Slides from a recent Western Independent Banker presentation from Buck Bierly.

1. Audio-Visual
Sponsored by:
B ildi g B2B Cli tBuilding B2B Client
Loyalty and IncreasingLoyalty and Increasing
Wallet ShareWallet Share
Buck Bierly, President & Founder, Bierly Consulting
2013 Annual Conference for Bank Presidents, Senior Officers & Directors
Waves of Change. Oceans of Opportunity.

2. Building Client Loyalty and
I i W ll t ShIncreasing Wallet Share
Developing Strong
Business Banking Relationshipsg p
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March 2013
Version 4
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3. We are assuming
Building Loyalty, Increasing Wallet Share
We are assuming. . .
Your bank is active with the businesses in youry
community.
Y h t f B k h t thYou have a team of Bankers who support the
business owners in your community.
This is their story. . .
Your Commercial Banking Team.
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4. Building “Strong” Commercial Banking
Building Loyalty, Increasing Wallet Share
Building Strong Commercial Banking
Relationships has 3 Outcomes. . .
1. Building Sustainable Top-Line Growth
2. Building Sustainable Credit Quality
3 Building Sustainable Margins3. Building Sustainable Margins
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5. Keeping it simple
Building Loyalty, Increasing Wallet Share
Keeping it simple. . .
1. Don’t lose your most profitable clients.y p
2. Lock down your “undersold” clients.
3. Acquire the prospects that build sustainable
revenue (and a sustainable brand).
Undoable in today’s environment?
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6. As Simple as Possible
The Key Drivers
As Simple as Possible. . .
1. Consistent Execution of a Client Experience
2. Consistent Execution is driven by the
Leadership of the Executive Suite (not justLeadership of the Executive Suite (not just
CEO, the whole Executive Suite)
But, what are we Consistently Executing?
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7. Hi h P f i B k 3 “ i ”
A Few Definitions
High-Performing Bankers use 3 “strategies”
A Transaction Strategy (responding to an opportunity)A Transaction Strategy (responding to an opportunity)
A Market Strategy (allocating their limited time to the
“ i ht” Cli t P t d COI ti l“right” Clients, Prospects and COIs; proactively
managing their time toward the best “lead sources”)
A Relationship Strategy (“strategically” developing
their relationship with significant clients, prospects and
COIs)
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COIs)
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8. Building Loyalty and
1. An Articulated Market Development Process
Increasing Wallet Share (The Checklist)
p
2. An Articulated Relationship Development Process
3 V ti ll Ali d M i f th P i iti (l d b3. Vertically Aligned Messaging of the Priorities (led by
the Executive Suite)
4 V ti l A t bilit f “E ti ” th A ti l t d4. Vertical Accountability for “Executing” the Articulated
Processes (led by the Executive Suite)
5 C hi T M b b ildi t b i5. Coaching Team Members on building strong business
relationships (Focused by E-Suite)
Thi i h t ’ ti
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This. . . is what we’re executing.
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9. 1 A Defined Market Development Process
A Market Development Process focuses on 4 sets of
1. A Defined Market Development Process
p
Relationships.
Retention Relationships (the top 10% based on
metrics)
Expansion Relationships (significant expansion
opportunities within 18 months)opportunities within 18 months)
Acquisition Relationships (matches a credit and profit
profile)profile)
COI Relationships (the 3rd parties who already know
those above)
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)
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Other examples and definitions are shown in your handouts

10. The Market Development Process. . .
f
50% Reactive 50% Proactive
A Model for Market Focus
Transactions Leads
It Balances the Proactive
and Reactive Activity within
Your MarketYour Market.
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11. 2 A D fi d R l ti hi D l t P
Sustainable growth in revenue is built with
2. A Defined Relationship Development Process
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proactive relationship development.
Never lose a Retention RelationshipNever lose a Retention Relationship.
Get in front of opportunities in Expansion
RelationshipsRelationships.
Be consistent pursuing Acquisition
Relationships.
Stay in front of the Right COIs.
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12. Resources Most Often Relied on for Advice on Addressing Business Issues
B i C i l
Where do You Stand?
Resource
Business
Banking
Commercial
Banking
Internal Management Team 66% 63%
P t A th C 20% 23%Peer at Another Company 20% 23%
Outside Consultant 17% 22%
My Insurance Broker 11% 13%y
Accountant 16% 11%
Commercial Banker 10% 4%
Lawyer 3% 3%
Investment Banker 2% 1%
Other 9% 6%
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Other 9% 6%
Greenwich Market Pulse, July 2012 12

13. Business Acumen* is bringing Business Issue
Building a “Different” Relationship
Business Acumen is bringing Business Issue
Insights and Unsolicited Financial Ideas to the table
A significant “differentiator” in a competitiveA significant differentiator in a competitive
marketplace
Highly effective in proactive situations
Product Acumen is important in reactive situations
Less of a differentiator in proactive situations
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14. What are Decision Makers Looking for?
Building “Loyal and Deep” Relationships
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1. It depends on what they “value”. Different Decision
Makers value different “things”.Makers value different things .
2. Value-added is not the value you want to add, it’s the
value that the Decision Maker is looking for thevalue that the Decision Maker is looking for. . . the
Decision Maker’s “value driver”.
3 Strong relationships are built when we understand and3. Strong relationships are built when we understand and
align with the value driver of a Decision Maker.
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15. Building a “Default” Value PropositionBuilding a Default Value Proposition
Value Driver = What the Decision Maker is “looking for”
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4
3
2
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16. Shifting the Conversation A “BusinessShifting the Conversation. . . A Business
Acumen” Conversation
Use this Question Set to Demonstrate Business
Acumen and Building Relationship Momentum
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These conversation areas align with a Business
Owner’s Business Issues, Business Objectives,
Business Operations and Financial Management
Processes. These questions demonstrate Business
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q
Acumen!!
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17. 3 Vertically Aligned Messaging of the Priorities
Sustainability is “led” by Messaging the Priorities
3. Vertically Aligned Messaging of the Priorities
(led by the Executive Suite)
Sustainability is led by Messaging the Priorities.
What are the most important things your
Commercial Team does every week?
Reduce the messaging to no more than 5Reduce the messaging to no more than 5
priorities.
R t bli h th P i iti k (fRe-establish the Priorities every week (from
the CEO on down).
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18. 3. Vertically Aligned Messaging of the Priorities
Performance and “Motivational” sources
High performers (top 10%) IntrinsicHigh-performers (top 10%), Intrinsic
The Core of Team (80%), Extrinsic( ),
Low-performers (bottom 10%), Mis-Match
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19. Extrinsic Motivation, Consistent Messaging
Extrinsically motivated Bankers monitor their
environment for clues and cues to determine
what is acceptable behavior and
then respond accordingly.p g y
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20. Vertically Aligned Messaging of the PrioritiesVertically Aligned Messaging of the Priorities
1. Prioritizing the Messages
Have you prioritized the messages?
Are you staying on the prioritized messages?
2. Adjusting the Behaviors
Have you assessed the skill sets?
Have you built a coaching plan?
Are you “formally” coaching?
3. Adjusting the Infrastructure
Does it support the messaging you’re delivering?
D it t th b h i t?
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Does it support the behaviors you want?

21. 4 Vertical Accountability for “Executing” the4. Vertical Accountability for Executing the
Articulated Processes Every Week
(led by the Executive Suite)( y )
Consistent Execution means continuallyCo s ste t ecut o ea s co t ua y
prioritizing the Messages. . .
Monday Morning Sales Meetings
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22. 5 C hi T M b B ildi St5. Coaching Team Members on Building Strong
Business Relationships
Continually “growing” the right BehaviorsCo t ua y g o g t e g t e a o s
Scheduled, Bi-Weekly, One-on-One, y,
Coaching
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23. Building Loyalty Increasing Wallet Share
A A ti l t d M k t D l t P
Building Loyalty, Increasing Wallet Share
(The Checklist)
An Articulated Market Development Process
An Articulated Relationship Development Process
Vertically Aligned Messaging of the Priorities (led by
the Executive Suite)
Vertical Accountability for “Executing” the Articulated
Processes (led by the Executive Suite)
Coaching Team Members on building strong business
relationships (focused by the E-Suite)
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This. . . is what we’re leading.
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24. The 5 Key DriversThe 5 Key Drivers
This. . . is what we’re leading.
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