The document discusses calculating profitability for banks using activity-based costing. It involves determining the net interest income and margin, adjusting for risk, deducting expenses allocated using ABC, and determining the net contribution and value added by each customer. ABC involves tracking costs by resource, activity, and cost object. Resources include bank departments. Activities are customer transactions by product and channel. Cost objects group transactions by customer lifecycle events and determine transaction costs, product and channel costs, and customer profitability.
Implementation of CRM in banking especially in cooperative banking dealing in developing economies. concept of CRM, process of CRM, types of CRM and with respect to types of CRM general recommendations to implement has proposed.
Agent banking allows banks to provide limited banking services through engaged agents rather than bank branches, improving access to financial services for underserved populations. It has significantly increased financial inclusion in countries like Brazil, Columbia, Peru, Malaysia and Kenya. In Bangladesh, over 50 commercial banks are licensed for agent banking, which could help bridge the access gap given the large unbanked population. Agent banking regulations allow services like deposits, withdrawals, remittances and bill payments, but limit agents from activities like loan approvals. It has potential to expand access alongside MFIs and complement existing banking channels.
Overview of Digital Financial Services LandscapeJohn Owens
This presentation reviews the digital financial service landscape and is a primer for regulators and policy makers wishing to better understand current market developments.
This document discusses the use of management information systems in the banking sector. It describes several key information systems used by banks, including management information systems, customer relationship management systems, transaction processing systems, decision support systems, and enterprise resource planning systems. These systems support business processes, decision making, and competitive advantage. They help banks effectively manage customer relationships, transactions, strategic decisions, and resources.
This study notes will give you the complete knowledge about Centralized Online Real-Time Environment Banking System. From initially required knowledge to like how the bank works with the list of primary operation it also explains the detailed architecture of banking system with all relevant parameters. In addition, it also gives you the detail like audit procedure with relevant controls. Also gives you the required knowledge of IT Act and Cyber Frauds and more.
Digital Banking Strategy Roadmap - 3.24.15Calvin Turner
The Digital delivery of banking products and services is already a reality.
Like it or not, your customers will compare their digital banking experience to shopping on Amazon, iTunes, eBay, Southwest Air, etc., and to their digital experiences with large banks that already have robust digital banking offerings.
Traditional banks can’t just push out mobile apps and capabilities to customers and call it a digital banking strategy. Customers expect a seamless integration of the entire online banking experience from initiation to fulfillment. If they are forced to drop off somewhere along the digital experience to print documents, call a representative, and/or visit a branch, you have lost the customer.
The document discusses calculating profitability for banks using activity-based costing. It involves determining the net interest income and margin, adjusting for risk, deducting expenses allocated using ABC, and determining the net contribution and value added by each customer. ABC involves tracking costs by resource, activity, and cost object. Resources include bank departments. Activities are customer transactions by product and channel. Cost objects group transactions by customer lifecycle events and determine transaction costs, product and channel costs, and customer profitability.
Implementation of CRM in banking especially in cooperative banking dealing in developing economies. concept of CRM, process of CRM, types of CRM and with respect to types of CRM general recommendations to implement has proposed.
Agent banking allows banks to provide limited banking services through engaged agents rather than bank branches, improving access to financial services for underserved populations. It has significantly increased financial inclusion in countries like Brazil, Columbia, Peru, Malaysia and Kenya. In Bangladesh, over 50 commercial banks are licensed for agent banking, which could help bridge the access gap given the large unbanked population. Agent banking regulations allow services like deposits, withdrawals, remittances and bill payments, but limit agents from activities like loan approvals. It has potential to expand access alongside MFIs and complement existing banking channels.
Overview of Digital Financial Services LandscapeJohn Owens
This presentation reviews the digital financial service landscape and is a primer for regulators and policy makers wishing to better understand current market developments.
This document discusses the use of management information systems in the banking sector. It describes several key information systems used by banks, including management information systems, customer relationship management systems, transaction processing systems, decision support systems, and enterprise resource planning systems. These systems support business processes, decision making, and competitive advantage. They help banks effectively manage customer relationships, transactions, strategic decisions, and resources.
This study notes will give you the complete knowledge about Centralized Online Real-Time Environment Banking System. From initially required knowledge to like how the bank works with the list of primary operation it also explains the detailed architecture of banking system with all relevant parameters. In addition, it also gives you the detail like audit procedure with relevant controls. Also gives you the required knowledge of IT Act and Cyber Frauds and more.
Digital Banking Strategy Roadmap - 3.24.15Calvin Turner
The Digital delivery of banking products and services is already a reality.
Like it or not, your customers will compare their digital banking experience to shopping on Amazon, iTunes, eBay, Southwest Air, etc., and to their digital experiences with large banks that already have robust digital banking offerings.
Traditional banks can’t just push out mobile apps and capabilities to customers and call it a digital banking strategy. Customers expect a seamless integration of the entire online banking experience from initiation to fulfillment. If they are forced to drop off somewhere along the digital experience to print documents, call a representative, and/or visit a branch, you have lost the customer.
The document discusses India's payment systems. It outlines the key regulatory bodies that oversee payment systems in India. It then describes various paper-based and electronic payment methods in India such as cheques, NEFT, RTGS, IMPS, and prepaid payment systems. It also discusses the settlement system operator Clearing Corporation of India and features of the Cheque Truncation System. The document provides details on processing times, charges and limits for different payment methods in India. It concludes by noting some limitations of India's payment systems including the lack of standardized account numbering across banks.
Report on An Empirical Study on Service-oriented E-Banking Solutions of Sonal...Nure Junnatul Mostazir
E-banking implies provision of banking products and services through electronic delivery channels to provide anytime, anywhere and anyhow banking. It offers easy, faster, convenient, low-cost banking services around the clock. E-Banking as the wave of the future, provides enormous benefits to consumers in terms of cost of transactions, either through the internet, telephone or other electronic delivery channels. E-Banking is now widely practiced in Bangladesh. Sonali Bank Limited (SBL) is the largest and leading nationalized commercial bank in Bangladesh. To in line with the modern technology trends and to keep the highest brand value, SBL has introduced several E-banking solutions. I am working with SBL as a Senior officer since 2015. The experiences with SBL has helped me to match my theoretical knowledge with practical understanding and help me to choose the topic “An Empirical Study on Service-oriented E-Banking Solutions of Sonali Bank Limited” for my internship of the MBA program.
out line of this Presentation.
Elaboration of Mobile banking.
What is the Mobile banking.
How to connect with Mobile banking.
Features & Benefits of Mobile banking.
Advantages & Disadvantages of M-banking
Mobile banking in world.
Mobile banking in sri lanka.
This document discusses bank deposits, including the types of deposits, factors that affect deposits, and measures to increase deposits. It also covers pricing deposits, "Know Your Customer" guidelines for opening accounts, deposit insurance, and non-deposit sources of funds for banks.
This document discusses various types of current accounts offered by Allied Bank Limited in Pakistan. It provides details on six main types of current accounts: Allied Current Account, Easy Current Account, Aasan Current Account, Pension Current Account, Allied Business Current Account, and Khanum Current Account. For each account type, it outlines the key features and requirements for opening the account. Overall, the document aims to explain the different current account options available to individuals and businesses through Allied Bank Limited.
customer relationship management in banking sectorProvash Biswas
This presentation discusses customer relationship management (CRM) and its implementation in banks. CRM refers to principles and practices for interacting with customers to enhance their experience. There are four stages to implementing CRM: identifying customers, classifying them, interacting with valued clients, and customizing products/services. Benefits include increased customer satisfaction, operational efficiencies from better training, and understanding customer value through structured data. Challenges include integrating customers, products, services and delivery channels under CRM.
Credit risk refers to the risk of a counterparty defaulting on their obligations. It is defined as the possibility that a borrower may fail to meet their obligations in accordance with the agreed terms. There are several components of credit risk, including the amount of the loan, quality of the loan, default risk, exposure risk, and recovery risk. Credit risk management is important for banks due to new financial transactions, decreasing government support, and regulatory capital requirements. Banks traditionally evaluated credit risk using the 5 C's of credit analysis and now also utilize internal credit rating systems.
This document provides a summary of a presentation on the introduction to banking operations. It discusses key topics like the changing nature of banking operations, the importance of customer relationship management, the different types of products and services offered to customers, the role of technology in banking operations, the need for asset-liability management, electronic banking and e-banking in India. It provides details on various banking products, services, and operations and how technology has transformed the banking industry.
A concise overview of the retail banking business in the United States. Part of a continuing series of presentations on the financial services industry.
The webinar will provide enriching insights of Credit appraisal, why it is required and the advantages of the same. The key areas of elucidation will include banker's preference for credit appraisal, traditional method Vs current trends, understanding various business models. The discussion shall also include the role of Chartered Accountants in credit appraisal, the edge CA's have over others and also the added advantages it brings in to their professional practise.
The document discusses marketing strategies for banks. It defines bank marketing as providing services to satisfy customers' financial needs more effectively than competitors, while achieving organizational objectives. Effective bank marketing is necessary to win and retain customers through appropriate promises and identifying profitable current and future customer segments and their needs. The marketing mix of product, price, place, promotion, physical evidence and processes are described for banks to strategically segment, target and position themselves relative to competitors in the changing banking environment.
This document profiles Vipin KP, who holds an M.Com, MBA, and is a PhD research scholar. It then discusses how the banking world is changing with the rise of digital banking, which involves moving traditional banking services online. Digital banking encompasses more than just online banking by digitizing all bank programs and customer activities. The benefits of digital banking include lower operating costs for banks from eliminating back-office work and fewer errors, while customers benefit from improved services, 24/7 access, and lower fees. Banks can engage customers and enable new business models through technology.
This presentation discusses e-banking. E-banking refers to electronic banking and involves information technology based banking services. Popular e-banking services include ATMs, telephone banking, electronic funds transfer, mobile banking, electronic clearing cards, smart cards, internet banking and more. Some advantages of e-banking are lower operating costs for banks, customer convenience from 24/7 access to funds, and reduced errors. However, challenges include infrastructural barriers, lack of knowledge, legal and security issues, and cultural barriers. Factors for adopting e-banking include better access to services, privacy, prices, and personal recommendations.
Digital” is the new buzz word in the banking sector, with banks all around the globe hopping onto the digital bandwagon. Banks of all sizes are making sizeable investments in digital initiatives in order to maintain a competitive edge.
Payments Systems - IMPS(Mobile Payments)chintan_1881
This document provides an overview of payment systems in India, including existing systems like ECS, NEFT, RTGS and emerging mobile payment systems like IMPS. It defines key payment system stakeholders and classifications. Specific sections describe the process, advantages and disadvantages of IMPS mobile payments. Comparisons are made between IMPS and other electronic payment methods. The document also discusses future payment trends focused on increasing convenience, affordability, confidence and consumer protection in digital financial services.
Modern Banking: Challenges & Opportunity
#Nepal
#Banking
#CommercialBanks
#Profitability
#Leverage
#Liquidity
#NRB
#Rastriya Banijya Bank
#Agricultural Development Bank
#Nepal Bank Limited
This document discusses retail banking in India. It provides an overview of retail banking, best practices, and the significance of product innovation. It then discusses the drivers of retail business in India, including economic growth, demographics, technology, and declining interest rates. Specific areas of retail lending discussed are credit cards and housing loans. The opportunities for retail banking in India are significant due to economic and demographic factors. However, challenges include customer retention, rising indebtedness, and managing information technology risks.
Microfinance provides small loans, savings opportunities, and other financial services to low-income individuals who lack access to traditional banking. Muhammad Yunus founded Grameen Bank in 1983 to provide credit to the poor in Bangladesh without requiring collateral. Grameen Bank and microcredit more broadly have helped millions of people rise out of poverty by allowing them to start small businesses. While microcredit has significantly benefited many, concerns remain regarding interest rates and whether loans truly benefit women. Microfinance continues expanding to help alleviate global poverty.
The document discusses digital banking and omni-channel banking. It covers topics like internet banking, mobile banking, the internet of things, customer experience, content creation, data analytics, predictive analytics, CRM systems, and ensuring consistency across channels. The key aspects are using customer data and insights to improve the customer experience across online, mobile, and physical channels to provide a seamless omni-channel banking experience.
Savings bank deposits are meant for small savers and have restrictions on withdrawals and minimum balance requirements. Current deposits are for business people and allow withdrawals by cheque but no interest. Recurring deposits encourage regular monthly savings over a fixed period by automatically depositing a set amount each month to earn interest. Fixed deposits are repaid after a specific time period but penalties apply for early closure. Proper documentation and verification is required to open any type of bank deposit.
Christopher Lyons is seeking a position utilizing his training skills in a hands-on environment. He has over 20 years of experience developing and delivering training programs to clients. His experience includes needs assessment, course development, training delivery, managing training staff, and ensuring training effectiveness. He is proficient in software like Salesforce, Microsoft Office, and has experience training on various systems like Vestmark, HP Vertica, and Kiva.
Many companies have OEM, Channel Partner Distribution models, or third party vendors to help them sell. In this presentation we share best practices and case studies from Kuehne Nagel, Atlas Copco, and Metso Mining.
The document discusses India's payment systems. It outlines the key regulatory bodies that oversee payment systems in India. It then describes various paper-based and electronic payment methods in India such as cheques, NEFT, RTGS, IMPS, and prepaid payment systems. It also discusses the settlement system operator Clearing Corporation of India and features of the Cheque Truncation System. The document provides details on processing times, charges and limits for different payment methods in India. It concludes by noting some limitations of India's payment systems including the lack of standardized account numbering across banks.
Report on An Empirical Study on Service-oriented E-Banking Solutions of Sonal...Nure Junnatul Mostazir
E-banking implies provision of banking products and services through electronic delivery channels to provide anytime, anywhere and anyhow banking. It offers easy, faster, convenient, low-cost banking services around the clock. E-Banking as the wave of the future, provides enormous benefits to consumers in terms of cost of transactions, either through the internet, telephone or other electronic delivery channels. E-Banking is now widely practiced in Bangladesh. Sonali Bank Limited (SBL) is the largest and leading nationalized commercial bank in Bangladesh. To in line with the modern technology trends and to keep the highest brand value, SBL has introduced several E-banking solutions. I am working with SBL as a Senior officer since 2015. The experiences with SBL has helped me to match my theoretical knowledge with practical understanding and help me to choose the topic “An Empirical Study on Service-oriented E-Banking Solutions of Sonali Bank Limited” for my internship of the MBA program.
out line of this Presentation.
Elaboration of Mobile banking.
What is the Mobile banking.
How to connect with Mobile banking.
Features & Benefits of Mobile banking.
Advantages & Disadvantages of M-banking
Mobile banking in world.
Mobile banking in sri lanka.
This document discusses bank deposits, including the types of deposits, factors that affect deposits, and measures to increase deposits. It also covers pricing deposits, "Know Your Customer" guidelines for opening accounts, deposit insurance, and non-deposit sources of funds for banks.
This document discusses various types of current accounts offered by Allied Bank Limited in Pakistan. It provides details on six main types of current accounts: Allied Current Account, Easy Current Account, Aasan Current Account, Pension Current Account, Allied Business Current Account, and Khanum Current Account. For each account type, it outlines the key features and requirements for opening the account. Overall, the document aims to explain the different current account options available to individuals and businesses through Allied Bank Limited.
customer relationship management in banking sectorProvash Biswas
This presentation discusses customer relationship management (CRM) and its implementation in banks. CRM refers to principles and practices for interacting with customers to enhance their experience. There are four stages to implementing CRM: identifying customers, classifying them, interacting with valued clients, and customizing products/services. Benefits include increased customer satisfaction, operational efficiencies from better training, and understanding customer value through structured data. Challenges include integrating customers, products, services and delivery channels under CRM.
Credit risk refers to the risk of a counterparty defaulting on their obligations. It is defined as the possibility that a borrower may fail to meet their obligations in accordance with the agreed terms. There are several components of credit risk, including the amount of the loan, quality of the loan, default risk, exposure risk, and recovery risk. Credit risk management is important for banks due to new financial transactions, decreasing government support, and regulatory capital requirements. Banks traditionally evaluated credit risk using the 5 C's of credit analysis and now also utilize internal credit rating systems.
This document provides a summary of a presentation on the introduction to banking operations. It discusses key topics like the changing nature of banking operations, the importance of customer relationship management, the different types of products and services offered to customers, the role of technology in banking operations, the need for asset-liability management, electronic banking and e-banking in India. It provides details on various banking products, services, and operations and how technology has transformed the banking industry.
A concise overview of the retail banking business in the United States. Part of a continuing series of presentations on the financial services industry.
The webinar will provide enriching insights of Credit appraisal, why it is required and the advantages of the same. The key areas of elucidation will include banker's preference for credit appraisal, traditional method Vs current trends, understanding various business models. The discussion shall also include the role of Chartered Accountants in credit appraisal, the edge CA's have over others and also the added advantages it brings in to their professional practise.
The document discusses marketing strategies for banks. It defines bank marketing as providing services to satisfy customers' financial needs more effectively than competitors, while achieving organizational objectives. Effective bank marketing is necessary to win and retain customers through appropriate promises and identifying profitable current and future customer segments and their needs. The marketing mix of product, price, place, promotion, physical evidence and processes are described for banks to strategically segment, target and position themselves relative to competitors in the changing banking environment.
This document profiles Vipin KP, who holds an M.Com, MBA, and is a PhD research scholar. It then discusses how the banking world is changing with the rise of digital banking, which involves moving traditional banking services online. Digital banking encompasses more than just online banking by digitizing all bank programs and customer activities. The benefits of digital banking include lower operating costs for banks from eliminating back-office work and fewer errors, while customers benefit from improved services, 24/7 access, and lower fees. Banks can engage customers and enable new business models through technology.
This presentation discusses e-banking. E-banking refers to electronic banking and involves information technology based banking services. Popular e-banking services include ATMs, telephone banking, electronic funds transfer, mobile banking, electronic clearing cards, smart cards, internet banking and more. Some advantages of e-banking are lower operating costs for banks, customer convenience from 24/7 access to funds, and reduced errors. However, challenges include infrastructural barriers, lack of knowledge, legal and security issues, and cultural barriers. Factors for adopting e-banking include better access to services, privacy, prices, and personal recommendations.
Digital” is the new buzz word in the banking sector, with banks all around the globe hopping onto the digital bandwagon. Banks of all sizes are making sizeable investments in digital initiatives in order to maintain a competitive edge.
Payments Systems - IMPS(Mobile Payments)chintan_1881
This document provides an overview of payment systems in India, including existing systems like ECS, NEFT, RTGS and emerging mobile payment systems like IMPS. It defines key payment system stakeholders and classifications. Specific sections describe the process, advantages and disadvantages of IMPS mobile payments. Comparisons are made between IMPS and other electronic payment methods. The document also discusses future payment trends focused on increasing convenience, affordability, confidence and consumer protection in digital financial services.
Modern Banking: Challenges & Opportunity
#Nepal
#Banking
#CommercialBanks
#Profitability
#Leverage
#Liquidity
#NRB
#Rastriya Banijya Bank
#Agricultural Development Bank
#Nepal Bank Limited
This document discusses retail banking in India. It provides an overview of retail banking, best practices, and the significance of product innovation. It then discusses the drivers of retail business in India, including economic growth, demographics, technology, and declining interest rates. Specific areas of retail lending discussed are credit cards and housing loans. The opportunities for retail banking in India are significant due to economic and demographic factors. However, challenges include customer retention, rising indebtedness, and managing information technology risks.
Microfinance provides small loans, savings opportunities, and other financial services to low-income individuals who lack access to traditional banking. Muhammad Yunus founded Grameen Bank in 1983 to provide credit to the poor in Bangladesh without requiring collateral. Grameen Bank and microcredit more broadly have helped millions of people rise out of poverty by allowing them to start small businesses. While microcredit has significantly benefited many, concerns remain regarding interest rates and whether loans truly benefit women. Microfinance continues expanding to help alleviate global poverty.
The document discusses digital banking and omni-channel banking. It covers topics like internet banking, mobile banking, the internet of things, customer experience, content creation, data analytics, predictive analytics, CRM systems, and ensuring consistency across channels. The key aspects are using customer data and insights to improve the customer experience across online, mobile, and physical channels to provide a seamless omni-channel banking experience.
Savings bank deposits are meant for small savers and have restrictions on withdrawals and minimum balance requirements. Current deposits are for business people and allow withdrawals by cheque but no interest. Recurring deposits encourage regular monthly savings over a fixed period by automatically depositing a set amount each month to earn interest. Fixed deposits are repaid after a specific time period but penalties apply for early closure. Proper documentation and verification is required to open any type of bank deposit.
Christopher Lyons is seeking a position utilizing his training skills in a hands-on environment. He has over 20 years of experience developing and delivering training programs to clients. His experience includes needs assessment, course development, training delivery, managing training staff, and ensuring training effectiveness. He is proficient in software like Salesforce, Microsoft Office, and has experience training on various systems like Vestmark, HP Vertica, and Kiva.
Many companies have OEM, Channel Partner Distribution models, or third party vendors to help them sell. In this presentation we share best practices and case studies from Kuehne Nagel, Atlas Copco, and Metso Mining.
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESSRenjoie Soriano
The document discusses how a company's business strategy and goals should drive its strategic training and development process, including initiatives to diversify learning, improve customer service, and align training with the company's direction. It also outlines factors like employee roles, management support, and organizational structures that influence training, and stresses the importance of marketing training programs to overcome resistance to change. Successful implementation requires addressing issues like resistance to change, control, power imbalance, and redefining tasks.
Organisations are increasingly looking inwards to talent within to develop leadership. They are invested in nurturing individual contributors into leaders who can change the pace of the business. Such to-be leaders need to be efficient in change management, identify newer growth opportunities and follow strategic execution.
Maximizing Sales Performance: Andrew Sidwell Team EgyiiTrip Allen
Maximizing Sales Performance and Skills: an overview of the programmes and outcomes
of past programmes delivered by Team Egyii member, Andrew Sidwell. He focuses on solutions for front line service/ sales teams and management.
Frontline Sales and Acquisition
Frontline Customer Experience
Leadership and Coaching Development
Mastering Success: Key Components of an Effective Sales Training ProgramDenny Henry
In the fast-paced and competitive world of sales, continuous learning and development are essential for success. An effective sales training program is the linchpin that empowers sales professionals to navigate challenges, adapt to evolving market trends, and ultimately drive revenue growth. Let's explore the key components that make a sales training program truly impactful.
The document discusses a coaching program called the Growth Fundamentals Framework that aims to help accountants become business consultants. It provides answers to common questions about the program. The program uses a framework with 9 growth stages, 7 areas of focus, and 5 layers of complexity. It consists of 12 modules over 2 workshops and online resources. The workshops are designed to build facilitation skills, business knowledge, and influence skills so accountants can better help clients grow their businesses and increase the accountants' own fee income and expertise.
Training and development program of Prime Bank Ltd.Masudul Hasan
- Prime Bank Limited provides various training and development programs to employees to improve their skills and increase productivity. This includes on-the-job and off-the-job training methods like classroom sessions, seminars, and job rotations.
- Most employees are satisfied with the training programs and recognize their importance. However, some find the environment confusing and hold negative perceptions.
- Regular training is seen as essential for developing employee performance and bringing positive change, but need assessments could be improved to better match training with needs. Overall the training programs aim to meet employee needs.
Budgeting forecasting and cost control management techniques september, lagosPetro Nomics
This document provides information about a 3-day training course on budgeting forecasting and cost control management techniques. The course will cover topics such as the budgeting process, building budgets and forecasts, sensitivity and scenario analysis, and using economic data. It will take place in Lagos, Nigeria from September 7-9, 2015. The course aims to help participants build sophisticated budgets and forecasts for the oil and gas industry and improve budgeting and forecasting processes.
This document provides an overview of a sales training program study conducted at Aircel Ltd. It begins with an introduction describing how sales training is important for increasing employee satisfaction and organizational productivity. It then discusses the concept of sales training, different types of sales training programs including on-the-job training and organized training. The document also outlines the sales training process at Aircel and benefits of sales training for employees like individual development and self-motivation. It concludes by describing steps to make sales training effective.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
140212 mi sales academy synopsis sales modules - liv ejmEllis Mugridge
The document provides information about sales training modules offered by the MI Sales Academy. It describes several 3-day modules focused on essential selling skills, consultative selling, sales activity and pipeline planning, professional presentation skills, professional negotiation skills, and key account management. Each module summary includes the objectives, schedule, and an outline of the agenda topics to be covered.
Shivakumar R. is an AVP of Learning and Development with over 14 years of experience in training and development. He has expertise in leadership development, program management, and hospitality operations. He is currently the Head of Talent and Trainers Development at GRT Group of Companies, where he manages the training calendars and conducts trainings for trainers. Previously he has worked as the Head of Learning Services and Six Sigma at ITC Sheraton Park Hotel, and as the Training Manager for Aloft Hotels India, leading a team of three trainers. He has experience in conducting various training programs, developing training modules, and ensuring training effectiveness. He holds an M.Phil in Tourism and M.T.M
Vicky Peña has over 20 years of experience in organizational development and training in the software development and financial services industries. She is currently an AVP Director of Training & Development at Fiserv, where she manages a training budget and department, designs client product training programs, and leads learning initiatives. Her experience also includes roles in training, marketing, and customer service at companies such as First Data, GE Capital, and Fiserv.
Rini Sharma has over 10 years of experience in sales, business development, operations management, and team management in the e-commerce and financial services industries. She has held roles such as Sales Manager, Area Sales Manager, and Deputy General Manager, where she managed sales teams, client relationships, and helped businesses achieve their targets. She is seeking new opportunities where she can utilize her expertise in sales, operations, and team management.
The DLP is designed to equip participants with the know-how and the strategic tools to enable them to effectively drive departmental performance. This includes examining a balanced approach to leading and directing automotive retail operations in a way that accommodates the three dimensional requirement of achieving optimum market penetration, providing exceptional levels of service and generating superior returns for the business.
- The document is a resume for GEO P. P that outlines his 14 years of experience in teaching, training, and quality improvement projects.
- He has held roles such as department head, senior manager, and manager where he led projects in industries like insurance, healthcare, and life insurance to improve processes, increase revenues, and reduce costs.
- His skills include leadership, communication, analytics, teaching, and a thorough understanding of quality improvement methodologies like Six Sigma and Lean.
- He has numerous certifications in areas like Lean Six Sigma, project management, and business processes and has successfully led over 90 projects.
Wagons Learning - Corporate Training ServicesSelf-employed
Wagons is global leader in blended Training solutions. For nearly Four decades, our Automotive Finance & Banking experts have designed , delivered and managed tailored Training solutions across thousands of locations, all over India.
Till date, we have delivered thousands of hours of training- including product launch training for multiple Automotive , Finance & banking introductions to the worlds most successful organizations. The end results, time and again? Short term sales, long term customer loyalty and dealership profitability. In other words: Everything you need to shift your business into next gear.
Evaluation of effectiveness of the Training ProgrammeShriyani Udugama
The document evaluates the effectiveness of a management skills development training program conducted by ABC Company for its employees. It analyzes feedback from trainees through a questionnaire on various aspects of the 5-day program, such as content, examples used, trainer interaction, and relevance. The results showed trainees were extremely satisfied with what they learned and practiced in the sessions. Specifically, the content, examples, presentation methods, trainer interaction and behavior changes were rated excellent. The training also offered an effective mix of teaching and technology. The evaluation found the program to be effective in developing the participants' management skills.
This document discusses the importance of evidencing the benefits of staff development programs in higher education. It highlights challenges in the sector like reduced funding that require demonstrating efficiency, effectiveness, and impact. While many institutions identify potential benefits, only 42% successfully measure them. Barriers to measurement include a lack of clarity on what and how to measure, data availability, and concerns about negative results. The presentation provides tools to help plan and evidence benefits, including exploring benefits from strategic, behavioral, stakeholder, and measurable perspectives. It emphasizes capturing baseline data before and improvement data after to quantify changes. Examples demonstrate calculating benefits like time or cost savings. Communicating evidenced benefits helps create value by showing how investments in staff development impact individuals and institutions.
Similar to Branch Profitability Improvement Programme (BPIP) By Workforce (Winstitute) (20)
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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6. The
Struggle
As the Nigerian retail market
matures, many banks are struggling
to grow their customer base and
revenues.
7. The Need
Banking institutions have seen the
need to strategically improve the
effectiveness/efficiency and
profitability of branch networks.
8. Solution 1
The consistent feedback from our C-
level engagements with Banks is the
need to do more with less, by
transforming their branches from cost
centres into powerful income-
generators.
9. Solution 2 It is not enough simply to acquire customers, banks
must now work hard to retain customers, generate
more revenues from them and increase the
number of financial products sold to each
individual.
Becoming extremely competent at meeting the
needs of the major sources of sales, as well as
relentlessly focusing on execution, is what
differentiates a successful organisation from a
poorly performing one.
10. TO ACHIEVING BPIP REQUIRES
Adoption and communication of proposed KPI (scorecard) for branches
Ensuring excellence in customer service
Increased product usage per customer
Adoption of “best practice” retail operating model
Optimal people and branch resource utilisation
Strong growth in risk asset
Growth in customer base
11. Workforce Group is delighted to present our
findings on the drivers of Branch Profitability
which informed the development of our Branch
improvement Programme (BPIP) – an intervention
for implementing Analytics Based Learning to
improve branch profitability.
13. “The purpose of a business is to find and keep customers.”
Peter Drucker
14. Implementing Analytics Based Learning Interventions to Improve Branch Profitability
1.Service and sales improvement to grow the customer base
and increase product/service take up per customer
2.Branch cost and profitability optimisation
3.Branch manager and personnel performance improvement
4.Branch operations improvement and optimization
BPIP is uniquely designed to address
individual branch performance from
4 distinct perspectives:
15. The BPIP is Built
to…
Implementing Analytics Based Learning Interventions to Improve Branch Profitability
17. Implementing Analytics Based Learning Interventions to Improve Branch Profitability
Pillar 1: Branch Manager as a CEO (Chief Execution Officer) programme
Pillar 2: Strategic Cross-Selling and Upselling/Selling with Service programme.
OUR LEARNING INTERVENTION CONTENT
18. Pillar 1: Branch Manager as a CEO (Chief Execution Officer) programme
Programme Premise Programme Objectives
Branches are a major delivery vehicle of
business volume in banking and the
performance of the branch is bound to have a significant
impact on the performance of the bank as a whole.
In response to a more competitive nationwide financial
services market, branch banking has gone through significant
improvements. To maintain viability and to improve
competitiveness, banking institutions have seen the
need to strategically improve the
effectiveness/efficiency and profitability of branch networks.
While bank branches are important tools for developing
comprehensive and effective customer relationships, they are
also the most effective sales channels. The Bank with
branches that has developed very deep relationship with
their customers will be well positioned to win in this evolving
marketplace.
Some of the key result areas addressed by the programme include
the following:
The need for banks to guarantee standardisation and quality
of service delivery across their various branches. This
programme is designed to address this by equipping Business
Manager and Unit Heads with critical competencies required
to run a successful branch.
The need for Banks to ensure consistency in customer
experience across its branches toward transforming its
customer interactions into delightful experience for its
customers.
The need for Banks to have the right leadership at the branch
level managing people for strategic advantage, ensuring they
are engaged and driving them effectively for improved
performance and results.
19. Our
Modules
The Branch Manager as a CEO training programme is a 3 day classroom training
session for Branch Managers, comprising the following modules.
Module 1 – The Business of Banking
Module 2 – Driving Branch Operational Excellence (The effective Branch
Manager)
Module 3 – Branch Profitability Management. (Driving profitability Through
Analytics)
Module 4 – Cost Optimisation Strategy For Branch Operations
Module 5 – Branch Performance Management
Module 6 – Driving results through others
20. Pillar 2: Strategic Cross-Selling and Upselling/Selling with Service programme.
Programme Premise Programme Objectives
Sales people sell to the customer. Customer
Service people serve the customer.
Sales people attend Sales Training programme. It makes sense
because they need to sell to the customer.
Customer Service people attend Customer Service course.
Again, it makes sense because they need to serve the
customer very well.
However, this approach of separating Service from Selling
create gaps in many organisations and this leads to service
delivery failure because most of the time, promises made at
the point of selling are not fulfilled at the point of service.
There is a need for an integrated approach. A selling with
Service approach and orientation.
Our Selling With Service Workshop is
designed to equip Front and Back office
staff with the must have competencies required to provide
exceptional service as well as sell to both existing and
potential customers of the bank Bank.
The workshop is based on extensive research into customer
buying psychology and the factors that create a loyal
customer.
It is designed to be practical and activity based (with lots of
Templates and Tools) to ensure your delegates are able to put
what they have learnt in the classroom to effective use back
at the place of work.
As part of this learning intervention, we also adopt a
consultative approach and provide Banks with the framework
and support to drive the implementation of the concept of
“Selling More To Existing customers”
21. Delegates are required to translate their learning
into concrete personal development and branch
profitability improvement actions plans.
Delegates extend their learning process beyond
the 2 or 3 days spent in class by leaving with a
clear roadmap for building their personal
proficiency and overall branch performance.
Personal development plans also provide the bank
human resource team with the valuable insight to
support branch staff development.
Branch profitability improvement plans will
provides strategic insight to drive branch
profitability across the bank.
22. “Learning is a Process”
We understand that learning does
not happen in isolation. Instead, it
involves how the learner relates and
even adapts learning to work and
other environment.
OUR METHODOLOGY / MODE OF DELIVERY
24. Research has consistently
demonstrated that when clear
objectives are associated with learning
that the learning occurs more easily,
rapidly and effectively.
“Learning is Improved
When it Is Objective-
Oriented”
25. “For Training to be effective and
achieve its purpose, it must be action
oriented i.e. Active Training”:
o What I hear, I forget.
o What I see, I remember.
o What I do, I understand.
26. Moderate Level of Content
Balance between affective, behavioural and
cognitive learning
Variety of learning approaches
Real-life problem solving
Allowance for future planning & Evaluation
Life-Long-Learning/On-going Support
6 Qualities of BPIP (Value Preposition)
27. OUR DELIVERABLES
We follow participatory and experiential training
approaches for skill development, and the session plans,
besides lectures, are developed around experience-
sharing, group work, practices and presentations.
40%
60%
We provide delegates with course materials,
frameworks, templates, forms and comprehensive
programme material for future references as well as
recommended books, website and learning resources
to guarantee that learning is transferred back to the
place of work and ensure continuous learning.
The course is taught in a highly practical manner so that
participants can practice as they learn.
28. The learning component of the intervention is delivered in the following
phases:
Phase 1: Pre-Course Activities
Workforce Group will:
Conduct a Learning and development analysis to distil the specific needs
of the target participants
Conduct random branch visitation and audit
Co-plan outcome activities with Clients Learning Department
Phase 2: Course Activities
These include:
In-Class Assignments e.g. class presentations
Graded practical sessions/projects
Games and Learning Activities
Case studies, Role plays and Videos
29. Phase 3: Post-Course Activities
Post-Course Assessment
Action Planning Template (in triplicate)
Job Aids and Learning Guides
Deployment of E-Learning Component of Course (If applicable)
Year-long Learning initiative
Phase 4: Conduct a Post-Course Learning Impact Assessment which will
include:
Post-course follow-up activities (3 Months)
Confirmation of Outcome using Outcome Planning Template
Review Personal and Branch Profitability Improvement Action Plans
Celebrate Success/Sanction non-conformity
31. OUTCOME/BENEFITS (IMPACT ASSESSMENT)
The benefits of the workshop include a measureable higher return on training
investments. For Clients, these individual outcomes cumulatively translated to:
Effective and efficient branch management.
Increased employees productivity
Increased ability of employees to adopt new initiatives.
Guaranteed business continuity and employee engagement.
Improved customer experience in the bank.
Retained customers and increased profitability.
Achieving the above outcomes also ensured greater management support for
learning and development, and enhanced prestige for the learning function.
32. OUR FACILITATORS
Bolaji Olagunju
Lead Consultant/CEO
Workforce Institute
Limited
Foluso Aribisala
Director.
Workforce InstituteDr. Tayo Aduloju
Director.
Workforce Group
33. Bolaji Olagunju is the Lead Consultant/CEO of Workforce Institute Limited, a Management Consulting and
Business Process Outsourcing company with headquarters in Lagos, Nigeria.
With more than 15 years of experience spanning FMCG, Banking and Management Consulting, Bolaji helps
organisations with transformation and business improvement efforts via the design and deployment of service
offerings in the areas of Strategy Planning and Execution, Organisational Design and Development, Corporate
Universities/Academy Design and Implementation, Change Management, Performance Management Design and
Implementation as well as Business Process Outsourcing. He has extensive experience in developing and
implementing targeted interventions in the areas of Strategic Talent Management, Leadership Development and
Business growth Advisory services.
Throughout his career, Bolaji has facilitated several workshops including Sales Management, Leadership
Development, Business Systemisation, Coaching and Mentoring, Organisational Development, Strategic Human
Resources Management, ROI of L&D and HR Programmes, Workforce Planning and HR Analytics, etc.
Bolaji is a certified Change Management practitioner, certified Competency Model developer, certified Occupational
Testing Professional and Executive Coach. He has been actively and assiduously involved in the development and
implementation of end-to-end Human Resource Transformation initiatives and projects on behalf of several
organisations.
As a trusted, long-term partner of top business executives in Nigeria, Bolaji works side by side with clients, offering
expert, objective advice to help solve their most important and challenging problems.
He holds a first degree in Industrial Chemistry and Master’s Degree in Information Systems and has attended several
relevant training programmes both within and outside the country. He is a Member of Chartered Institute of
Professional Development UK, Member of the Society of Human Resource Management (SHRM), a Licensed Member
and Test/Assessment Administrator of the British Psychological Society, UK, a certified ROI practitioner, member of
Nigerian Institute of Management (Chartered) Nigeria and many other indigenous professional affiliations.
Bolaji Olagunju
Lead Consultant/CEO
Workforce Institute Limited
34. Dr. Tayo Aduloju
Director.
Workforce Group
Tayo Aduloju is holds a Bachelor of Technology Degree in Applied Industrial Biochemistry, Advanced
Diplomas in Business Administration, and Ministry Administration, a Master’s in Business
Administration, and currently is a candidate for the Six Sigma Quality Management Black Belt and
Doctor of Philosophy in Strategic Organizational Leadership at Rushmore University USA. Tayo has been
into professional public speaking for over 15 years, and has worked as a consultant on projects in the
areas of Strategy Articulation and Deployment, Human Resource Re-engineering, Corporate Learning
and Development, Corporate Change, Leadership Development, Corporate Intelligence and Quality
Management Systems (ISO 9001:2000), Environmental Management Systems (1S0 14001:2004) and the
ISPS Code for Sea Port Safety and Security Surveillance – with clients like Nigerian Ports Authority,
Presidential Committee on Maritime Safety and Security etc.).
Started his career as an analyst in Strategic Developments Nigeria, then went on to work as Consultant
Trainee at Vic Lawrence and Associates, and rose to become a Consultant in the area of Training &
Development, Special projects, Strategy and Business Support. He left VLA as the project champion
Balanced Scorecard and ISO 9001:2000. He worked briefly, as the Manager, Business Leadership
Programs, for a non-governmental organization and engaged in a private consulting and research
practice, before joining Workforce Management Centre as the Lead Consultant – Organizational
Strategy & Systems Group. Tayo Aduloju continues to lead online forums on Change Management, and
academic research in that area of Global Strategy and Organizational Leadership
35. Foluso Aribisala is a Director at Workforce Institute. He is the head of the training and business consulting unit
and has extensive experience in conducting market intelligence research, business planning, performance
management, corporate culture management, process diagnostic and improvement.
Foluso gained valuable experience during his time with KPMG. He also has extensive training, facilitation and coaching
experience with a bias for business/marketing strategy, personal effectiveness, customer management, corporate
culture management, leadership development, team building and staff disengagement counselling. Over the years,
Foluso has mastered the art of facilitating retreats to refine the business strategies, structures and systems of both
public and private organizations.
He has built an enviable track record of consistently achieving visible (measurable) improvement in work performance
using training, ICT, performance management systems and re-organized work processes. Foluso has been involved with
manpower audit and staff recruitment in both public and private organizations and has also developed and conducted
market intelligence research and customer surveys for various financial and healthcare institutions. He is also an
external consultant to the SERVICOM office (Under the Presidency), the newly constituted institute for service delivery
in Nigeria and MTN Nigeria.
Apart from managing the extensive client list of the firm, he has facilitated various programmes, including retreats and
trainings for MTN Nigeria, WAPCO, First Bank, Guaranty Trust Bank (GTB), Guaranty Trust Assurance, Afribank, Jagal
Pharma Limited, Nokia Nigeria, Cornerstone Insurance, International Energy Insurance, Prudent Bank (now Skye Bank),
Access Bank, FSB, Bank PHP, Lion Bank, UBA Metropolitan Life Insurance, SGBN, WEMA Bank, HEIRS Insurance, May &
Baker and Nigerian Bottling Company (NBC).
He is an active FATE and LEAP foundation volunteer and an external facilitator for VIP Consulting, Think Consulting,
IBFC Agusto Training, VLA (Vic Lawrence & Associates), Westlake Consultants, Eagle 8 Consulting Limited, Workforce
Management Centre, Health Strategies Limited, Hapliserve Consulting South Africa, MT (Management Transformation
Limited) and Global Training International Limited (GTIL United Kingdom). Foluso is a management accounting graduate
of Obafemi Awolowo University (Ile-Ife) and a qualified member of the Institute of Chartered Accountants of Nigeria.
Foluso Aribisala
Director.
Workforce Institute