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Reinventing your strategy

RBS

Challenge: Help the bank to reinvent itself, transform its image and position in the market, and regain significant profitability.

Solution: A report from McKinsey recommended that the bank choose a partner to implement a new strategy and rethink customer-facing roles and processes, including especially management processes. The bank picked Setanta.

Result: Our innovative approach helped build a whole new attitude to the management and delivery of sales and service. The bank is now on course for increased market share and growth.

Abbey

Challenge: Analyse why customer experience and results varied widely from branch to branch. Devise a process to close the gaps urgently.

Solution: The root cause was a wide disparity in the working patterns of regional and area managers. We developed a consistent set of management disciplines and coached managers to roll them out across the network.

Result: Sales managers at all levels took responsibility for customer engagement, and sales climbed quickly.

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Sotto Mayor

Challenge: A newly acquired bank needed a long overdue overhaul of its systems, products and network management.

Solution: Set up a performance programme to teach field managers to become hands-on sales coaches, and to teach staff to engage customers in valuable, needs-oriented conversations.

Result: Very few customers left the bank during the transition period. Meantime, the bank quickly doubled the average number of products per customer.

NatWest

Challenge: The incoming head of retail banking wanted to know why sales productivity was much lower than the bank's market position merited, and what to do to improve it.

Solution: Getting to grips with the causes began with observing multiple customer interactions. Only then, and with staff backing, did we redefine and hone branch roles and processes.

Result: Major investments were made in staff and systems. Sales and customer service have both grown significantly.

Riyadh Bank

Challenge: Middle-management morale was poor, and the bank needed to become more customer-focused.

Solution: Middle managers were equipped with a simple but effective toolkit of process-improvement techniques, and taught to use it to identify and resolve key areas of service failure.

Result: Within three months, the teams we worked with had resolved the long-term concerns. Morale had soared and the bank's customer image had measurably improved.

Atlantico

Challenge: Take a formerly government-owned 400-branch bank and turn it into a retail banking powerhouse using the latest in branch design and technology but retaining staff with an average age of 44 and 20 years with the bank.

Solution: Set up a six-week, in-branch, manager-led, experiential training programme that emphasised changes in behaviour.

Result: The Atlantico story of dramatic increases in sales, cross-sales and customer perceptions of service has become a much-envied case study in the banking industry. And it is a story the bank has been able to replicate internationally.