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1 Strategic Planning – Creating a Shared Vision and a Path Forward in Uncertain Times June 6, 2016 June 6. 2016

Strategic Planning for Financial Services

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Page 1: Strategic Planning for Financial Services

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Strategic Planning – Creating a Shared Vision and a Path Forward in Uncertain Times June 6, 2016

June 6. 2016

Page 2: Strategic Planning for Financial Services

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Our Discussion Topics

1. Why Strategic Planning

2. A Process That Works

3. Walking Through That Process

4. Minimizing Execution Risk

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Converting Opportunities to Performance

Strategic Options

External

Factors

Changes emerging in the external environment

Internal

Factors

Capabilities to execute the strategy

Strategic Options: What is the best path to long-term value?

Growth

Long Term

Value

Organic

Acquired

CustomerBase

Share of wallet

Profits

Geographicfootprint

Newcustomers

New or better

products

Product

Mix

Efficiency

Invest toInnovate

Invest to reduce costs

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• Has done a critical, data-driven evaluation of internal

capabilities

• Effectively links operating and capital budgets to strategy;

strategic objectives with performance evaluation and rewards

DescriptionComponents

• Has done a critical, data-driven evaluation of

marketplace opportunities and needs

• Has strong mechanism for monitoring results on strategic

initiatives; actual performance versus expectations

Strategic Planning Components

4

Customers and Markets

Understood

Internal Capabilities

Understood

Effective Linkages

Progress is Known,

Tangible

Agreed Upon, Shared

Vision

Clearly Communicated

Future Direction

• Has done an effective job of involving key stakeholders

(owners, directors, leadership, senior management)

• Strategy statement/document clearly delineates the future

path and performance objectives; strategic initiatives to get

there

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2 431

A Process That Works

55

Link to operating and

capital budgets;

management

objectives,

compensation

Execute the

Strategy

Agree and

communicate the

strategy, objectives,

and road map

Develop the

Strategy

Discuss performance,

strategic options; drive

to common

understanding

Conduct Planning

Sessions

Compile

comprehensive

information for

planning sessions

Establish a Common

Fact Base

Focus the organization on a course of action to achieve its objectives

1. Where are we now?

2. Where do we want to be?

Structured, logical path to build a well-thought out and agreed upon

strategy

3. How do we get there?

4. How do we measure our progress?

Simple Question Set

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Changes Emerging in External Environment

Internet of things,

delivery channel

evolution or revolution,

cybersecurity − threats

to information assets

EconomyPolitical,

Regulatory

Technology

Customers

Industry

Competition

External

Factors

Analysis

Margin compression,

increased capital

requirements, lower

returns to owners,

acquire or be acquired

Prosperity trends, lackluster

GDP growth trends, monetary

policy, interest rates, capital

market directional trends

National elections and

business orientation,

regulatory compliance

and rising cost

Saturated markets,

scale and cost

advantages, new

entrants

Emerging segments;

changing preferences,

habits, and attributes;

brand loyalty

The ability of an organization to sense the changes emerging in its external environment

and to develop decisions and actions to mitigate risks and take advantage of

opportunities – and doing this better than the competition

1

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Business Segment Assessment

7

Fact base established at business segment level

7

• What are our major

opportunities to

improve

operational

performance?

• What are the

internal strengths

and weaknesses of

the business –

people, process,

and technology?

• How do they help

or constrain the

business?

• What customer

segments,

products, and

markets offer the

greatest potential?

• What is the

strategy to most

profitably serve

those customer

segments and

markets?

• Who are the

competitors?

• What is the basis

of competition?

• How do we perform

versus those

companies?

Operating

Model

Internal

Capabilities

Opportunities

& Strategy

Competitive

Position

1

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Community Bank ($1.0 Billion; FDIC-Assisted Transactions)

Business Lines: Commercial, Retail, and Mortgage

1 Strategy and Opportunity Alignment: Why A

Business View?

Strategy, Initiatives, and Opportunities

• Strategy: Serve chosen communities and provide

increasing value to our target customers while

improving the efficiency with which we deliver

services and returns to shareholders

• Strategic Initiatives: Improve efficiency ratio and

bank operations and technology platform to support

further growth, improved service

• Progress: Improved efficiency ratio, loan growth,

NPA, transaction readiness; solid deposit fee

revenue

#1: Commercial #2: Retail #3: Mortgage

• C&I Lending Growth

• Deposit Growth

• Service Profitability

Improvement

• Operations Streamlining

• Consumer Lending Growth

• E-banking Leverage

• Compensation,

Profitability, Growth Trade-

offs

Enterprise-level strategies and

perspectives can mask

opportunities. Acquired and

existing customers and markets

may be underserved; revenue or

profit enhancement opportunities

missed.

Long-Term Value = Profits ↑ Investing to reduce costs, ↔ Investing to innovate;

Growth ↑ geographic footprint; ↔ Share of wallet, new customers

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Integration

Strategy

Delivery

Network

Operating Model

Core

Competencies

Competitive

Analysis

Evaluating Opportunities and Options

Matching marketplace opportunities and core competencies by business

segment, overall

ProductsCustomer

Segments

Marketplace

Market

Opportunities

2

• Ask tough, but

necessary questions

• Agree on business

opportunities and core

capabilities

• Ask tough, but

necessary questions

• Agree on what not to

do, as well as do

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Strategy − Focus on Course of Action to Achieve

Goals3

Plan should capture and summarize

• Strategy statement

• Characterizes the products-to-target markets and segments,

channels to reach those targets; specifies explicit profit and

performance objectives; states distinguishing operational

philosophies

• Assumptions under which the plan was prepared

• Financial projections

• Desired future state

• Primary Strategic Initiatives to reach that desired future state

• Accountability, action steps and timelines, specific milestones,

success clearly defined

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Strategy ‒ Explicit Profit and Performance

Objectives

Banks ($500MM to $1.0B)

Measures

Tier 1 Tier 4 Tier 5

Bottom

25%

Top 75 to

89%

Top 10%

ROA .40 1.37 1.85

Efficiency (%) 84.34 59.12 52.13

NIM 3.47 4.08 4.61

Loan Growth (%) 1.08 13.61 19.39

Adj. Texas Ratio 42.31 7.47 6.82

That next level and actions required to get there can vary considerably

A strategy that employees can readily embrace and takes the bank to the next

level of performance

3

Source: SNL Analysis of U.S. Banks from $500MM to $1.0B, 2015 Rankings Based on 6 Factors (ROATA before tax, NCOs/Avg Loans,

Efficiency Ratio, Adj. Texas Ratio, NIM, Loan Growth Rate (2771 Banks)

Page 12: Strategic Planning for Financial Services

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Citizens Business Bank (CBB)

The segment: small to middle size businesses, de novo in 1975

3 Top Performers Convert Opportunities Better Than Others

Source: Winning Strategies in Community Banking, Project Excellence, 1998 KPMG Peat Marwick LLP

Winning Strategies in Community Banking

(KPMG 1998)

• Top Performing Community Bank − $1.3 billion in

assets

• Clear vision of strategy and market from beginning.

Business and professional market is where CBB can

make the difference and have the greatest

competitive advantage.

• CBB put in place a customer-focused sales driven

strategy with unparalleled customer service as a

cornerstone. Sales is a top priority. “If you are good

at sales, then good business will come to you,” per

CEO D. Linn Wiley.

“Wiley believes strongly that

today’s banking market demands a

commitment to rigorous

‘professional management.’ He

asserts, ‘We are a planning

oriented company.’ The bank goes

through an annual planning

process in November formulating

specific goals and plans for the

coming year. Wiley then puts in

place the structure and people to

support the plan.”

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Citizens Business Bank155 Consecutive Quarters of Profitability 105 of Paying Cash Dividends (2015)

3 Top Performers Convert Opportunities Better Than Others continued

Source: CVB Financial Corp. Annual Report 2015; 4th Quarter Analyst Briefing

“Our team has worked hard to

execute the long-term strategy of

our bank which is to build and

maintain relationships with the best

small to middle size businesses

and their owners in our geographic

marketplace.”

- Chris Myers, CEO

4th Quarter 2015, Analyst Briefing

The Best Bank in America

(Forbes 2015)

• Top 5 Bank (Bank Director Magazine), SNL Top 100 $1 to

$10B − $7.7 billion in assets

• Vision…Become premier financial services

company...serving the comprehensive financial needs of

successful small to medium-sized businesses and their

owners.

• Mission…Achieve superior financial performance and

rank in the top 10 percent of financial institutions in the

nation in ROE and ROA…Will be achieved by delivering

the finest in financial products and services through

relationship banking commitments with businesses and

professionals…

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Minimizing Execution Risk

Commit to an

identityDifferentiate and grow by being clear-

minded about what you can do best

1

Translate the

strategic into

every day

Build and connect the cross-functional

capabilities that deliver your strategic

intent

2

Put your

culture

to work

Celebrate and leverage your cultural

strengths

3

Cut costs to

grow stronger

Prune what doesn’t matter to invest more

in what does

4

Shape your

future

Reimagine your capabilities, create

demand, and realign your industry on

your own terms

5

Five Acts of Unconventional Leadership

Source: How Winning Companies Close the Strategy-to-Execution Gap, Paul Leinwand and Cesare Maindari, 2016 Harvard Business

School Publishing

4

• Have the right people on board

• Have a clear strategy and path

to execution

• Be agile in adapting to

changing external factors,

market circumstances

• Be very disciplined in plan

development and execution

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Community Bank ($5.0 Billion)

The Business: Business, Relationship Banking

4 Execution Comes First

A Vision, Complimentary Operating Model, and Execution Excellence

SNL Top 100 Bank, 2015 ($1.0 to 10.0 B)

Commit to an

identityFull service professional business bank with a high level of service

differential, a long-term view

1

Translate the

strategic into

every day

High performance standards and processes and practices that drive

customer-centric behavior and build long-term profitable customer

relationships

2

Put your

culture

to work

Sales and service culture executed by bankers who fit; cascading sales

objectives at all levels of the organization – mutual understanding of and

accountability for success

3

Cut costs to

grow stronger

Scalable and efficient operating model; use latest technology to provide

service and convenience to customers – stay “branch” light

4

Shape your

future

Disciplined, but opportunistic de novo growth – tap into experienced,

connected bankers, attract influential shareholders who bring business to the

bank

5

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• Planning Process: “There needs to be a great deal of intentional

discipline – a standard process that is predictable and executed every year.

– February – Executive management team looks out a couple of years; invite

experts of various types to participate in dialog

– May – Have extended meeting with board to look forward; discuss performance

– July – Update the strategy; offsite with board and executive management team

– September – Updated strategy reflected in the budgets

– Monthly and quarterly – Assess how well we are doing.”

• Strategy Execution: “Key to execution is accountability.

– Overall linkage is essential – strategic goals budget goals individual

goals/incentive plans

– Tie compensation to strategy. Some goals/aspects are easy since it’s meeting

the numbers; some are more difficult to establish because they are more

intangible – but they all need to be linked together.”

Source: Interview with CEO, Diversified Financial Services Company (Banking and Specialty Finance), 2016

4 Minimizing Execution Risk continued

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Closing Comments

• It is essential that:

Leadership has confidence in the strategy

The strategy is understood across the bank

The strategy can be or is being executed.

• Anything less makes dealing with headwinds extremely difficult.

• Q&A

With today’s external regulatory and competitive pressures and uncertain

economic environment, building franchise value requires a well-thought out

and agreed upon strategy.

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Suzanne Donner

Director

DHG Financial Services

[email protected]

D 404.681.8224