1. BRANCH PROFITABILITY IN
IMPROVEMENT PROGRAMME
(BPIP)
Implementing Analytics Based Learning Interventions to Improve Branch Profitability

2. Table of Content
Page#
Introduction Introduction 3
Section 2: Our Understanding of Banking Branch Profitability Needs 4
Section 3: Our Approach 6
Section 4: Programme Content 7
Section 5: Our Methodology /Mode of Delivery 10
Section 6: Our Deliverables 12
Section 7: Course Duration, Time, Certificates & Fees 13
Section 8: Programme Outcome/Benefits of Using Our Services 15
Section 9: Our Facilitators 16
Section 10: Our Track Record 18
Section 11: Conclusion 19

3. INTRODUCTION
Implementing Analytics Based Learning Interventions to Improve Branch Profitability

4. Do you know?

5. OUR UNDERSTANDING OF
BANKING PROFITABILITY
NEEDS

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.

12. How it Works…
Implementing Analytics Based Learning Interventions 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

16. Implementing Analytics Based Learning Interventions to Improve Branch Profitability
OUR INTERVENTION APPROACH

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

23. People possess different
styles of learning.
“People Learn in
Different Ways”:

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

30. CLASSSIZE
TRAINING
DURATION
*
KPI FOCUSAREAS
Branch Manager as a CEO
Programme 3 Days
Customer, Employee, Financial and
Operational
Branch Sales and
Operations staff training 2 Days Customer and Financial
COURSE DURATION AND TIME

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

36. Our Excited Clients

37. For enquiries, please
contact: