customer interview 3 Proactive customer contact
Customer interview 4 Proactive customer contact
Buffer between customer interviews 4 and 5 Prequalification for next day appointments
Customer interview 5 Outbound prospecting
Proactive customer contact Outbound prospecting
Prequalification for next day’s appointments
Outbound prospecting
Observation, peer coaching, and one-on-one
with branch manager
8:45–9:00 am
9:00–9:15
9:15–10:15
10:15–11:00
11:00–11:15
11:15–11:45
11:45 am–12:15 pm
12:00–12:15
12:15–12:45
12:45–1:15
1:15–2:00
2:00–2:15
2:15–3:00
3:00–3:45
3:45–4:00
4:00–4:30
4:30–4:45
4:45–5:00 End-of-day review
Customer interviews
Source: BCG analysis.
1
The secondary activities occur when the primary slots end earlier.
Exhibit 4 | Daily and Weekly Operational Rhythms Must Be Professionalized
11. The Boston Consulting Group • Efma 9
achieved these goals by shifting more and more activities to direct channels, mainly
online and mobile.
Staff Management. Targets and incentives must offer mutual benefit for staff
members and customers. They should include metrics that go beyond typical
financial key performance indicators. For example, it can be highly effective to base
some incentives on inputs (such as the number of client appointments) versus
outputs (the number of sales resulting from those appointments). In addition, a
critical element of achieving excellent results—one that cannot be
overemphasized—is the importance of training and coaching. We’ve seen banks
where branch managers spend up to 20 percent of their time coaching their
employees.
Customer Centricity. Perhaps most important, best-practice banks markedly im-
prove the experience of customers in branches. Top institutions accomplish this by
selling to need rather than to target, by codifying the “look and feel” of each
branch, and by formalizing and driving optimal staff attitudes and behaviors
toward customers. They effectively publicize product promotions and clearly post
important information for customers in their branches.
Such banks also achieve end-to-end process effectiveness, demonstrated by shorter
cycle times and “walk out working” functionality for major products. They enable
seamless multichannel integration that allows customers to move effortlessly
among branches, online and mobile channels, and the call center. The change-man-
agement skills they show in transforming the behaviors of their staff are transferred
to customers through an overall experience that is more efficient and more effec-
tive in meeting the customers’ most important banking needs.
Seizing the Moment
Successful branch-excellence programs can bring major improvements to the top
and bottom lines, enabling the bank to move into a leadership position in its target
markets. For example, one major financial institution with a large retail footprint
and a historically high cost-to-income ratio was under severe profitability pressure
following the 2008-2009 global financial crisis. The bank ran a branch-excellence
project as part of a large-scale transformation program, focusing mainly on reduc-
ing costs and FTEs in the network. The project, which is now repeated annually to
reinforce best practices, has had the following impressive results (percentages are
approximate):
•• A 9 percent reduction of network FTEs
•• An 8 percent increase in the number of advice contacts per FTE
•• A 4 percent increase in the number of appointments per FTE
•• A 10 percent increase in the conversion rate of leads
•• A 4 to 5 percent improvement in the cost-to-income ratio
Best-practice banks
markedly improve the
experience of custom-
ers in branches.
12. 10 How to Boost Bank Branches in a Multichannel World
Moreover, as we have seen, the current performance level does not limit the poten-
tial benefits of a properly conceived and executed program. Even banks whose
branches are already humming along at healthy rates of revenues and profitability
can experience significant improvement. Nor does the region or type of market
matter. We have seen banks in developed and emerging markets all over the world
raise their games considerably.
Ultimately, banks should not simply explore how they might go about a rigorous
branch excellence program. They should also think about what their competitors
are doing with their own branches and then ask themselves a critical question:
what are the potential consequences of standing pat and not acting at all?
13. The Boston Consulting Group • Efma 11
About the Authors
Peter Adams is a partner and managing director in the Brussels office of The Boston Consulting
Group. You may contact him by e-mail at adams.peter@bcg.com.
Christophe Hamal is a principal in the firm’s Brussels office. You may contact him by e-mail at
hamal.christophe@bcg.com.
Nicole Mönter is a principal in BCG’s Brussels office and the manager of the global retail-banking
segment. You may contact her by e-mail at monter.nicole@bcg.com.
Jean-Werner de T’Serclaes is a partner and managing director in the firm’s Bogotá office and the
global topic leader for retail-banking distribution. You may contact him by e-mail at jwts@bcg.com.
Ian Walsh is a partner and managing director in BCG’s London office and the global leader of the
retail-banking segment. You may contact him by e-mail at walsh.ian@bcg.com.
Acknowledgments
The authors offer special thanks to the following BCG colleagues for their valuable contributions to
the conception and development of this report: Sébastien Bard, Gennaro Casale, Fabien Chazal,
Audélia Krief, Andy Maguire, Reinhard Messenböck, Michaël Niddam, Sukand Ramachandran,
Axel Reinaud, Beatriz Reyero, Rob Sims, Sam Stewart, Steve Thogmartin, Saurabh Tripathi, and
Christian Ziegelmayer.
The authors also wish to thank Philip Crawford for his editorial direction and Katherine Andrews,
Gary Callahan, Lilith Fondulas, Kim Friedman, Abby Garland, and Sara Strassenreiter for their
contributions to the editing, design, and production of this report.
For Further Contact
If you would like to discuss this report, please contact one of the authors or send an e-mail to
branchexcellence@bcg.com.