Small Business Banking Segment Analysis - 06.10.16

Small Business Banking Segment Analysis

A Banker’s Guide to Understanding How to Effectively Serve Small Businesses

Calvin W. Turner Jr.Founder / CEO, Strategic Banking Insights

June 10, 2016

Small Business Banking Segment Analysis Strategic Banking InsightsPage 2 of 13

Most banks believe they are committed to servicing Small Business customers. They develop products and services for this segment; they invest considerable amounts of time and money trying to improve their Small Business Bankers’ business development (i.e., sales) skills; and some may even create a line of business within the bank entitled “Business Banking” or “Small Business Banking.” But most of these efforts fail to produce the desired growth objectives because banks don’t really understand the needs of the small business customer.

If banks are serious about implementing successful Small Business Banking programs that produce long-term growth opportunities – for both the bank and small business owners – they will need to become more focused on aligning their execution strategies to small business customers’ real needs instead of just peddling loans. Because if they don’t, the alternative lenders, payroll providers, independent sales organizations, credit unions, non-banks, and other savvy businesses are rapidly stepping into the landscape – that has historically been the domain of the banks – to provide small businesses with a full range of financial services.

Therefore, to assist banks in this endeavor, I am providing the first element of a Small Business Banking Segment Analysis that I developed that provides much of the needed information to develop an effective Small Business Execution Strategy that produces real results!


Business Type Description

According to SBA Office of Advocacy

Micro Small Business“Main Street” Small Business Mid-Level to Larger Small BusinessSO/HO

(Personal or “Non Employer” Businesses)

Micro Small Businesses

Average Annual Sales

Sources: www.netbanker.com, www.mbaconsulting.com, www.accessmylibrary.com, Online Banking Strategies for the Internet, http://genylabs.type.com/small_biz_labs,www.SBA.gov , SBA Office of Advocacy

o $0 - $100,000 o $100,000 - $250,000 o $250,000 - $1,000,000 o $1,000,000 - $5,000,000

Total Number of Businesses in US in 2006 in each segment

Source: SBA Office of Advocacy

92% of all Small Businesses in the U.S. are in the Micro Small Business Segment

o 1.7 million = 6.6% o 406,000 = 1.5%o 21 million = 81% o 2.8 million = 10.8%1 Bank’s share of Market

Business Market Size (Includes Bank Customers)

Bank Customers*

Bank’s Customers **

332,564

11,461 = 3%

7,541 = 2%

194,516

7,355 = 4%

5,261 = 3%

110,304

7,070 = 6%

5,156 = 5%

33,228

3,626 = 11%

2,525 = 8%Business Market Size Definitions clarifications

o Business counts include only those businesses within the Parishes & Counties in which Bancography has defined our markets.o Includes Bank’s customers that D&B has a higher confidence level of matching WNB customers with the D&B universe.o Only businesses that D&B consider “marketable” are included. Marketable businesses are ones that D&B has enough information on the business to develop a profile on the company.o Only headquarters and single locations selected.o There could be a number of small businesses (particularly micro small businesses) that are not included in the D&B universe. This includes the smaller businesses that are not registered with the

Secretary of State, businesses that use their home or cell phone for business, and/or they work out of their home.

* Includes marketable records with no regard for D&B matching confidence.** Includes marketable records with a higher D&B matching confidence level.Typical Business Category

Some characteristics based on SBA Office Of Advocacy data

o Part-time business owner “mom and pop” operators

o Operate from homeo Service providers (e.g. lawn care,

handyman, repairman, laborer, photographers, barbers, hair salons, etc.)

o Avon, Mary Kay, Amway, etc.o Small non-profits (e.g. PTO, Civic groups,

scout troops, etc.).

o Part-time – possibly fulltime – business owner (“mom and pop” operators)

o Operate from home or business locationo Service providers (e.g. lawn care,

handyman, repairman, laborer, photographers, barbers, hair salons, etc.)

o Avon, Mary Kay, Amway, etc.o Small non-profits (e.g. PTO, Civic

groups, scout troops, etc.).

o Full-time business owner(s)o Service providers and contractors with

paid helpers (usually independent contractors),

o Small to mid-sized retailers and restaurants

o Small to medium law firm, accounting practice, or consulting business

o Health care professionalso Larger insurance agentso Small to mid-size Non-profits

o Full-time business owner(s)o Multi-location Retailers and restaurantso Larger service providers and contractors with

paid helperso Larger law firms, accounting practices or

consulting groupso Health care professionalso Larger Insurance agentso Larger Non-profits

Number of Employees

Sources: www.netbanker.com, www.mbaconsulting.com,

1 – 2 Employees 1 – 5 Employees 5 – 20 Employees 20 – 50 Employees







www.accessmylibrary.com, Online Banking Strategies for the Internet, www.SBA.gov , SBA Office of Advocacy







Business Profile


o Full and part-time contractors, freelancers, and other self-employed workers.

o New businesses and companies that have been in business for less than 3 years.

o Single owner, DBA, Sole Proprietor, S-Corporation, LLC, Partnership, or non-profit organization.

o May operate from home with no storefront, so “flies under the radar” of most business bankers.

o May not be listed with the Secretary of State.

o Business owner manages most aspects of the business (e.g. account, accounts payable and receivable, purchasing, HR and payroll, business development and sales, marketing, etc.) but has little knowledge of business financial needs.

o Most banking functions are handled at the branch.

o Customer typically is reluctant to request credit for business. Instead, users personal savings, HELOC, personal credit card, loans from family and friends, etc. to finance the business.

o Cash flow is typically a problem.o Time and convenience are premiums.

Customers may have personal accounts (e.g. mortgage, HELOC, checking, payroll, credit cards, etc.) scattered among several financial providers. Need to be able to consolidate business and personal tasks wherever possible.

o Owner must also manage personal finances.

o Want access to both personal and business accounts.

o Tend to co-mingle business and personal accounts together.

o Full and part-time contractors, freelancers, and other self-employed workers.

o New businesses and companies that have been in business for less than 3 years.

o Single owner, DBA, Sole Proprietor, S-Corporation, LLC, Partnership, or non-profit organization.

o May operate from home with no storefront, so “flies under the radar” of most business bankers.

o May not be listed with the Secretary of State.

o Business owner manages most aspects of the business (e.g. account, accounts payable and receivable, purchasing, HR and payroll, business development and sales, marketing, etc.) but has little knowledge of business financial needs.

o Most banking functions are handled at the branch.

o Customer typically is reluctant to request credit for business. Instead, users personal savings, HELOC, personal credit card, loans from family and friends, etc. to finance the business.

o Cash flow is typically a problem.o Time and convenience are premiums.

Customers may have personal accounts (e.g. mortgage, HELOC, checking, payroll, credit cards, etc.) scattered among several financial providers. Need to be able to consolidate business and personal tasks wherever possible.



o Tend to co-mingle business and personal accounts together.

o Combination of new businesses and companies that have been in business for less than 3-5 years.

o Single owner, DBA, Sole Proprietor, S-Corporation, LLC, Partnership, Corporations, or non-profit organization.

o Typically operates from a storefront or professional office space

o Listed with the Secretary of State o Owner/founder dominated, but often

have managers and organization structures.

o Marketing and Advertising budget.o Good knowledge of business financial

needs.o Most banking functions are handled at the

branch, but customer is sophisticated enough to welcome banker visits.

o Customer has established business and feels confident to request business credit.

o Cash flow may be a challenge at times.

o Time and convenience are premiums. Customers may have personal accounts (e.g. mortgage, HELOC, checking, payroll, credit cards, etc.) scattered among several financial providers. Need to be able to consolidate business and personal tasks wherever possible.



o Typically segregates personal and business accounts and transactions, but still wants the option to manage both through the same portal and transfer funds between accounts when needed.

o Established businesses and companies that have been in business for more than 5 years.

o Corporations, LLC, Partnership, S-Corporations, public organizations, multi-owner companies, or non-profit organization.

o Typically operates from a storefront or professional office space

o Listed with the Secretary of State.o Business staffing is more specialized. Often

operate with management teams and professional management. Marketing and Advertising budget.

o Very good knowledge of business financial needs.

o Most banking functions are no longer handled at the branch. Business Bankers tend to visit with the business owner(s) to discuss financial needs (primarily lending).

o Customer probably already has business credit and may be looking for additional lending services.

o Cash flow is no longer a major problem, but customer may want to maintain a business line of credit for occasional slack periods and possibly ability to sweep excess funds to investment accounts.

o May be interested in expanding the business operations, which will require additional personnel, facilities, and equipment.

o May maintain corporate cards for employee business expenses.

o Business is interested in additional services and benefits for employees.

o Business is looking to gain efficiencies and is also sophisticated enough to shop rates for banking services.

o Owner(s) must also manage personal finances.o Want convenient access to both personal and

business accounts.o Typically segregates personal and business

accounts and transactions, but still wants the option to manage both through the same portal and transfer funds between accounts when







2 How do bank’s competitors serve these customers and how are they organized


o Mass Market advertising to drive customers to branches

o Lead products are checking accounts and credit cards.

o Banks will lure these customers into their branches with FREE business checking and/or no annual fee credit cards, and then cross-sell other fee-based products and services

o Finite set of business products will appeal to this segment

o Branch staffs are trained to handle non-lending business needs to service this sector.

o Streamlined credit approval and on-boarding processes.

o Apply for business credit card online.o Centralized underwriting based on

personal FICO scoreo American Express solicits these

customers for credit and offers instant approval by telephone or over the Internet based on owners’ FICO scores.

o Most card issuers offer card rewards.o American Express, Merchant Services

providers, and other banks purchase prospect lists from Secretary of State offices and solicit these customers before they open for business.

o Mass Market advertising to drive customers to branches



o Finite set of business products will appeal to this segment

o Branch staffs are trained to handle non-lending business needs to service this sector.



personal FICO scoreo American Express solicits these

customers for credit and offers instant approval by telephone or over the Internet based on owners’ FICO scores.



o Combination of Mass Market advertising, networking, and business development initiatives to drive customers to branches



o Expanded suite of business products including credit options, RCD, Group banking, etc., will appeal to this segment

o Branch staffs are trained to handle non-lending business needs, but more sophisticated lending and TM services are referred to more specialized bankers.



personal FICO score.o American Express solicits these customers

for credit and offers instant approval by telephone or over the Internet based on owners’ FICO scores.



o Combination of Mass Market advertising, networking, and business development initiatives to drive customers to branches.

o Business Bankers will call on larger, more established customers.



o Expanded suite of business products including credit options, RCD, Group banking, etc., will appeal to this segment

o Branch staffs are trained to handle non-lending business needs, but more sophisticated lending and TM services are referred to more specialized bankers.


o Apply for business credit card online.o Centralized underwriting based on personal FICO

score, but also offer credit options without personal credit.

o American Express solicits these customers for credit and offers instant approval by telephone or over the Internet based on owners’ FICO scores.

o Most card issuers offer card rewards.o American Express, Merchant Services providers,

and other banks purchase prospect lists from Secretary of State offices and solicit these customers before they open for business.







2 Who owns the Market Share?

Source: Feedback from Bankers on

Varies by Region. Major competitors are larger banks and community banks

Larger Banks include: Regional and Community Banks Non-Bankso Capital One º Hancock Bank º American Expresso Chase º Whitney Bank º Squareo Wachovia º Iberia Bank º Intuito Regions º Gulf Coast Bank º Rapid Advanceo Fifth 3rd º First NBC Bank º Newteko Synovus º Lending Clubo Compass Banko Wells Fargoo Bank of America

2 What are our Competitors Vulnerabilities?

Source: Focus Group Discussions with Small Businesses

o All but one of the business owners in the discussions use multiple banks and brokerages for investments.o They consider the larger banks to be too big and impersonalo Mass market appeal is undesirable to some larger and/or more sophisticated business customers. o Do not consider branch bankers or call center staff to be customer-service focused.o Branch people are not knowledgeable about business banking products and services and are unable to answer questions about credit options, denial of credit, etc.o Focus group respondents expressed little – if any – loyalty towards their banks. In fact, all business owners are “moveable” for better service or a “relationship.”o Only half of business owners claimed to have a “banker,” but none described the relationship as strong or close. Those who did not have a banker would like to have such service, but have

come to expect little or nothing from their bank in terms of a relationship.o Customers do not feel a bank is appropriate for either payroll services or small business insurance – mostly because of perceived “overstepping” their areas of expertise.o All business owners would appreciate a relationship with their bank/banker in which services beneficial for their businesses are suggested.o One specific product of dissatisfaction is credit card processing for those who take credit card purchases. Only two use their primary bank for credit card processing, but none are happy with

the service regardless of the provider.Where are the Profit Pools within each segment?

Source: BOLB Strategy document

o Deposits – Projected Annual Earnings on Balances per customer $443 (based on $22,126 ACB of non-analysis customers at 2.00% spread).o Average annual Net Merchant Services income per customer $761o Average Annual Business Check Card Income per customer $285o Average Annual Business Credit Card Income per customer $637







Banking Opportunities (either alone or in partnership with non-banks)


o Business Checkingo Merchant Serviceso Ability to accept ApplePay and AndroidPayo Mobile Check Deposito Business Online Banking with BillPayo Business Check Cardo Instant approval for VISA Business Card

based on personal credit o Business Credit Card with rewardso Website design and hostingo Business Checkso Business printing services o Opportunity to consolidate personal and

business bankingo Personal Checkingo Home Mortgageo HELOCo Personal Credit Cardo Personal Check Cardo PLOCo Investment services

o Business Checkingo Merchant Serviceso Ability to accept ApplePay and

AndroidPayo Mobile Check Deposito Business Online Banking with BillPayo Business Check Cardo Instant approval for VISA Business Card

and/or BLOC based on personal credit o Business Credit Card with rewardso SBA loanso Website design and hostingo Business Checkso Business printing serviceso Payroll Serviceso Treasury Management Services

o Direct Deposit o Wireso ACH

o Opportunity to consolidate personal and business banking

o Personal Checkingo Home mortgageo HELOCo Personal Credit Cardo Personal Check Cardo PLOCo Investment services

o FREE Business Checkingo Merchant Serviceso Ability to accept ApplePay and AndroidPayo Mobile / Remote Check Deposit o Business Online Banking with BillPayo Electronic Invoicing with the ability to

bill customers electronicallyo Business Check Cardo Instant approval for VISA Business Card

and/or BLOC based on personal credit o Business Credit Card with rewardso Small Business Line of Credit or

Business Loano SBA loanso Website design and hostingo Business Checkso Business printing serviceso Payroll Serviceso Treasury Management Services

o Direct Deposit o Wireso ACHo Payroll Cardso Sweep Services

ODPo Remote Check Deposit

o Group banking for employeeso Opportunity to consolidate personal and

business bankingo Personal Checkingo Home mortgageo HELOCo Personal Credit Cardo Personal Check Cardo PLOCo Investment services

o FREE Business Checkingo Merchant Serviceso Ability to accept ApplePay and AndroidPayo Mobile / Remote Check Deposit o Business Online Banking with BillPayo Electronic Invoicing with the ability to bill

customers electronicallyo Business Check Cardo Instant approval for VISA Business Card and/or

BLOC based on personal credit o Business Credit Card with rewardso Corporate Cardo Small Business Line of Credit or Business Loano SBA loanso Equipment loans, vehicle loans, expansion

loans, etc.o Website design and hostingo Business Checkso Business printing serviceso Payroll Serviceso Group banking for employeeso Employee benefitso Treasury Management Services

oRemote Check DepositoPurchasing CardsoDirect DepositoWiresoACHoPayroll CardsoSweep Services

Investment/LOC/ODPoZBA ServicesoPositive Pay

o Opportunity to consolidate personal and business banking

o Personal Checkingo Home mortgageo HELOCo Personal Credit Cardo Personal Check Cardo PLOCo Investment services







3 What is Bank’s Value Proposition to service this segment today?

Source: Feedback from Bankers

o Long-time clients from past acquisitions have high loyalty to the bank and they know their bankerso The Bank offers “big bank” products with a community bank feel.o Existing customers refer other business clients to uso Team banker approacho Some relationships began with a loano Rapport-building through networking and calling efforto Convenience (located near business or home)o Banker accessibilityo Reputationo Banker community involvemento Problem resolutiono Local decision-makingo Perception of less bureaucracyo Don’t have to talk to an answering machineo No long waits in brancheso Aggressive prospecting, calling process, and asking for the businesso Deposits posting same day







4 How must Bank align itself to service this segment?


Alignmento Traditional Business Banking marketing and servicing approaches may not be

appropriate for Micro Business Segment

Acquisitiono Since these customers typically “fly under the radar,” cannot market directly to them. o Utilize a combination of the following tactics to drive customers into the branch:

o Advertisingo Direct Mailo Referrals from other customerso Personal Relationshipso Proximity (location)o Social Mediao Bank Websiteo Web Ads on appropriate business websiteso New account profile (that identifies a customer may also have a small business)o Branch Bankers networking at Small Business Functions, Training, Community

Activities, etc.

Service and Deliveryo Branch is primary method of service deliveryo Utilize digital channels and social media to interact with customers and handle some

types of fulfillmento Streamlined account opening, enrollment, and approval processes.o Small credits can be granted that do not require financial documents and approved

based on personal FICO score.o Move Letter of Credit Doc Prep from branch to back officeo Reduce the amount of administrative work that must be performed by the banker in the

brancho Less portfolio management responsibilities for bankers to allow for more coordinated and

consistent calling effortso Improvements could be made to back office which most deem as too bureaucratic. Local

representation in loan ops and underwriting would improve communication and turnaround times.

Alignmento Align resources to service this market

segment

Acquisitiono Utilize a combination of the following

tactics to drive customers into the branch:o Advertisingo Direct Mailo Referrals from other customerso Personal Relationshipso Proximity (location)o Social Mediao Bank Websiteo Web Ads on appropriate business

websiteso New account profile (that identifies a

customer may also have a small business)

o Branch Bankers and Business Bankers networking at Small Business Functions, Training, Community Activities, etc.

o Business Banker and Branch Manager Outbound Calling Efforts on existing customers for cross-sales and prospect lists.

o Treasury Management Sales Calls

Service and Deliveryo Branch is primary method of service

deliveryo Utilize digital channels and social media to

interact with customers and handle some types of fulfillment

o Streamlined account opening, enrollment, and approval processes.

o Small credits can be granted that do not require financial documents and approve based on personal FICO score.

o Move Letter of Credit Doc Prep from branch to back office

o Reduce the amount of administrative work that must be performed by the banker in the branch

o Less portfolio management responsibilities for bankers to allow for more coordinated and consistent calling efforts

Alignmento Align resources to service this market segment

Acquisitiono Utilize a combination of the following tactics to

drive customers into the branch:o Advertisingo Direct Mailo Referrals from other customerso Personal Relationshipso Proximity (location)o Social Mediao Bank Websiteo Web Ads on appropriate business websiteso Networking at Small Business Functions,

Training, Community Activities, etc.o New account profile (that identifies a

customer may also have a small business)o Branch Bankers and Business Bankers

networking at Small Business Functions, Training, Community Activities, etc.

o Business Banker and Branch Manager Outbound Calling Efforts on existing customers for cross-sales and prospects.

o Treasury Management Sales Calls

Service and Deliveryo Bankers Need to utilize digital technology to

prepare documents and either transmit or go to client sites for signatures.

o Utilize digital channels and social media to interact with customers and handle some types of fulfillment

o Streamlined account opening, enrollment, and approval processes.

o Small credits can be granted that do not require financial documents and approve based on personal FICO score.

o Move Letter of Credit Doc Prep from branch to back office

o Reduce the amount of administrative work that must be performed by the banker in the branch

o Less portfolio management responsibilities for bankers to allow for more coordinated and consistent calling efforts

o Improvements could be made to back office which most deem as too bureaucratic. Local representation in loan ops and underwriting would improve communication and turnaround times.







5 What new products/services and/or features must be incorporated to service this segment?


Servicing Concepto Utilize digital technology to simply customer on-boarding process to make it easy to establish new business banking customer relationshipso Additional services should be a part of on-boarding process without requiring additional documentation for BOLB, Check Cards, etc.

Credit Productso Ability to apply for Business VISA Card and/or BLOC online and receive instant approvalo Streamlined underwriting for credit based on owner’s Personal FICO scoreo Flexibility in credit products to allow carve-outs and term-outs on business/commercial lines of credit.o Align Business Real Estate guidelines similar to those of consumerso No Annual Fee for Business VISA Card (with relationship qualifiers)o Need to be more flexible in loan and and/or line of credit approvalo Segregate Business Credit Card into two products: One for Small Businesses and a Corporate Card

New Account Openingo Streamlined process to open new accounts, enroll in BOLB and BillPay, and establish small business credito Existing customers should be able to enroll in BOLB online without having to visit the branch.

BOLBo Competitive BOLB product (e.g. simplified enrollment, ability to link accounts of personal/business, and business to other business).o Mobile and tablet BOLB enablement o Simplified BOLB and internal funds transfer enrollment.o Increase internal funds transfer limits in BOLBo Allow external funds transfers and ACH management. “Online Banking is our Achilles’ heel.”o Allow owner or principals of company to designate additional individuals to have access to BOLBo FREE BillPayo Increase the number of checks that can be viewed through EStatements on BOLB beyond the current limit of 75 o Allow customers to receive a paper statement in addition to viewing an EStatement online (at an additional cost)o Ability to view personal accounts and business accounts with a Single Sign-On

Checking Accountso Simplify business checking products.o Perhaps another non-analyzed checking account with up to 500 transactions with a minimum balance as another alternative to Account Analysiso Expand offerings to bridge the gap between packaged checking and Analysiso Relationship pricing – offer FREE business checking account with other products beside Merchant Services (e.g. qualified relationship, loans, money market accounts, credit cards, etc.)o Allow ODP to be offset by a designated reserve deposit account (Savings Account, or other checking account) because customers may not qualify for BELOC-ODPo A low transaction account FREE.o Business Checking Account “Switch” kit

Rewardso Need Business Credit and Debit card rewards

Treasury Management Serviceso Lower cost alternative for RCD scanners for small businesseso Small Business Sweep service







6 What sales and services strategies should we incorporate in order to leverage the sales forces and branch resources?


Banker Support – Training and Development and Tools and Resourceso Develop a simplified set of products that appeal to each targeted segment to include employee packageso Provide appropriate banker training to maximize delivery and make appropriate referrals beyond the product set.o Online training modules for Business Bankingo Provide bankers with customer/prospect list and other toolso Product knowledge and execution (the ability to match knowledge to client need)o Training on Business Development (calling, interviewing, networking, negotiating)o Encourage bankers to utilize social media to connect with customers and prospectso Expand Business Banking Acumen training for Branch Managerso Comprehensive relationship management strategy to include portfolio management and ownership, and growtho Training for bankers to tap into customers’ centers of influence as a source for additional business referralso Implement program to encourage new customer referrals from existing customers

Market Identification a) Opportunities – Composition (number of clients and type e.g. private, Business Banking, Mass) b) Align Staff, number and type (number of bankers and type of bankers based on market needs, e.g. private bankers, Business Bankers, Branch Bankers)

o Look into branch staffing model to allow for Branch manager to do outbound callingo Role clarity for bankerso Branch should be configured to meet the needs of the community/expand where needed, more Treasury Management in the field

Align Marketing Strategy to Support Small Business Focus – Internal and Externalo Increase advertising to target Small Business customers and highlight Small Business Banking o More campaigns such as Smart Business Money Market promotionso Disciplined business development calling efforts by Business Bankers and Branch Managerso Increased Banker Community involvemento More marketing support to increase Bank brand in new markets outside of New Orleans

Technology and Processeso Should support business development strategy of retention/expansion/acquisition

Incentiveso Should support and promote desired behaviors, strategic objectives, and performance measurements.

7 What are the right metrics to drive performance of the sales and service staff to fulfill the value proposition?

Source: Cornerstone Business Banking Strategy

Metrics should enable Bank to track and measure results in four key areas:o Growtho Retentiono Customer Satisfactiono Expansion/penetration (share of wallet)

Cornerstone suggested the following metrics could be used to measure results:o Open 1 new Business Checking Account per branch per weeko Retain 90% of customer relationshipso Achieve 90% Customer Satisfaction Levels o Customer penetration of 4 products per client







8 What are the right management processes to manage the business model?

Sales and Service to leverage sales force and branch resources:o Clearly define and communicate sales vision and strategies to ALL employeeso Apply consistently throughout the companyo Value the employee with effective coaching and development opportunities (Link individual banker contribution to strategy).o Create a sales and service model to span the client relationship cycleo Provide simplified products and services specific to the valued segments; design to make assessing and meeting needs easy for client and bankero Properly align resourceso Set clear expectations, track, inspect, coach, recognize, challengeo Reward performance measures within the banker’s control

Valued Segmentso What can we provide to customers that is unique to the Bank? The banker; well trained, professional and excited to serve our clients.o How do we value existing customers through proactively managing their relationships?

1. Offer services that fit their needs2. Provide clients with knowledgeable, professional bankers empowered to understand needs, recommend solutions with unmatched customer attention3. Make it easy to do business4. Client contact frequency protocols5. Follow-up and follow-through

Calvin W. Turner Jr. is the Founder and CEO of Strategic Banking Insights, a resource that provides industry intelligence, and strategic expertise and insights to enable financial institutions to develop and execute successful programs that contribute to new customer acquisition, improved customer retention, greater share of wallet, higher levels of customer service, and ultimately increased profitability for the bank.

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