This document discusses strategies for banks to build relationships with small and medium business owners through branch managers and small business specialists. It notes that business owners are looking for a consistent human point of contact at their bank rather than just online services. To develop deep relationships, bankers need skills like actively listening, understanding the client's business, and contributing business advice rather than just selling products. The document also outlines different levels of potential bank-client relationships and factors for banks to focus on, like clear sales processes, training, coaching, and rewards, to successfully implement a relationship-based business model.
A Starter Guide to IT Managed ServicesDavid Castro
Making the switch to MSP is worth the time and effort because MSPs are approximately 200-400% more profitable than non-MSPs. And MSPs are 3x to 10x more valuable than traditional VARs. This 21-page guide will help you: --Develop and execute on a solid business strategy for running a managed services company --Choose the right IT systems management solution to help enable your vision --Price your managed services fairly, competitively, and profitably --Understand MSP pricing and profit scenarios including cost, profit, and MRR/project/breakfix calculations and analysis --Avoid some common pitfalls --Understand the benefits that come with implementing managed services correctly --Understand how an IT service provider successfully rolled out managed services for its customers and transformed into one of the largest MSPs in the country. December 2012.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
Customer Experience Self-assessment: Belgian Benchmark 2010Geert Martens
What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.
A Starter Guide to IT Managed ServicesDavid Castro
Making the switch to MSP is worth the time and effort because MSPs are approximately 200-400% more profitable than non-MSPs. And MSPs are 3x to 10x more valuable than traditional VARs. This 21-page guide will help you: --Develop and execute on a solid business strategy for running a managed services company --Choose the right IT systems management solution to help enable your vision --Price your managed services fairly, competitively, and profitably --Understand MSP pricing and profit scenarios including cost, profit, and MRR/project/breakfix calculations and analysis --Avoid some common pitfalls --Understand the benefits that come with implementing managed services correctly --Understand how an IT service provider successfully rolled out managed services for its customers and transformed into one of the largest MSPs in the country. December 2012.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
Customer Experience Self-assessment: Belgian Benchmark 2010Geert Martens
What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.
Contact centers. avoid the waste but not the valueStephen Parry
CORE Profile: A Customer Purpose Framework for Contact Centers
The customer purpose defines value, and value defines meaningful work, everything else is waste. The organisation and its leaders need to know what to optimise, what to remove, what types of demand to increase, and what types of demand may present opportunities to create new products or services. Our research indicates that most operational managers and leaders think they know what waste is, but in reality what they consider to be value is in fact intuitional waste, habitualized by calling it value.
Most companies genuinely want to create value for their customers and sincerely believe that their customer-service operations are indeed doing that, but often they are simply restoring lost value caused by a failure to do something right the first time.
The annals of commercial history are full of anecdotes about the B2B buyer-seller relationship. Variously described as a contest, a war, a win/win partnership, a value-adding collaboration, a strategic venture, there are very few sales people who don’t have an epic tale to tell about an encounter with a purchasing manager. And, on the other side of the fence, most procurement professionals have plenty to say about sales people!
We wanted to find out how the sales function interacts with procurement in 2012, and for this reason, we decided to re-run a survey we carried out in 2007 which revealed some stark messages about Sales’ preparedness for dealing with this rapidly evolving function. We also added some new questions to the original survey to make for a richer picture.
In essence, the research showed sales people being reactive, transactional, overly focused on face-to-face behavioural negotiation tactics, and unaware of the strategic, analytical and longer term methods being employed by, arguably, a superiorly-educated procurement profession.
Our conclusions are that sales and account management must:-
•Do their homework; undertake Analysis Before Action
•Recognise procurement is after your job as The New Trusted Advisor
•Understand the Levers of Power and Value at play in their key relationships
•Ditch any avoidance behaviour and accept that it’s now Time to Engage with Procurement
We debate the survey results from both the Sales and Procurement points of view, and suggest that no longer this issue can be ignored by suppliers where procurement is in the game.
www.fourpillars.co
"If the key to creating a competitive advantage is the overall customer experience, then what is your organization doing to stay ahead? In today’s dynamic environment, organizations have to keep up with the many channels of customer interaction: website, call center, in-store, etc. Organizations must integrate these mediums of communication and create a cohesive blended channel outreach and facilitate a platform for more efficient communication to ensure a positive customer experience.
The Customer Experience Summit will present an opportunity to leverage and enhance the mechanisms, tools and metrics to enhance a company’s cost effectiveness of pursuing customer centric initiative, accomplish more with fewer resources and formulate ideas on how to generate a higher level of revenue and customer satisfaction.
"
Bottom-Line Selling by Jack Malcolm excerpt (ch.7)jmalcolm
An excerpt from my book, Bottom-Line Selling, which explains how you can add meaningful and measurable value for your customers by becoming a cash flow engineer.
Supporting the Transition to SubscriptionsZuora, Inc.
Companies are looking to effectively price, package & position their subscription businesses for future growth. In order to be successful there are a number of factors to consider including: churn reduction, flexible monetization strategies, and simplifying your financials. Join IDC's VP of Research, Amy Konary & Zuora's Chief Marketing Officer, Brian Bell as they outline the transition to subscriptions and discuss the best practices in offering this approach.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
Contact centers. avoid the waste but not the valueStephen Parry
CORE Profile: A Customer Purpose Framework for Contact Centers
The customer purpose defines value, and value defines meaningful work, everything else is waste. The organisation and its leaders need to know what to optimise, what to remove, what types of demand to increase, and what types of demand may present opportunities to create new products or services. Our research indicates that most operational managers and leaders think they know what waste is, but in reality what they consider to be value is in fact intuitional waste, habitualized by calling it value.
Most companies genuinely want to create value for their customers and sincerely believe that their customer-service operations are indeed doing that, but often they are simply restoring lost value caused by a failure to do something right the first time.
The annals of commercial history are full of anecdotes about the B2B buyer-seller relationship. Variously described as a contest, a war, a win/win partnership, a value-adding collaboration, a strategic venture, there are very few sales people who don’t have an epic tale to tell about an encounter with a purchasing manager. And, on the other side of the fence, most procurement professionals have plenty to say about sales people!
We wanted to find out how the sales function interacts with procurement in 2012, and for this reason, we decided to re-run a survey we carried out in 2007 which revealed some stark messages about Sales’ preparedness for dealing with this rapidly evolving function. We also added some new questions to the original survey to make for a richer picture.
In essence, the research showed sales people being reactive, transactional, overly focused on face-to-face behavioural negotiation tactics, and unaware of the strategic, analytical and longer term methods being employed by, arguably, a superiorly-educated procurement profession.
Our conclusions are that sales and account management must:-
•Do their homework; undertake Analysis Before Action
•Recognise procurement is after your job as The New Trusted Advisor
•Understand the Levers of Power and Value at play in their key relationships
•Ditch any avoidance behaviour and accept that it’s now Time to Engage with Procurement
We debate the survey results from both the Sales and Procurement points of view, and suggest that no longer this issue can be ignored by suppliers where procurement is in the game.
www.fourpillars.co
"If the key to creating a competitive advantage is the overall customer experience, then what is your organization doing to stay ahead? In today’s dynamic environment, organizations have to keep up with the many channels of customer interaction: website, call center, in-store, etc. Organizations must integrate these mediums of communication and create a cohesive blended channel outreach and facilitate a platform for more efficient communication to ensure a positive customer experience.
The Customer Experience Summit will present an opportunity to leverage and enhance the mechanisms, tools and metrics to enhance a company’s cost effectiveness of pursuing customer centric initiative, accomplish more with fewer resources and formulate ideas on how to generate a higher level of revenue and customer satisfaction.
"
Bottom-Line Selling by Jack Malcolm excerpt (ch.7)jmalcolm
An excerpt from my book, Bottom-Line Selling, which explains how you can add meaningful and measurable value for your customers by becoming a cash flow engineer.
Supporting the Transition to SubscriptionsZuora, Inc.
Companies are looking to effectively price, package & position their subscription businesses for future growth. In order to be successful there are a number of factors to consider including: churn reduction, flexible monetization strategies, and simplifying your financials. Join IDC's VP of Research, Amy Konary & Zuora's Chief Marketing Officer, Brian Bell as they outline the transition to subscriptions and discuss the best practices in offering this approach.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
Forging Strategic Partnerships to Innovate for future success
BITCON unites business and IT: enabling you to achieve value-driven change within your organisation.
Currently leading the discussion of business critical innovation with executive peers and exchange the strategies that define the future of enterprise in the technological age.
BITCON 2012: Business & IT Connections is the only platform for active dialogue focusing on innovative technology and strategy. The aim? To drive competitive improvement through business transformation, workforce engagement and a strong working relationship between business and IT leaders.
Whether you are starting out on your journey, or are looking at the next generation of integrated technologies, the launch of PEX Network’s BITCON global series
Register for BITCOM for Free: http://tiny.cc/lgabbw
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
Solutions Insights is a B2B consulting and training firm that helps companies develop, market, and sell high-value solutions.
A Framework to Build and Market Solutions - The Case for Shifting from Product to Solutions Marketing
Similar to Branch Manager As Inside Coach & Outside Business Developer (20)
Branch Manager As Inside Coach & Outside Business Developer
1. MZ BIERLY CONSULTING
Branch Manager as
Inside Sales Coach and
Outside Business Developer
Buck Bierly David Kerstein
MZ BIERLY CONSULTING, INC. Peak Performance Consulting
3. Building a Relationships with
SME Business Owners (excerpt
from Webinar)
Page 3 MZ BIERLY CONSULTING
4. The Human Touch
Many Business Owners are
looking for a point of contact. . .
a point of contact they can
count on (more on that later).
Greenwich Associates, August 2011
Page 4 MZ BIERLY CONSULTING
5. The Human Touch
Companies want the “human touch”
From late 2009 to July 2011, companies began putting more stock in the
“human touch.” Over that period, the share of small businesses citing the
Internet platform as the single most important point of interaction with their
bank declined from 24% to 18%.
The Relationship Manager is the most important point of contact
Meanwhile, the share of small businesses naming their relationship manager
as their most important point of contact jumped from 48% to 53%; among
midsized companies that share increased from 60% in December 2009 to 71%
in July 2011.
Greenwich Associates, August 2011
Page 5 MZ BIERLY CONSULTING
6. What are Business Owners Looking For?
1. Most businesses (and most banks!) were growing with the “robust”
economy; spreads and fee income were strong and business was
walking in the door
2. From 2001 to 2008 most banks focused on customer service and
responsiveness
3. The recession changed that. . . Now there are fewer opportunities
and more competition
In today’s environment, will customer service and responsiveness
be enough to win a relationship with the SME Business Owner?
Page 6 MZ BIERLY CONSULTING
7. There are Different Levels of a Relationship
1. Not all Relationships with Business Owners are the same
2. Not all Business Owners want the same level of relationship with a Banker
3. Not all Bankers can build all levels of relationship with a Business Owner
Make an
Important
Decrease Contribution
Contribute to
5 Organizational Issues
Contribute to
4 Business Issues
Competition Price Importance of
Sensitivity Features
Provide “Good”
3 Service and Support
Deliver “Good” Product
2 and/or Service
Increase Sell
Product
Deliver Commodity that
1 Meets Specifications
Page 7 MZ BIERLY CONSULTING
8. What Many Business Owners are Saying
This study correlates skills with
“Customer Satisfaction” and with the
likelihood a Business Owner would
refer you to other Business
Owners.
Data from the Enterprise Council on Small Business
Page 8 MZ BIERLY CONSULTING
9. What Many Business Owners are Saying
The Key Skills from
the Study.
Data from the Enterprise Council on Small Business
Page 9 MZ BIERLY CONSULTING
10. What Many Business Owners are Saying
The Questions that
drive results and
satisfaction.
Data from the Enterprise Council on Small Business
Page 10 MZ BIERLY CONSULTING
11. Creating Success with Branch Managers as
Relationship Managers
1. Let’s go back to the Clients that have been successful with
BMs, what was the difference? In our next webinar we’ll go down to
the 50 foot view. . . For now give me the 1,000 foot view.
• What did the leadership in the Bank have to do?
• Did the focus affect consumer results?
• Did the focus affect staffing levels?
• Did the focus affect staff roles and skills development?
Page 11 MZ BIERLY CONSULTING
12. Can It Work with Small Business Specialists?
1. Let’s go back to the Clients that have been successful with SBSs. . .
what was the difference?
• What did the leadership in the Bank have to do?
• Did the focus affect consumer results?
• Did the focus affect staffing levels?
• Did the focus affect staff roles and skills development?
• Any other comments?
2. Can either work if you put the time and energy into it?
3. Have you seen any difference in results or customer
satisfaction when comparing the two models?
Page 12 MZ BIERLY CONSULTING
13. Final Observations:
Aligning Sales Strategy with Business Goals
1. It’s not just selling more products, it’s about creating deep customer
relationships and high share of wallet
2. Sustainable performance requires well defined, disciplined process
• What prospects/customers do we call on?
• Who calls on them?
• How do we measure success?
• How many calls, referrals, contacts do we need to make to meet business
objectives?
• How do we manage the on-going customer relationship?
3. Training is only the tip of the iceberg
• Consistent, regular coaching
• The right people in the right place
• Transmitting best practices
• Rewards and recognition
Page 13 MZ BIERLY CONSULTING
14. Visit Our Website for Additional Webinars and Our
Newsletters
Our next live webinars in this series:
Date: February 27,2012
Topic: Building and Sustaining an
Effective Branch Sales Organization
Date: March 19
Topic: Building Business Acumen:
Coaching Branch Managers
To find out more about all of our
upcoming webinars visit
https://mzbierlyconsulting.webex.com
or call Susan Lersch at (610) 296-4771
Page 14 MZ BIERLY CONSULTING