July 08, 2020

DatePublished: 07-08-2020 02:32:50

DateModified: 05-03-2023 05:04:58

U.S. Independent Community Bank: Retail Division

COMPETITIVE CHALLENGES

• Insufficient differentiation to retain customers in a competitive, commoditized market
• Lack of agility to keep up with fast-changing consumer banking preferences and behaviors
• Need for increased organizational and process consistency across 175 branches while growing quickly

STRATEGY

• Develop the retail division to drive revenue through increased customer engagement and loyalty
• Build a highly-engaged workforce to retain clients through a customer-centric, needs-based approach that align a broader array of products and services with individual client needs

BARRIERS TO DELIVER STRATEGY

• The retail division was not viewed as a valued revenue driver for the organization
• A transactional sales model focused on increasing the number of accounts rather than offering a holistic suite of products to attract and retain customers
• Branch leaders focused on individual tasks versus shared accountability for organizational outcomes

SOLUTION

The Retail division executive selected Gap International’s Breakthrough Course Online® as the formal kickoff for a new, year-long internal program for high-potential leaders.

Leaders completed the course to accomplish three main objectives:

• Build the Retail division into a key revenue driver by thinking bigger
• Master the ability to create strong customer relationships
• Shift from focusing on individual tasks to owning overall outcomes Each leader delivered a breakthrough project based on principles from the course.

THE RESULTS

The leaders achieved impressive and sustainable results:

• The retail division delivered two consecutive best quarters on record
• 100% of branches contributed investment revenue, a 9% improvement over the prior year
• The division became recognized as a key revenue driver and feeder for the commercial business
• The Breakthrough Course Online was adopted as the annual kickoff for each class of high-potential leaders
• Four of the first participants were promoted to territory manager positions