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Tranforming Branches and the Branch Network
1. Peak Performance Consulting Group
www.ppcgroup.com
March 13, 2014
Transforming Branches – and the
branch network
2. Retail banking is facing a difficult challenge…
Consumers and businesses are changing the way they interact with financial
institutions, shifting to non-branch channels
But customers still value branch convenience
― It is the most important factor in bank selection
― Branches are still the primary channel for customer acquisition and consultative sales for both
consumers and small business
Significant opportunity to improve branch efficiency/reduce cost…
― Redefine the model: the right branch configuration to efficiently meet customer needs
― Enable more efficient service through improved technology
― Shift branch staffing toward more flexible, “Universal Banker” model
…and grow revenue by refocusing away from declining transactions and toward sales
growth
But banks must evolve their retail distribution strategies
― What kind of branches - and what kind of branch network – do we need for the future?
― Video banking, pop-up branches and other new formats: What is the “branch of the future?”
― Combining traditional, digital, and self-service – making it work on the front lines?
― Is the Universal Associate the answer to staffing retail branches?
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3. Our panelists…
Andy Harmening
SEVP, Regional Banking Group Head
Mark Iniguez
SVP, Director of Retail Network Strategy
Brent Tischler
SVP, Director of Channel Optimization
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4. “New Normal” requires change in strategy
Primary role of the retail branch: drive customer acquisition and support consultative sales
― Drive new customer acquisition and provide sales and for existing customers
― Support business customers, who are more dependent on branch services
― Build and reinforce bank’s brand
Customers still value branch presence:
― 64% identify branch convenience as primary reason for choosing their bank
― 61% still visit a bank branch at least once per quarter
Channel preferences are changing
― Transactions conducted in bank branches are declining 5-6% per year due to direct deposit, debit,
electronic bill pay and other check displacement
― Transaction behavior and routine servicing shifting to other channels
Shrinking branch traffic leaves fewer sales opportunities
― New accounts opened per branch FTE declined 23% since 1997
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20%
46%
34%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Branch dominant Multi Channel Web/phone dominant
Actual Channel Usage: Shifting Away from Branch
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Age 18-34 Age 35-54 Age 55+
Branch Preference Declining Among All Age Groups
(% listing branch as preferred banking method)
2008 2010 2012
Source: ABA Source: PNC Investor Presentation
5. The changing dynamic of how people bank means
the design of retail branches must evolve
Redefine branch
operating model
Enhance multi-channel
experience
Migrate customers to
self service and digital
channels
Reshape physical
distribution model
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Physical:
bank at the branch
Automated:
ATMs/self service grows
Virtual:
on-line, mobile
Personal:
omni-channel
6. Managing branch transformation
Branches will be designed differently. They’ll be smaller, and fit into typical
retail footprints. There will be fewer free standing branches (less need for large
branches with drive-ups).
Branches will be staffed differently. There will be greater utilization of
universal staff who can handle sales, service and transactions — we won’t need
as many tellers.
Branches need different marketing support. Smaller, lower traffic branches
will be more like sales centers, and this means greater micro-market promotion
and calling efforts to improve trade area sales penetration.
Successful financial institutions will have more robust front-line
relationship management technology to enable staff to deliver better
customer service, stronger profitable cross-sell, and achieve greater share of
wallet.
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7. Four new branch models emerging
Programs actively underway at most major banks
Early adopters are moving from pilot to rollout, with at least one “top 10” institution
planning to convert 15% of total branch network into Universal Banker model in 2014
Driving down costs: 50-60% lower expense, 6+ months faster break even than traditional
model
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Archetype Typical
Size
Technology Staffing Utilization
Self Service 500-1,000
sq. ft.
• Full self service
• Advanced function ATM
• Video teller
• Full self service
• Not staffed, but may
have video teller link
for live support
• Urban core
Express 1,000-
2,000 sq. ft.
• Full self service or assisted
self service
• Concierge (1-2 FTE)
• No dedicated teller
• Urban core
• Rural replacement as substitute for
closing branch
Neighborhood 2,000-
3,000 sq. ft.
• Assisted self service or cash
recycler pods
• Video conferencing access
to business line partners
(business banking,
mortgage, investments, etc.)
• 3-4 Universal
Associates
• No dedicated tellers
• Urban core
• Suburban strip center and
neighborhood “life style” centers
• Rural replacement as substitute for
closing branch
Traditional 4,000+ sq.
ft.
• Cash recyclers to
supplement or replace
traditional teller lines
• Assisted self service in high
volume locations
• 6-8 FTE
• UA as component part
of total branch staffing
• Hub branch
• Center of expertise, staffed with
business line partners
8. Migrating transactions away from the teller line
JP Morgan Chase
Deposits decreased 11% CAGR through
targeted efforts to increase self service
usage
Branch staff decreased 20% (same store)
Reinvested savings in new locations,
improved sales process to fuel growth
Large Regional Bank (>1,000 branches):
Pilot to improve self service acceptance
resulted in 50% increase in deposits
through ATMs in test market
Opportunity: 70% of all teller transactions
could have been done through self service
Potentially shift 1/3 of branches to self-
service format
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Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
% Consumer Deposit Transactions
through Tellers: Chase Bank
CAGR (11%)
90%
51%
9. Micro and mini branches provide very low cost, fill-
in opportunities
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1,250 sq. ft. Wells Fargo branch in Washington DC has
enhanced self service, walls that seal off consultation
rooms for 24 hr. access
Fifth Third 2,000 sq. ft. teller-less branch in downtown
Cincinnati
BofA branches with Video Teller Assist in Atlanta, Boston,
Charlotte, Dallas, Houston, New York
10. Temporary branches: go where the customers are
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PNC “Pop Up” Branch Frost Bank mobile branch
11. Create attraction: re-establish branch as a
destination, not an infrequent errand
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Branches don’t create their own gravity – they need intrusive programs to
drive traffic, providing opportunities for conversion
Fewer customers visiting branches = fewer natural sales opportunities
Smaller branches lose “billboard” impact
PNC: Utilizing mobile stores, street teams and educational events to drive branch
traffic and acquire accounts at lower cost
Umpqua Bank: hyper-local, branch based and community events drive traffic, create
engagement and sales conversion
12. Re-thinking staff efficiency and service delivery
Issue is not whether teller staffing can be reduced or eliminated, it is how to
manage transformation
― Decreased need for specialized teller role
― Changes in branch mix requires staffing flexibility, not role rigidity
— Establishing the optimal configuration based on trade area potential and transaction
activity
— Defining the baseline for technology: how much (or how little) is needed to eliminate
barriers to change and prevent reversion to traditional roles
Sales improve, when combined with the right marketing paradigm and
disciplined sales/service process
Universal Associate model is not just a training program but a major shift in
focus, staff roles, and customer experience
— Branch design and technology
— Marketing
— Measurements, rewards and recognition
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13. Moving forward…
Managing the network mix
What technology do we need?
How do we manage the overall mix of branch types (large, small, mini, etc.)
Balancing lease vs. own, CRA and other requirements
Managing the customer transition
Many customer use branches because they like personal interaction, or at least
the opportunity to interact
Too much change can be disruptive: Banks have tried new designs before, and
results have often been disappointing
— WAMU’s converted over 1,000 branches to its’ patented Occasio design, but many
customers found it too “different” and confusing
Managing the staff transition
New roles require new skills and new career paths
Not everyone will be happy: “Bank of America Tellers Picket ATM Machines”
(ABC News, November 23, 2013)
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14. Thank you ….
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Peak Performance Consulting Group
David Kerstein, President
512-607-6332
dkerstein@ppcgroup.com
www.ppcgroup.com