One of the hardest things to do is align everyone and everything with just a few things that matter to the profits of your bank.
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.
Now, if you’re the kind of person leader who:
I believe that everyone wants to feel special and be treated uniquely according to the specific needs and wants. And when it comes to sales, some prospects are more special than others.
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,
I believe every business has a breakthrough opportunity, a missed profit opportunity, in fact, in several of their product lines.
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.
If you’re the kind of person who:
- Knows your team can sometimes keep repeating what they’ve been doing instead of taking the time to implement breakthrough ideas for a breakthrough increase in profit…
- Is a bit weary of all the regulations and busy work and know that both you and your people haven’t taken the time to question the way that you offer your products…
- Would like the infusion of energy and cash that comes with a rapid increase in the sale of a product line that when revamped using a new strategy that’s now low hanging fruit,
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.
I believe most banks are sitting on a gold mine of untapped potential for organic growth and increased profits.
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:
- Hires a brilliant facilitator who comes out with a well-written plan that sounds good but doesn’t ever really shake the ground from under your feet for a transformative profit surge…
- Is happy with your plan,
Ever been asked by one of your commercial lenders to match rate to “win the business?”
Does the sun rise in the east?
When we see this happen we can predict, with clock-like precision exactly what’s causing the epidemic…
The lenders are measured on the wrong things. And when you measure the wrong things, you get wrong behaviors.
In today’s video I show you the “invisible link” between your lenders’ job descriptions, how you’re measuring their progress and how often you’re caving in to price pressure, instead of winning the PREMIUM YOU DESERVE…
Click here to download the Team Selling Checklist
Inside this 14 point checklist you’ll discover:
Job descriptions by themselves never work. They’re vague and meaningless. And they really don’t directly correct behaviors. When Business Week asked employees whether they were in the top 10 percent of performers in their companies, between 84 and 97 percent, depending on position, said “Yes!”
Oh my…are that many people delusional? Not exactly. They just don’t know what “success” in their position would actually look like. They think the busywork in their job description is what matters because they haven’t discovered how to focus on the few things that REALLY matter. Banks are not exempt from this mindset.
Even though it was 20 years ago, I remember it like it was yesterday. One of the attendees at a bank CEO conference came up after my speech and began to lecture me. “There’s one distinction you’re missing, Roxanne. We bankers, we’re like sheep. The first one marches up to the ledge and falls off, and the rest march in step screaming Baaaaaahhhhh! as they fall one by one over the ledge. You have to stop believing bankers actually think for themselves!”
Of the hundreds of potential marketing tools available to help us get more customers and more deeply penetrate each relationship, the ones that are most commonly neglected which could create the biggest returns include:
Fred Reichheld, author of the 1996 bestseller, The Loyalty Effect, revealed that a “5% improvement in retention can boost profits by up to 100%.”