Ken Favaro Ashish Jain Samuel Bloustein. Small Business Banking Customers An Attractive Segment for Organic Growth

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1 Leading Research Paul Hyde Ken Favaro Ashish Jain Samuel Bloustein Small Business Banking Customers An Attractive Segment for Organic Growth

2 Small Business Customers Are Among the Most Profitable Segments for Most Banks Gross Margins by Small Business Market Segment 70% 75% 35% 50% One year after customer acquisition Two years after customer acquisition <US$1 Million Sales Small Business Segment $1 Million - $10 Million Sales Small Business Segment Note: Margin calculation includes origination, maintenance, and transaction costs. Source: analysis 1

acquisition <US$1 Million Sales Small Business Segment $1 Million - $10 Million Sales Small Business

3 Relatively Few Small Business Customers Are Extremely Satisfied with Their Bank, and That Percentage Has Recently Declined Percentage of Small Businesses Extremely Satisfied with Their Bank s Ability to Understand Their Needs and Recommend Products 47% 36% 36% 39% 15% 13% National Banks Regional Banks Community Banks Satisfaction levels vary by type of bank Lower satisfaction for larger banks Source: Aite Group 2

Understand Their Needs and Recommend Products 47% 36% 36% 39% 15% 13% 2007 2009 National Banks Regional

4 Banks Believe They Have Made Improvements in Serving Small Business Customers Banks Ratings of Their Own Evolution in Ability to Understand Small Business Needs over the Past Three Years Very Strong Improvement Strong Improvement 16% 37% 53% of banks believe they have strongly or very strongly improved selling to small businesses Some Improvement 47% All banks say they have improved their ability to meet small business customers needs at least somewhat over the past three years No bank considers its abilities to have diminished over the last three years Source: Aite Group 3

very strongly improved selling to small businesses Some Improvement 47% All banks say they have improved their ability to meet small business

5 This Disconnect Is Creating Growth Opportunities for Banks as Customers Look to Switch Propensity to Switch from Primary Provider (2010) Reasons for Switching/Considering Switching (2010) 31% Poor customer service/ problem resolution 43% 23% High fees 38% Branches not convenient 22% 15% 10% 13% 14% Products did not suit my needs Poor rates on credit and deposits 20% 15% Some other reason 14% Worried about bank s financial stability 10% National Banks Regional Banks <US$1 million sales segment Community Banks Not trustworthy 4% $1 million - $10 million sales segment Source: data 4

13% 14% Products did not suit my needs Poor rates on credit and deposits 20% 15% Some other reason 14% Worried about bank s financial stability

6 Capturing the Growth Opportunity Requires Deep Understanding of Target Segments, Channel Choices, and Products/Services Target Segments I What are the needs of our market s segments? For which segment(s) should we build a value proposition to attract new businesses and those willing to switch? Source: analysis II Channel Choices What channels do our target segments prefer/primarily use? What sales/service delivery model best aligns to their preferences and needs? III Product/Service Portfolio What are the products and services that resonate with our target segments? What is the most efficient go-to-market model? 5

Source: analysis II Channel Choices What channels do our target segments prefer/primarily use?

7 I Target Segments Capturing Switchers Requires an Understanding of Segments Segment Name Credit Seekers Segment Characteristics Complex and sophisticated businesses Average satisfaction Most likely to use many banks Place a high value on bank relationships Most Important Needs Access to credit Competitive rates Trust in the bank Passive Customers Value banks that resolve issues and value them as customers Most satisfied Place a high value on bank relationships Quick and amiable remedies for problems Bank that values their business Trust in the bank Convenience Buyers Most likely to bank at the nearest branch Average satisfaction Likely to use one bank Place a low value on banking relationship; bank at closest branch Convenient branches Easy to do business with Quick and amiable remedies for problems Price Shoppers Source: analysis Shop on price and ease of doing business Least satisfied Likely to use one bank Place a low value on banking relationship; shop on price Competitive fees Competitive rates Technology to bank wherever, whenever 6

as customers Most satisfied Place a high value on bank relationships Quick and amiable remedies for problems Bank that values their business Trust in the bank Convenience Buyers Most likely to bank

8 I Target Segments in Order to Create a Value Proposition to Meet Their Needs Needs Category Promote and support ease of doing business Provide meaningful customer engagement Price rates and fees competitively Need Problem resolution Ease of doing business Financially stable Trust Values my business Competitive rates Competitive fees Credit Seekers Passive Customers Common Needs vs. Distinct Needs Credit Seekers vs. Passive Customers Credit Seekers Common Needs There may be more than one target Passive Customers Offer convenience and access Support client growth Technology Convenient branches Business branches Access to credit Delivers solutions Product breadth Knowledgeable banker Competitive rates Access to credit Knowledgeable banker Problem resolution Financially stable Trust Delivers solutions Values my business Local authority Make relationship managers available Banker on hand Single point of contact Source: analysis Well-known name 7

9 II Channel Choices The Sales and Service Delivery Model Must Be Tailored to Each Target Segment and in Light of Channel Preferences Archetype Models for Engaging with Small Business Customers EXAMPLE High Intensity (e.g., relationship managed) Moderate Intensity (e.g., pod model) Low Intensity (e.g., call center model) Contact Center Pod Adviser-client model Each business owner/operator has a relationship manager whom he/she can contact directly Effectiveness of this model is dependent on seamless referral to experts by the relationship manager Can be used for Credit Seekers and Passive Customers Many-to-one team-client model Integrated pods collectively provide holistic support to businesses Pods comprise individuals who have a mix of skill sets and who are remunerated as a team Can be used for any segment The next available person works with businesses Preferential queuing and access can be provided to high-value bank clients Preferred clients utilize the same resource base as mass clients but with improved access Can be used for Convenience Buyers and Price Shoppers Source: analysis Choice of model will depend on target segments, value proposition, and economics 8

relationship manager whom he/she can contact directly Effectiveness of this model is dependent on seamless referral to experts by the relationship manager Can be used for Credit Seekers and Passive

10 II Channel Choices Irrespective of the Model, Best Practices in Sales Force Management Should Be Implemented to Achieve Top-Tier Sales Performance Components of Best Practice Sales Force Model Client Needs and Sales Process Skill Competencies Build capabilities (tools, training, processes) to identify holistic client needs (examples: utilize client relationship reviews as a cross-sell tool; utilize product partners to proactively sell the bank ) Institutionalize prospecting best practices (example: active involvement in organizations) Enhance skill training for competencies identified as major predictors of success (example: business acumen) Assess sales managers against identified core competencies and incorporate into hiring and training practices Sales Collaboration Implement a structured approach to collaboration between lines of business Enable cross-collaboration through incentives and goals Sales Coaching Leverage best practices to facilitate coaching among peers (examples: pre-call sales planning in team meetings; formal apprenticeship program/peer mentorship) Source: analysis 9

utilize product partners to proactively sell the bank ) Institutionalize prospecting best practices (example: active involvement in organizations) Enhance skill training for competencies identified

11 III Product/Service Portfolio Products (e.g., Cash Management) Must Be Customized to Meet the Needs of Specific Client Segments Segments ILLUSTRATIVE Price Shoppers Convenience Buyers Passive Customers Credit Seekers Access & Manage an Operating Account Online Banking Treasury Client Need Category Protect & Secure an Operating Account Ensure Liquidity Accelerate Cash Inflows Improve Cash Outflows Fraud Check Next-Day Positive Pay Same-Day Positive Pay Electronic Capture Sweep Lockbox Customized Investments Lockbox with Data Entry ACH ACH Direct File Transfer Essentials Basic Complex Source: analysis Product Suites 10

Customers Credit Seekers Access & Manage an Operating Account Online Banking Treasury Client Need Category Protect & Secure an Operating Account Ensure

12 Our Approach Will Position Banks to Quickly Capture Incremental Market Share Organic Growth (Illustrative) Incremental Share Points High-Level Approach 1.0% 1.5% I Target Segments Conduct market survey to assess rightto-win opportunities and identify market segments Determine gaps in needs offerings for market segments Develop value proposition for segments of focus 0.8% Share Growth II Channel Choices Analyze unit cost, customer preferences, and industry trends across customer lifecycle/channel dimensions Determine the optimal distribution strategy 0.0% Base Year Year One Year Two Year Three III Product/ Service Portfolio Create a client needs-driven product suites framework Differentiate pricing by product functionality and volumes Align and streamline the sales process to the product suites Source: analysis 11

13 Contact Information Chicago Ashish Jain Principal New York Ken Favaro Partner Paul Hyde Partner Samuel Bloustein Senior Associate senior executive advisor David Meer also contributed to this Leading Research. 12

com Paul Hyde Partner +1-212-551-6069 paul.hyde@booz.

14 The most recent list of our offices and affiliates, with addresses and telephone numbers, can be found on our website, Worldwide Offices Asia Beijing Delhi Hong Kong Mumbai Seoul Shanghai Taipei Tokyo Australia, New Zealand & Southeast Asia Adelaide Auckland Bangkok Brisbane Canberra Jakarta Kuala Lumpur Melbourne Sydney Europe Amsterdam Berlin Copenhagen Dublin Düsseldorf Frankfurt Helsinki Istanbul London Madrid Milan Moscow Munich Oslo Paris Rome Stockholm Stuttgart Vienna Warsaw Zurich Middle East Abu Dhabi Beiru Cairo Doha Dubai Riyadh North America Atlanta Chicago Cleveland Dallas DC Detroit Florham Park Houston Los Angeles Mexico City New York City Parsippany San Francisco South America Buenos Aires Rio de Janeiro Santiago São Paulo is a leading global management consulting firm, helping the world s top businesses, governments, and organizations. Our founder, Edwin Booz, defined the profession when he established the first management consulting firm in Today, with more than 3,300 people in 61 offices around the world, we bring foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact. We work closely with our clients to create and deliver essential advantage. For our management magazine strategy+business, visit Visit to learn more about Inc. 13

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Seamus McMahon Ashish Jain Kumar Kanagasabai. Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both

Perspective Amit Gupta Seamus McMahon Ashish Jain Kumar Kanagasabai Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both Contact Information Chicago Ashish Jain Principal 312-578-4753