This is an excerpt from a recent webinar on the evolving role of the branch manager

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

2. Notice
This publication is protected by copyright. It is licensed for a single user. It is
licensed for internal use only.
Copyright © 2007-2012 MZ BIERLY CONSULTING, INC.
ALL RIGHTS RESERVED
Copyright © 2012 Peak Performance Consulting Group.
ALL RIGHTS RESERVED
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3. Building a Relationships with
SME Business Owners (excerpt
from Webinar)
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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
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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
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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?
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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
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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
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9. What Many Business Owners are Saying
The Key Skills from
the Study.
Data from the Enterprise Council on Small Business
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10. What Many Business Owners are Saying
The Questions that
drive results and
satisfaction.
Data from the Enterprise Council on Small Business
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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?
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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?
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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
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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
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