Pub. 7 2012-2013 Issue 2

July/August 2012 19 Extraordinary Service for Extraordinary Members. Analyze the competition. Using analytical tools, bankers can identify which competitors have grabbedmarket share and grown depos- its and which ones are falling behind. Understanding the strengths and weak- nesses of the competition helps banks develop effective business plans and leverage competitive intelligence into true business advantages. Set specific goals by branch for business and consumer markets. It is best for banks to determine the most important goals and priori- ties for each branch. The goals should consider both consumer and commer- cial segments. After completing the first five steps, bank executives will be equipped with the information needed to establish branch-specific goals and incentive compensation plans tied to those customer segments. This branch-specific approach produces much better results than setting ge- neric goals for all branches. Execute effective marketing campaigns to drive customer origination, retention, and expansion. To attract new customers and sell more products to existing customers requires that banks not only establish unique goals for each branch but also adopt a more demanding sales culture. Yet,more than two-thirds of surveyed community bankers said they lacked sufficient proactive calling programs that target specific business or consumer niches. Banks that identify eachbranch’s most valuable customers and prospects can create opportunities to growdeposits and improve customer retention. Using branch-specific information, financial institutions can execute highly targeted marketing campaigns. Redefine the bank model of the future. What’s next? By using analytical tools, consumer household segmenta- tion and customer relationship man- agement (CRM) systems, banks can improve their understanding of cus- tomers, predict in-branch behavioral patterns, and spot emerging trends. Branch strategy should be constantly evolving and it should be an ongoing process for banks to assess current posi- tion and determine how effectively staff members and branches are contributing toward maximizing franchise value. For community banks, the path to high-performance branches requires intense focus. By working on the right things to drive measurable results, branches can achieve unique and tar- geted sales goals while contributing to the overall performance and profitabil- ity of their franchises. Z we’re Always CLOSE BY NetWorks is the Electronic Funds Transfer (EFT) service provider that Nebraskans have used and learned to trust like family for over 30 years. Since our offices are right here in Nebraska, you can count on us to provide quick and personalized service for all of your EFT needs. Give us a call and let’s talk about how we can simplify EFT for you. You will talk with a fellow Nebraskan and not some automated system. www.netseft.com Toll Free 800-735-6833 Local 402-434-8202 A Fortune 500 company, Fiserv (NASDAQ: FISV) is a worldwide leader in financial services technology solutions. For more information, contact John McChesney at Fiserv at (262) 879-5000 or john.mcchesney@fiserv.com.