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