The Client Experience at BB&T RICKY K. BROWN Sr. Executive Vice President Banking Network Manager

Transcription

1 The Client Experience at BB&T RICKY K. BROWN Sr. Executive Vice President Banking Network Manager March 21, 2010

2 The Client Experience Higher expectations of quality exist during times of economic turmoil The client seeks: A trusting relationship An advisor for financial education A true partner to depend on for solutions and advice The client experience must permeate the entire organization and be central to its strategies Executive Management must embrace, support, and expect superior sales and service 2

3 Who We Are Southeastern regional bank located in 12 states and DC Established in 1872 Grown to over 1,800 branches Structured within 37 regions under our community banking model Serves over 6 million clients A value-driven, highly profitable growth organization During the 1990 s and early 2000 s, growth came largely from mergers due to compelling economics Recently, focus has been more on organic growth 3

4 TX 22 Branches $810mm Deposits #53 Rank Market Coverage TN 57 Branches $2.5bn Deposits #6 Rank AL 93 Branches $5.8bn Deposits #4 Rank IN 2 Branches KY 90 Branches $4.2bn Deposits #3 Rank WV 78 Branches $5.3bn Deposits #1 Rank MD 130 Branches $6.6bn Deposits #6 Rank DC 12 Branches $1.2bn Deposits #7 Rank VA 392 Branches $20.0bn Deposits #3 Rank B&T NC 359 Branches $33.7bn Deposits #2 Rank SC 116 Branches $6.3bn Deposits #3 Rank GA 178 Branches $11.1bn Deposits #5 Rank Deposit Market Share as of June 30, 2009 January 1, 2010 FL 308 Branches $16.4bn Deposits #5 Rank BB&T OFFICES B&T B BB&T Corporate Headquarters BB&T Branch BB&T Capital Markets BB&T Governmental Finance Lendmark Financial Services, Inc. BB&T Commercial Finance BB&T Sheffield Financial Regional Acceptance Corporation BB&T Equipment Finance AFCO/CAFO/Prime Rate Scott & Stringfellow BB&T Insurance Grandbridge Real Estate Capital Sterling Capital 4

5 Who We Are Our fundamental strategy is to deliver the best value proposition in our market Recognizing value is a function of quality to price, our focus is on creating high quality resulting in the perfect client experience Our over-arching purpose is to achieve our vision and mission consistent with our values with the ultimate goal of maximizing shareholder returns 5

6 The BB&T Experience Not just sales or service it is BOTH Sales and service strategies are inextricably linked Focused on the client; embraced by employees Consultative Relationship-oriented Embedded in the entire organization Reinforced by Executive Management through practiced and structured models PCE Council IRM Council 6

7 Sales & Service Culture Model BB&T Vision BB&T Mission Clients Employees Communities Shareholders Community Banking IRM Decathlon/Sales Management Consultative Sales & Retention Process Store Ownership Branch Value Sales & Service Process Perfect Client Experience 7

8 The Perfect Client Experience (PCE) Where Sales & Service Begins Reliable I am dependable and my clients can count on me Responsive I act quickly to help my clients with their needs Empathetic I listen to my clients and am sensitive to their feelings Competent I am equipped with the skills and knowledge to help my clients 8

9 The Experience Lives In The Value Promise Serves as a common language emphasizing strength, stability, how we do business, and our service commitment to clients and prospects Encourages employees to think beyond his or her business responsibility and consider how the entire enterprise can assist the client s need 9

10 BB&T Decathlon How Sales & Service Are Reinforced Daily Provides a standardized, systematic structure of events designed to consistently execute BB&T s sales and service process MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY -Sales meeting -Morning Huddle -Morning Huddle -Morning Huddle -Morning Huddle (Branch, City, Region, Banking Network) -Product Knowledge Meeting -Perfect Client Experience Meeting -Debrief Meeting Role Plays, U-Practice Sessions, Coaching, Joint Calls, & Prospecting take place all week 10

11 BB&T Decathlon Applies to both retail and commercial Emphasizes to sales leaders the importance of proactive client relationship management Focuses on ensuring balanced performance results that require a consultative sales process 11

12 Consultative Sales & Retention Process Be the trusted advisor Deepen relationship management Increase value to the client 12

13 Commercial Consultative Concept The Five Buckets Capital Formation Payment Solutions Employee Benefits Risk Management Personal Financial Needs 13

14 Client Retention Client Retention Integrated Relationship Integrated Relationship Management Management Consultative Sales & Retention Process Identify client and prospect market Determine portfolio Sales & Service Designations Schedule contacts Prepare for the call Proactively service and resolve needs promptly Contact Management Identify critical IRM partners Deliver PCE Commitments & Behaviors Build/Cultivate relationships with IRM Partners Take care Learn more Care enough Sales Process Execution Uncover reciprocal referral opportunities Close & determine next steps (Pipeline Management) Identify & present solutions Prioritize needs Discuss current financial relationships & explore future needs (Revenue Opportunities) Expand knowledge of company O V E R C O M E O B J E C T I O N S Warm Up and Build Trust 14

15 Retail Banking Consultative approach applies equally to Retail Banking Two segments of the Retail Bank Small Business Consumer Managed by Financial Center Leaders in the branches 15

16 Small Business Consultative Concept Bucket Light Creates a seamless transition between the retail and commercial sides of the bank Utilizes a simplified approach to the commercial 5 bucket concept for small business clients Trains retail employees to identify commercial opportunities Encourages retail team to develop the basic relationship and escalate to commercial teams where necessary 16

17 Consumer Consultative Concept Helping to manage the client s household Checking, debit/credit cards, online banking (bundling) Financing the client s lifestyle House, car, boat (Direct Retail and Mortgage lending) Managing the client s risk Life insurance, P&C, liability umbrella insurance, HSA Growing the client s money CDs, savings, Investment Counselor/Private Banker services Managing the client s life events Education, inheritance, retirement, estate planning 17

18 Branch Value Sales & Service Process Provide World Standard Service Display a Professional Image Ensure Process & Compliance Excellence Deliver TLC Create quality referrals Expand & Deepen Client Relationships Client Servicing Identify & Prioritize Prospects and Clients Ensure Problem Resolution Effectiveness Explain Alternative Banking Services Exhibit Ownership and Empowerment Client Retention DECATHLON COACHING IRM Six-Step Step Sales Process Contact Management Determine Contact Frequency Schedule Contacts Prepare for the Call Provide the Client Service Commitment and Thank Client Educate the Client Close the Sale of the Bundle Deliver the Assumptive Sale of the Bundle Why bank with BB&T? Welcome the Client 18

19 Store Ownership How Sales & Service Are Empowered Own the Market Own the Client Experience Own the Team Own the Processes & Compliance Own the Economics 19

20 Integrated Relationship Management - IRM Consultative Process Built On Integration The most critical element of IRM is a TEAM mutually committed to delivering the mission of BB&T to a client BB&T owns the client The Team owns the client relationship and experience A Relationship Manager coordinates that relationship 20

21 Achieving The Perfect Client Experience Consultative Sales & Retention Process (CSRP) Store Ownership PCE IRM 21

22 Community Banking Structure Where Sales & Service Thrive Provides strong foundation for our client-focused culture Empowers regional leadership to deliver customized local solutions to clients Reinforces more intimate bank/client relationship We re as big as you need us to be and as small as you want us to be 22

23 The Employee Experience Hire selectively Onboard consistently Focus on training and cross-training Recognize high performers and manage non-performers Result = Turnover at historic lows All of our models and strategies mean nothing without having the right people in the right jobs doing the right things 23

24 The BB&T Leadership Model BELIEFS COACHING RESULTS BEHAVIORS 24

25 The BB&T Coaching Model KNOW COACHING GROW SHOW 25

26 Our Mission To make the world a better place to live by: Helping our CLIENTS achieve economic success and financial security; Creating a place where EMPLOYEES can learn, grow, and be fulfilled in their work; Making the COMMUNITIES in which we work better places to be; And thereby: Optimizing long-term return to our SHAREHOLDERS. 26

27 Our Vision TO CREATE THE BEST FINANCIAL INSTITUTION POSSIBLE The Best of the Best 27

28 Our Values 28

29 Sales & Service Culture Model BB&T Vision BB&T Mission Clients Employees Communities Shareholders Community Banking IRM Decathlon/Sales Management Consultative Sales & Retention Process Store Ownership Branch Value Sales & Service Process Perfect Client Experience 29

30 The 5 C Employee Cheerful Committed Cultured Confident Competent 30

31 The Client Experience - Results Current internal client service measurement scores are at an all-time high J.D. Power rated BB&T Above our primary competitors in the Southeastern region for retail banking satisfaction 1 Second Best Small Business Bank 2 Won more 2009 Greenwich Excellence Awards than any other bank in history 3 1 Top Southeastern competitors included Bank of America, SunTrust, and Wachovia 2 Tied for second with Huntington National Bank 3 First time Greenwich had Small Business Banking and Middle Market Banking Awards in the same year. 31

32 The BB&T Experience - Summary Performance Zone Performance Zone Positive Prepared Persistent Productive Passionate 32