Changing your structure

Canada Trust

Challenge: The bank's "mass affluent" customers were taking their investment money elsewhere. Despite a wide range of investment offerings, the bank was not perceived as providing investment expertise.

Solution: We crafted a detailed financial planning service experience from the outside in. We trained licensed staff in a new sales and portfolio management process. A key win was the link with referrals from the branch.

Result: Internal tensions weakened. And customers take-up of the service strengthened.

JP Morgan Chase

Challenge: Small-business relationship managers were too busy to generate more sales than they already handled.

Solution: Create a telephone-based team to support specific managers and named customers. Train the team and give them manager-level authority to handle day-to-day service requests.

Result: Relationship managers got 20 per cent more time to sell. Revenues went up by 10 per cent, cost-to-serve down by 15 per cent. And surveys showed business customers rated the service more highly on responsiveness and problem-solving.

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Cheshire Building Society

Challenge: To educate loyal yet conventional customers in the full product range available, and generate quality customer conversations.

Solution: Design new sales-management routines for the area group; model and implement new conversational scripts on savings, mortgages and profiling; and establish a new role of Personal Adviser.

Result: Lead conversion rose by 87 per cent. Commission income went up by 38 per cent.

DWP

Challenge: Poorly defined processes and lack of skills meant the marketing team tended to repeat previous campaigns and focus on internal issues rather than external opportunities.

Solution: Design a new structure; create a change programme to define standard processes; and encourage team-building so as to grow confidence and enhance the generation of new ideas.

Result: Team motivation improved while the business met or exceeded its targets.

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NovaBank

Challenge: To expand from retail into dedicated SME (small to medium enterprise) business banking

Solution: Train integrated teams of Hunters and Carers in advance of its 2003 opening.

Result: The 11 business banking centres now contribute 30 per cent of the loan portfolio. As a result, the bank has a broader revenue stream and more profits, opening 36 new branches and several new business banking centres in 2006.

Britannia Building Society

Challenge: The organisation needed to integrate new branches and technology following a large acquisition. Top management resources and experience were stretched.

Solution: A Setanta consultant with wide experience of managing new acquisitions joined the in-house team. He coached its members, managed key work streams and provided support and guidance to the programme leader.

Result: Our coaching and hands-on support helped to deliver the integration project safely and on time.

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