If you don’t care about premium pricing, you can stop listening right now. This is for bank executives who want to figure out how to command premium pricing despite the too-common assumption that banking is a commodity. Therefore, they cannot command premium pricing—or, at best, maybe 25 basis points more on the loan side.
Terry Slattery, the Legend of IBM, the person who brought in more business for IBM than anyone has before or since, has been a dear friend and partner of mine for almost two decades now, helping our banks figure out how to grow their revenue streams.
Terry recently said he has never seen a harder sales environment in his career across every industry.
How much do you invest in your marketing budget every year? Now divide that amount by the number of calls or inquiries it generates.
For most banks, the marketing budget is driven by shiny new ideas from conferences that marketing people attend or based on what was done the year before.
Does bank culture really matter? Gallup is telling us that if you have an average amount of disengagement, it will rob $3,400 from your bottom line for every $10,000 of payroll.
So YES, culture is a big deal.
And if your bank’s culture is broken, it can be fixed. In fact, that’s some of the easiest and fastest money to bring right to the bottom line—but only if you know what you’re doing.
Let’s think through profitability for a second. Profitability has different meanings to different people because profitability by itself doesn’t mean much. When I first wrote the Profit-Growth Banking book before the last recession, I talked about how I’m not impressed by banks that grow fast. I’m not impressed by banks that are profitable.
What is your opportunity cost per inbound call?
In other words, how much profit is lost per mishandled call that doesn’t turn into a lead, then a customer, then a full relationship?
I’m going to show you some math that’s going to make you a little bit crazy as an executive of a bank. (more…)
When times get a little challenging, people can wig out and the team dynamics get a little interesting. But it doesn’t have to be that way.
Culture can be managed and culture can remain great, but you’re going to have to pay more attention to your culture than ever before during challenging times.
Team selling is the new “it.” But most banks get it all wrong, sadly. They think team selling is “I send Joe out with Susie, and Pat goes out with Jane … and everything is good.”
That is not team selling. Harvard Business Review had an instructive research-based article making the case that team selling is clobbering the traditional Maverick model.
But, hey, to get better results, you’ve got to do the team-selling process correctly, right?