Yet this intentional congruence is one of the most important practices that you must follow if you want to grow and prosper.
In this blog, I want to share with you a concept that has transformed the strategic planning results for hundreds of banks, increasing profits by 20 to 50 to even 100% in one year.
What a week… How you respond right now to COVID-19, to near-zero interest rates, and to the requests you’re getting from customers to cut or match rates will predict how your bank will fare in this recession. (more…)
Research shows that for banks up to 2 billion in asset size, that their top 100 most profitable customers account for between 50 to 120% of their profit.
In this blog, I’m going to show you how to find another 100 just like them so that you can double profits without adding more people or expense, and build a plan to get all the most profitable customers out there,
In this blog, I’m going to share with you how any one of your product lines could be the source of thousands of dollars of additional profits within a few short weeks. You’ll need to change your strategic planning process radically to make it happen.
When your customers and prospects view you as no different than the bank down the street, you create a situation where retaining customers and attracting new ones is beyond difficult.
The first reaction is to blame the customers. You’ve heard it at banking conventions before. Someone will complain, “Customers don’t care about relationships anymore. It’s all about rates and fees.”
That’s backward thinking.
Yes, it is all about rates and fees if you don’t give the customer any other good reason to use in making their decision.
In this blog, you’ll discover how you can get far more and more predictable profit and growth impact from your strategic planning process.
After reviewing over 500 strategic plans, I find that many banks lack effective strategies, lack intentional congruence, and essentially have a list of goals, but lack an effective way to get there.
If you’re the kind of leader who:
Research shows that just a few lenders, usually about 6% that have a business development profile, carry the rest. Moreover, even that happens only if that 6 % know how to implement the right sales process. Otherwise, those naturally gifted lenders sell only by matching rates,
In this video, I’m going to share with you how to get more accountability from your team members to the things that move the profit needle.
The cause is much more profound.
It’s inside each of your lenders, and it may be inside of you. Frankly, it’s not your fault (or theirs). It’s unconscious and has been a limiting belief in the banking industry for at least 100 years (probably longer).
And don’t worry, if you’re frustrated with your margin, but feel you have to fight any way you can to keep the customers you have and get new ones,
I believe that the most desirable customers, based on traditional methods, can be the hardest to convince to change banking relationships. Watch this video to discover a powerful alternative.
Taking Ambitious Community Banks to a 
