The Texas Independent Banker - May/June 2017 - 28

Obtaining an objective view of how your institution runs
can provide an in-depth understanding of where its
performance can be optimized and set the process in
motion for achieving ever-greater results.

and efficiency. You will be able to more
clearly see where changes may be needed -
ranging from workflows for key operations
and technology utilization to staffing and
salary administration. For many clients
I work with, reviewing this information
helps them see the value behind making
adjustments to improve their performance.
For instance, re-evaluating your overdraft program in most cases will provide
a substantial boost to your bank's bottom
line. Plus, a well-established program can
offer greater value by providing assistance
to customers who find themselves in a
short-term financial bind. What's more,
re-evaluating processes and procedures
can ensure the program is up to date with
all regulatory expectations and best practices. This is the best way to ensure that
you are providing a compliant financial
solution for customers and recapturing
lost revenue for your institution.

3. Sow the seeds for growth.
Once your foundation is solid, it's time
to customize your current systems and

implement the services and technology
needed to stay competitive in today's financial services market.
For example, while more and more
banks are implementing mobile apps to
allow their customers to conduct financial business online, there are instances
where an account holder will visit a branch
location for service. Have you considered
streamlining basic in-branch depository
functions with image-enabled ATMs and
other self-service technology? Doing so
can provide more convenience for account
holders and free up time for staff to focus
on addressing more personalized questions and advice.
There are likely multiple ways to
improve processes that will create stronger growth for the future.

4. Establish a sales and
service culture.
An effective sales effort requires
employees to have a thorough understanding of the products and services
your bank offers. To promote this type of

environment, bank leadership needs to
focus on combining employee knowledge
and experience with the perceived need
of the customer.
Following are things you should consider to help support a healthy sales and
service culture in your bank:
* Maintain a strong training protocol.
A vibrant sales culture includes sufficient educational resources, qualified
trainers, a satisfactory setting and adequate training time for all employees.
And keep in mind that different training
approaches and scheduling may be
necessary for your specific employee
group.
* Provide the proper support. A successful sales culture requires the ongoing
support of basic day-to-day operations. If your sales representatives tell
you they are too overwhelmed with
non-customer contact work to focus
on increasing sales, it may be necessary to move the non-customer operational tasks from the desks of sales and
service representatives into the back
office. The primary focus of your sales
staff should be providing services to
account holders who have taken the
time to come into your branches.

The bottom line:
Look for the silver lining
While uncertainties and uncontrollable
conditions exist in today's environment,
it's great to know that there are possible silver linings waiting in your bank.
Obtaining an objective view of how your
institution runs can provide an in-depth
understanding of where its performance
can be optimized and set the process in
motion for achieving ever-greater results.
If your institution does not have the
internal infrastructure to handle these
assessments or manage the restructuring and implementation process, consider
contacting a third-party consulting firm
that specializes in addressing the needs
of banks. The process will help you find
ways to improve the effectiveness of your
core systems, strengthen customer service and enhance your profitability for
the long-term.
■
Mark Roe is national sales director for John
M. Floyd & Associates. He can be reached
at 800-809-2307.

28 The Texas
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IndependenT Banker

May/June 2017

28/02/17 3:52 AM


http://www.thebankersbank.com

Table of Contents for the Digital Edition of The Texas Independent Banker - May/June 2017

Up Front CHRISTOPHER L. WILLISTON, CAE
General Counsel’s Corner KAREN M. NEELEY
Services Spotlight JOE KIM KING
The Compliance Guy KELLY GOULART, CRCM CAMS CIA
News
Leadership Conference Preview
Gap Management: An Idea Whose Time Has Gone LESTER MURRAY
IBAT 2017 Regional Meeting Tour CHRISTOPHER L. WILLISTON VI, CAE
In an Uncertain World, Look for the Silver Lining MARK ROE
Farewell from Mae Beth
People
Calendars
New Members
Index of Advertisers
Communities
The Texas Independent Banker - May/June 2017 - cover1
The Texas Independent Banker - May/June 2017 - cover2
The Texas Independent Banker - May/June 2017 - 3
The Texas Independent Banker - May/June 2017 - 4
The Texas Independent Banker - May/June 2017 - 5
The Texas Independent Banker - May/June 2017 - Up Front CHRISTOPHER L. WILLISTON, CAE
The Texas Independent Banker - May/June 2017 - 7
The Texas Independent Banker - May/June 2017 - General Counsel’s Corner KAREN M. NEELEY
The Texas Independent Banker - May/June 2017 - 9
The Texas Independent Banker - May/June 2017 - Services Spotlight JOE KIM KING
The Texas Independent Banker - May/June 2017 - 11
The Texas Independent Banker - May/June 2017 - 12
The Texas Independent Banker - May/June 2017 - The Compliance Guy KELLY GOULART, CRCM CAMS CIA
The Texas Independent Banker - May/June 2017 - 14
The Texas Independent Banker - May/June 2017 - News
The Texas Independent Banker - May/June 2017 - Leadership Conference Preview
The Texas Independent Banker - May/June 2017 - 17
The Texas Independent Banker - May/June 2017 - 18
The Texas Independent Banker - May/June 2017 - Gap Management: An Idea Whose Time Has Gone LESTER MURRAY
The Texas Independent Banker - May/June 2017 - 20
The Texas Independent Banker - May/June 2017 - 21
The Texas Independent Banker - May/June 2017 - IBAT 2017 Regional Meeting Tour CHRISTOPHER L. WILLISTON VI, CAE
The Texas Independent Banker - May/June 2017 - 23
The Texas Independent Banker - May/June 2017 - 24
The Texas Independent Banker - May/June 2017 - 25
The Texas Independent Banker - May/June 2017 - In an Uncertain World, Look for the Silver Lining MARK ROE
The Texas Independent Banker - May/June 2017 - 27
The Texas Independent Banker - May/June 2017 - 28
The Texas Independent Banker - May/June 2017 - Farewell from Mae Beth
The Texas Independent Banker - May/June 2017 - People
The Texas Independent Banker - May/June 2017 - 31
The Texas Independent Banker - May/June 2017 - Calendars
The Texas Independent Banker - May/June 2017 - Index of Advertisers
The Texas Independent Banker - May/June 2017 - Communities
The Texas Independent Banker - May/June 2017 - cover3
The Texas Independent Banker - May/June 2017 - cover4
The Texas Independent Banker - May/June 2017 - 37
The Texas Independent Banker - May/June 2017 - 38
The Texas Independent Banker - May/June 2017 - 39
The Texas Independent Banker - May/June 2017 - 40
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