Upload
jwinkleman
View
518
Download
0
Embed Size (px)
Citation preview
A NEW MODEL FOR GROWTH:BRAND, PLACE, AND CULTURE INTEGRATION
CHALLENGECurrent economic situation is adversely impacting business growth and expansion opportunities.
Minimal new member growth
Diminishing deposits
Reduced loan activity
Margin contraction
Reduced budgets
THE
Evaluate the business, readjust strategies, and prepare to take full advantage of an economic recovery. Take a hard look at your . . .
Vision
Members
Markets
Competitors
Products
Touchpoints
Staff
OPPORTUNITYTHE
DECISION"Hunker down", re-structure, and operate the business in a traditional manner to primarily achieve greater cost efficiencies,
or . . .
Consider a new model that optimizes sales and relationships with every member contact.
THE
TRADITIONAL MODELAn organization strucutred by traditional business units:
Finance
Human Resources
Information Technology
Marketing
Operations
• Branches / Call Center
• Deposits / Lending / Investments
• Consumer / Commercial
THE
TRADITIONAL MODELNecessary to function and to achieve efficiencies.
However, it can breed internal politics and "silos" counter-productive to growth.
This dymanic is fostered when an organization lacks a common purpose that everyone can adopt and own.
THE
INTEGRATION
The images and perceptions one associates with an organization.
Brand NameLogo / TaglineColor PalettePhoto Imagery
AwarenessAssociationsPerceptionsGut FeelingsResponse
INTEGRATION
The physical & virtual platforms in which an organization interacts and conducts business with its customers.
Branch ExteriorBranch InteriorATM NetworkDrive-Thru Lanes
WebsiteOnline BankingMobile DevicesSocial Networking SitesBlogosphere
INTEGRATION
The values held common among staff as to the purpose of the organization and its methods to connect customer needs with services provided.
Staff AlignmentBrand UnderstandingSales / Service SkillsCommon Vernacular
Dress Code“Signature Moments”Performance GoalsSales Incentives
INTEGRATION
Alignment leads to the creation of total customer experiences that differentiates and creates competitive advantage.
VS. INTEGRATION
WHO DOES IT WELL: RETAIL
WHO DOES IT WELL: FINANCIAL SERVICES
HOW DO THEY DO IT?
ASSESS AND ALIGNHonestly asess business performance market potential. Ask yourself, your staff, your members, and non-members . . .
Who are we?
Who are our members?
Where are they?
How do we stand out?
What do we offer?
Do we have the right people?
Are they trained and incented to perform?
BUSINESS STRATEGIES
DESIGN AN
Member Journey Map: Points of Experience
MEMBER EXPERIENCEIMPLEMENT THE
THE VISIONDefine roles and duties, and connect to the member experience.
Connect "Behind the Scenes" staff to the member experience.
Set clear expectations on behaviors, and performance goals.
Obtain commitment from each individual.
ENGAGE STAFF IN
PROCESS
A NEW MODEL FOR GROWTH:BRAND, PLACE, AND CULTURE INTEGRATION