You didn’t build your bank to be a commodity.
Yet every time your team matches a competitor’s rate, that’s exactly what happens.

Roxanne Emmerich exposes the quiet rot eating away at your profitability — the reflex to match, not lead. It’s the hidden disease behind shrinking NIM, eroding ROA, and teams that confuse “being busy” with “being effective.”

In this video, you’ll discover:

• The strategy flaw that keeps even top-performing banks trapped in the price-match cycle.

• The elite system high-performing banks use to command premium pricing — without losing deals.

• The real test of culture: whether your people know how to sell value instead of apologize for it.

If your strategic plan doesn’t say “match rates” but your execution does, you’ve got a problem — and Roxanne shows how to fix it fast.

Watch now. 

I bet your strategic plan does not have anything in it that says, We want to match rates. We want to shrink our net interest margin.

Oh, what can we do to match the rates of our desperate competitors? Those words are probably not in your strategic plan—and yet, the way your plan is being executed demonstrates a reliable, predictable pattern that basically means your people are still matching rates.

So we need to address rate matching not only from a decommoditization standpoint, but also how you handle this strategically at the same time.

I’ll tell you what—it’s really easy to do the norm in banking: to sit behind desks, wait for requests, match the rates, or on the deals that you call out on, take it through a typical sales process but then end up having to match the rates anyway.

What is it about your strategy that’s wrong?
If you knew that, you’d say, “Roxanne, I’d have this fixed by now.”

Well, of course—but how long can you live with a strategy that doesn’t allow you to increase pricing?

There are many false attempts, and many people try very hard in their banks, as good bankers, to command premium pricing—and yet, the job doesn’t get done. There’s always the next excuse.

It’s the competitors.
It’s that nobody is loyal anymore.
There are lots of excuses—but what are the strategies that are going to take you out of that? How are you going to approach things?

Strategy, by definition, is with limited resources, what do you need to do to make sure you hit an outcome?
Most people only talk about the limited resources. The doing has everything to do with whether you have the right sales system, the right differentiation, the right attentiveness to that system—and whether everyone knows how to follow it.

And the proof is in the pudding, as my grandfather used to say.
If you’re commanding great premium pricing, your people are doing those things right.

If they’re not, first go back to the strategy—and then go back to the execution once you have the right strategies in place.