I believe that most people working in banks perform at a fraction of their potential.
In this session, I will show you how your people (like many bankers before them who couldn’t but now do) can average 6–7+ cross-sales and ALL the deposits in a way that never feels sales-y.
If you’re the kind of leader:
Who has been preaching to your people that you want all the deposits and all the cross sales, but you feel it isn’t getting better fast enough, stay with me.
I believe that banks often make the mistake of complicating simple tasks which is particularly true when it comes to deposit growth.
However, shifting our focus from “training” to “educating” can turn this problem into a big win in no time.
Training teaches people what to do. Education teaches people how to be.
Banks have been using the words “trusted advisor” for decades now but are only about 5% of the way toward being able to say those words with any credibility. Their teams simply don’t know what to do to make themselves the only banker that customers would ever need.
I believe people want to work with “the best.”
When people truly trust you and you bring value that exceeds your additional pricing, people are willing to bring all their business to you and your bank. At that point, price has little relevance. They know that what you provide is worth the cost. That’s a prime position for you to be in—now here’s how you’ll get there.
If you’re the kind of leader:
Who has a team member or two who already know how to get large checking accounts without matching price?
Are you tired of spending your marketing dollars on strategies that don’t bring in the low-risk, high-profit clients you desire? Look no further!
In this episode, we will reveal a proven system to help you find your next top 100 most profitable clients, leading to increased profitability and peace of mind.
We understand the challenges that come with trying to attract large deposit accounts away from an incumbent bank. But with our five-step process, you can start closing deals with these top-tier clients in just a few short weeks.
Step 1: Instead of “fishing the whole lake,”
I believe low-cost deposits are critical to a bank’s success.
So, how DO you stop competing on rates and start winning on value?
In this episode, I will show you how to attract low-cost deposits without matching your competitor’s exorbitant rates.
Picture yourself as a captain of a ship lost in the sea, trying to find the right direction to reach the shore. You could see other ships on the horizon, but they are all heading in different directions, and you’re unsure of which way to go. That’s how most banks feel when they’re trying to find low-cost deposits.
If you’re feeling trapped in rate competition, you’re in “Commodity Hell”… and it’s not a fun place.
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.
The constant “need” to match rates to win a deal is a symptom, not the cause of the net interest margin crisis in banking today.
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,
Let’s get one thing straight. Low price IS a strategy.
And consciously or unconsciously, every time you match rates to win business, you’re saying, “Our strategy is to be the lowest price bank in our market.”
If you’re going to go the low-price route, at least make a conscious decision to pursue that strategy rather than have it be the result of dozens or hundreds of little unconscious decisions to match rate. And do it with the understanding of history.
Consider the history of the low-price strategy in business.
Let’s start with Sears.
It creeps up on you…usually in a moment of desperation.
A prospect comes in and says “So and so bank down the street offered rate X. If you can get me a loan at a rate that is half a percent lower, then you have my business.”
Now you feel trapped. You want to close this deal, but you know if you lower your rate, the deal won’t be profitable…but you know if you don’t lower your rate, the prospect walk out the door and down the street to do business with your competitor—and then it happens…
You lower your rate to “buy the business.”
The temptation to rate match has become an epidemic in community banks across the country.
Here’s the thing about price: matching price is an addiction. When you’re discounting, it has a debilitating future impact on so many different things. It sabotages your ability to recruit, hire, and train the very best. It deteriorates your best customer service efforts, because you can’t invest in the customer service that you have. It doesn’t allow for you to have cutting-edge products and services, because the money’s not there. You have no top-line products, and you are not a salable equity, because your multiple of book is reduced when people are looking at purchasing your bank.