conquering the cross-selling imperative · 5. reward and recognition programs −weekly feedback...
TRANSCRIPT
CONQUERING THE CROSS-SELLING IMPERATIVE
JOANNE BAZ SUE BLASAVAGE
Cross Helping Your Way to Increased
Customer Profitability
Presented by:
Sue Blasavage
SVP, Retail Sales Manager
Agenda
• Trends
• Cross Helping Success
• Critical Success Factors
• Best Practices
Union Savings Bank
• Mutual community bank in western CT
• $2.4 billion in assets
• 28 branches plus call center
• Full service – retail, commercial, wealth
management
Household and Cross Sell Summary
• 51,038 Households
• 3.652 Accts per HH
• 2.127 Services per HH
• 70% checking account penetration
• 30 %still single service – great opportunity
to cross help our ss hh’s
Trends
• Branch traffic/transactions continue to
decline rapidly due to electronic delivery
• Customers who visit the branch are
seeking expert advice from trusted
professionals
• Can no longer apply one method of selling
to all customer segments
Cross Helping Success
• Paradigm shift from cross selling to cross helping
− Bank Mission Statement sets the bar high
• Foster a bank culture of exceptional service – it directly relates to cross helping success
• Require that team members engage in more meaningful relationship building discussions starting at teller line
• Electronic delivery channels can enhance customer experience
− Use your team to showcase your electronic channels
Critical Success Factors at USB
1. Systems – customer relationship
accessible to all reps who interact
with clients
2. Defined Sales Process
- SCORE
- High Touch Lobby Engagement
- Relationship Building Scorecard
Critical Success Factors at USB (continued)
3. Clear Job Descriptions/Clear Expectations for sales staff (hire the right people for sales)
4. Training and Coaching
− Soft Skills on how to build relationships by asking the right questions every time
− Practice, Practice, Practice
− Consistent and positive feedback from Manager when back in branch
Critical Success Factors at USB (continued)
5. Reward and Recognition Programs
− Weekly feedback for those who show positive
behavior change
− Quarterly Incentive tied to relationship building
− Mystery shop program tied to relationship
building
− Formal monthly coaching to celebrate success
Best Practices
• High touch lobby engagement
• Designed and implemented relationship building
template that is required in every platform interaction
• Developed and Implemented Sales training to focus on
how to ask the right questions
− When right questions are asked, the customer self
identifies the need and the sale becomes a solution to
help the client meet that need
• Track, measure , and reward incremental changes in
behavior
• Managers required to observe and provide feedback
• Package products/services
Cross Helping Tactics
• Weekly Conference call for Wealth Management (record results in last year)
• SBLI Reps (record results)
• Training, Tools, Coaching, and Employee Engagement
• Outbound sales through call center
• Outbound calls 3 - 5 per branch rep each day
• Maximize email blasts to reach clients
• Pre-approvals with easy to sign up methods
Online banking, e-statement, cash reserve
Sue Blasavage
Union Savings Bank
T: 203.830.4200 ext.8298
Awilda Caisse
Union Savings Bank
T: 203.830.4200 ext.4252
CONQUERING THE CROSS-SELLING IMPERATIVE
JOANNE BAZ SUE BLASAVAGE
JOANNE BAZ . VICE PRESIDENT
REGIONAL BRANCH MANAGER
Talking Points
Background
Mission Statement
In the Beginning
Sales Journey
Successes
Background
Opened in 1915, oldest credit union in State of RI
1.3 Billion assets
13 Branch offices
62,400 members in 42,571 households
3.5 services per household
Service offerings include
Retail Banking & Lending
Commercial Banking and Lending
Financial Services
Mission Statement
To Improve the Financial Lives of Our Members
In the Beginning
Great order takers
We asked ourselves…. Are we really improving the
financial lives of our members?
Found the need to become proactive consultants
Compensation was not goal oriented
Our Sales Journey
3-5 year process
Hired trainers
Developed tracking systems
Empowered front line staff
Allowed for performance accountability
Implemented goal-oriented compensation
Current Successes
Fostering better relationships through education
Growing PFI relationships
Increasing growth organically
Exceeding service standards
Achieving strategic deposit and lending goals
Developing profitable memberships
QUESTIONS?