In today's technology-driven landscape top performing companies understand the value of data analytics and how it creates opportunities for growth and profitability. If you know how to harness this data and business intelligence, you can then gain a better understanding of your customer's needs and build brand and branch loyalty.

1. Using Analytics to Drive New Business
for Small Business
Eric Esfahanian, SVP of Sales and Marketing and General Manager, Gryphon
Morgan Cambern, SVP and Director of Retail Operations, Belmont Savings Bank1

2. Moneyball and Banking
Data-driven decisions can be
come off as completely
heartless, baffle people, and
defy explanation, especially to
the casual observer.
Focusing not just on data, but
the right data, means better
decisions.

3. From Worst to First using “Big Data” in 2002
• Billy Beane, general manager of Oakland A’s
• Lost star players (Jason Giambi and Johnny Damon)
• Written off by experts
• Couldn’t compete for recognized star players ($$$)
• Signed undervalued “average” players based on, performance
indicators that were overlooked by the rest of the league.
• Longest winning streak in MLB history, won NL Championship
• Red Sox adopted technique and The Boston Red Sox won the
2004 World Series, first time in 86 years.
3

4. Moneyball Lessons for Banking to SMBs Today
Sabermetrics –
The computerized measurement
of baseball statistics
• Focus on high-value
targets for improvement
• Look at predictive metrics,
not outcomes
• Manage based on data, not
hunches
• Increase average player
effectiveness vs 80/20

5. The Digital Wave Can’t Be Overstated
95%
Percent of ALL banking
transactions will be
handled digitally in 5
years

6. The Digital Wave Can’t Be Overstated
60%
Percent of ALL active
digital clients ARE also
active retail-branch
users

7. Digital Innovation is Evolutionary…
65%
Percent of customers
interact with their banks
through multiple channels.
Aite Grp Oct 2015

8. …not Revolutionary
75%
Number of new accounts
that are still opened at a
physical branch
Aite Grp Oct 2015

9. The Bottom Line
9
The Opportunity to
Build Loyalty with
Clients in Banking Has
Never Been Greater…
…Optimizing Client
Interactions has Become
Essential.

10. Universal
Banker at-a-
Glance
Multi-purpose banker capable of performing a
variety of service and sales tasks
10
Banker—Teller—Customer Service
Proactive outreach to clients to drive branch
traffic
Outbound prospecting activities, community and
networking events

11. Innovation Creates Disruption
$131B
Total IT Budgets in Retail Banking in 2015, a
4% increase y-o-y
American Banker 2015

12. Opportunity within the Disruption
71%
Consider their banking
relationship to be
transactional rather than
relationship driven
Accenture 2015

13. Branch
Evolution to
Digital
Branches remain critical to growing revenue
13
Client information and branch access is critical
advantage for banks v Fintech that must be applied
Customer relationships are becoming more
multi-faceted and complex
Banks must be able to apply analytics to
capitalize and compete.
Customer Analytics
Sales + Service Analytics

14. Opportunity within the Disruption
Of Clientswant their bank
to proactively recommend
products and services to
their financial needs.
51%
Accenture 2015

15. Intelligent
Client
Outreach
Automate transactional, but closely measure and
manage strategic client interactions
15
Reemergence of the telephone as strategic tool
All channels must be applied
Your clients are more sophisticated, demanding
and more loyal

16. Big Data to Improve Bankers’ Outbound Calling
• Projecting outcomes subjective
• Evaluate individuals based only on outcomes
• Bet on future performance based on past
results
• Hiring, training, coaching difficult
• Quantify missed opportunities
• What actions improve retention

17. The
Importance of
Branch-
Optimized
Service and
Sales Activity
Call attempts  Quantify Outreach
17
Call duration  Appointment Setting
Frequency of contact  Lead follow-through
Call results  Cross-selling, customer satisfaction, branch
traffic

18. Managing Branch Outreach Activities
Challenges
• Adherence to bank procedures and
government regulation
• Lead follow-through
• Reliable and accurate activity capture
• Types of phones used
Consequences
• Shrinking prospect pools
• Limited management visibility
• Training and retention
• Quality of service

19. 19

20. True Branch
Connectivity
is the Real
Disruption?
Internet and mobility enables unprecedented
access to data, especially to branch models
20
Hiring and retaining high quality bankers
Performance + Data + Analytics = Improved
Effectiveness
Using Big Data principles to understand and
manage outreach is priority

21. Accurate Measurement of Effective Phone-Based Outreach?
Business Rules & Audit
Manual Activity Logs Actual Results
Visible
The distributed branch
nature of Bank
branches and Banker
mobility makes it
difficult to monitor
phone-based
outreach.
Invisible
Pattern Recognition
Voice Conversations
Training Issues
Bad Practices
Poor Lead Mgmt.
Success Criteria
Inbound/Outbound Phone Communications
Banker Client

22. Improved Effectiveness
$12MM
Client-estimated monthly improvement in
appointment setting leading to upsell or
cross-sell conversions

23. Hiring, Onboarding and Training
50%
Savings in time & cost of evaluating
staff performance, universal banker
conversion, likelihood of long-term
success for acquisition personnel

24. Increased Customer Retention
4%Increased retention due to managing
banker/client touchpoints at regular
intervals. Build one-to-one relationships.

25. Practical Innovation for Customer Outreach
• Founded in 1885 in Belmont Mass.
• Motto: How Can We Help You?
• NASDAQ traded: BLMT
• Blended branch network – traditional brick and
mortar and in-store locations
• $1.9 Billion in assets
• 60+ Community Events Annually
• Q2 year over year earnings growth of 84%

26. 80% close rate on appointments
26
How to get clients and prospects in the branch-
outbound prospecting and proactive outreach
Leveraging data and automation to manage to
outcomes; create benchmarks and coach to
activity
With mutual accountability of bankers and
managers, overall boost in effectiveness and
productivity

27. Analytics is an
Ocean…Start
Small
Big Data must be applied practically and
sparingly
27
Improperly applied, it is a liability and major
distraction
Structured around measurable and meaningful
activities of high-value tasks
Accuracy matters