The Branch Is Back

Content

• Executive summary
• SECTION 1: INTRODUCTION
• 1. Overview
  • Introduction
  • Channel objectives
  • The return of the branch?
  • Critical success factors
  • Location
  • An optimal retail format
  • Staff competences
  • Network asset management
  • Network effect
  • The brand at the branch
  • Learning from other sectors
  • Alternative forms of branches
  • Product or sector focused branching
  • The Umpqua Bank Innovation Lab
  • Franchised branching
  • Shared branching
  • Mobile branches
  • Self service at the branch
  • Conclusion
• SECTION 2: BRANCH-LED RETAIL BANKING
• 2. Australia and New Zealand Banking Group Limited, Australia
  • Background
  • Delivery channel strategy
  • At the branch
  • In the community
  • Conclusion
• 3. HBOS Group, UK
  • Background
  • A rich heritage
  • Evolution rather than revolution
  • The HBOS branch
  • Sales and service strategy
  • Managing change
• 4. YES BANK, India
  • Background
  • A new and differentiated player
  • YES BANK's brand strategy
  • Delivery channel developments
  • The bank's customer base
  • The branch challenge
  • The key branch features
  • YES external signage
  • YES Touch
  • YES for YOU
  • The YES money plant
  • YES Prosperity
  • Knowledge Caf
  • YES Lounge
  • Other areas of the branch
  • The branch of the future the YES BANK-Intel Global Innovation
  • Centre for Banking
  • India's emerging bank
• SECTION 3: BRANCH DESIGN STUDIES
• 5. BBK B.S.C
  • Background
  • Brighter banking
  • The early development work
  • Key design issues
  • The brand
  • The customer journey
  • Communications
  • The functional zones of the financial mall
  • Self service
  • Customer service
  • The customer zone
  • The advisory zones
  • Private consultation
  • Partners
  • Cash
  • Management offices
  • The back office
  • The design guide
  • Conclusion
• THE BRANCH IS BACK GLOBAL CASE STUDIES IN 21ST CENTURY BANKING SUCCESS
• 6. Credit Suisse, Switzerland
  • Background
  • An ambitious and caring bank
  • The branch excellence programme mandate
  • The new branch format
  • Sensing the brand
  • The role of the staff
  • The floor manager
  • A comprehensive programme
• 7. Lloyds TSB Bank plc, UK
  • Background
  • Channel strategy
  • The commercial banking business
  • The role of the branch
  • The business lounge programme
  • The roll-out
  • Conclusion
• 8. The Co-operative Bank, UK
  • Background
  • 'Ethical banking'
  • Delivery channel strategy development
  • Developing the new concept
  • 'Green' construction and finish
  • Staffing notes
  • Conclusion
• 9.Wachovia Corporation, US
  • Background
  • Wachovia and the environment
  • Branch standards
  • The US Green Building Council
  • 'Greening'Wachovia branches
  • Delivering results
• 10. Cameos in branch design
  • Introduction
  • Banca Nazionale del Lavoro, Italy
  • Cairo Amman Bank, Jordan
  • Glitnir Bank, Iceland
  • Home Credit and Finance Bank LLC, Russia
  • SECTION 4: SALES AND SERVICE
• 11. TD Canada Trust, Canada
  • Background
  • TD, the group and the market
  • Delivery channel strategy building customer convenience
  • Improving the customer experience
  • Building customer comfort
  • Conclusion
• 12.Turkiye Garanti Bankasi AS (Garanti Bank), Turkey
  • Background
  • CONTENTS
  • 2008 V
  • A major player
  • Channel strategy
  • Marketing strategy overview
  • CRM and sales systems
  • The relationship manager (and other sales staff)
  • The teller
  • The new generation of branches
  • Conclusion
• 13. Cameos in branch sales strategies
  • De Post, Belgium leveraging footfall for financial services
  • Royal Bank of Canada branch service and the 'perfect hour'
• SECTION 5: THE BRANCH IN THE COMMUNITY
• 14. Bendigo Bank, Australia
  • Background
  • Delivery channel development
  • The community banking model
  • Minyip and Rupanyup community branches
  • The four steps
  • Who does what?
  • Financial rewards
  • Continuing success
• 15. Caja Navarra, Spain
  • Background
  • A progressive bank
  • Civic banking
  • Customer empowerment
  • The Canchas
  • Welcoming the community
  • Cibercan
  • The bottom line!
• 16. Delta Community Credit Union, US
  • Credit unions in the US
  • The origins and growth of the Delta Community Credit Union
  • Delta Air Lines
  • Recent developments
  • Delivery channels
  • The DCCU branch strategy
  • Branch facilities
  • Conclusion
  • SECTION 6: MISCELLANEOUS PAPERS
• 17.Winning with branches. Six key disciplines for branch transformation
  • Background
  • The branch-banking challenge
  • Locking in value through the branch
  • Six disciplines for branch transformation
  • People strategy
  • Customer service process design
  • Property strategy restructuring and design
  • Branch economics
  • Product development
  • Security and risk planning
  • Conclusions
• 18. Increasing sales effectiveness
  • Background
  • The pipeline
  • Proactive sales lead generation and closure
  • Key enablers
  • A view of the future
  • Conclusion
• 19. Back to basics the eight-step solution
  • A worldwide issue
  • The eight steps
  • Step 1: Evaluate the current status
  • Step 2: Assess the implications of the review
  • Step 3: Review ongoing roles and responsibilities
  • Step 4: Restructure the product set
  • Step 5: Agree on priority segments for the branch
  • Step 6: Implement and sustain the process
  • Step 7: Establish metrics
  • Step 8: Determine incentives
  • Conclusion
• 20. Optimising the return from branch network assets
  • The stakeholders
  • The management of the branch network assets
  • A methodology is required
  • The six steps
  • Step 1: Integrated market analysis
  • Step 2: Examination of the current distribution infrastructure
  • Step 3: Financial analysis of the current network
  • Step 4: The development of alternative solutions and scenarios
  • Step 5:Modelling the financial impact
  • Step 6: Analysis into action!
  • In-store (and other host-located) branches
  • Discipline maximises management effectiveness
  • Appendix: Information resources for the branch network planner
  • Establishing branch customer profiles
  • Establishing catchment areas for each branch
  • Developing a branch scorecard
• 21. Self service automating teller transactions, customer service and sales
  • Introduction
  • Deposits notes, coin and cheques (or other paper)
  • Note and coin-automated depositories
  • Note and cheque-accepting ATMs
  • Cash recycling
  • Envelope depositories
  • Coin acceptors
  • Transaction receipts
  • Transaction scrutiny
  • The 'night safe' service
  • Withdrawals
  • Notes and coin, and multi-currency
  • Cheque encashments
  • Cheques drawn on a customer's account
  • Coin for notes
  • Currency exchange
  • Inter-account transfers
  • Bill payment
  • Overseas remittances
  • Beyond the cash!
  • Incentives and rewards
  • Trust and familiarity
  • Identifying the customer
  • Recognising and greeting the customer
  • Handling simple queries
  • Relationship-building dialogue
  • Product sales
• List of figures
  • Figure 1.1: The Umpqua Bank Innovation Lab
  • Figure 1.2: NatWest's mobile banking service
  • Figure 2.1: ANZ an expanding branch and ATM network, Sept 2004-Sept
• 2007
  • Figure 2.2: ANZ's Wyndham,Victoria branch at night
  • Figure 2.3: ANZ's Wyndham,Victoria branch showing off its new layout
  • Figure 3.1: Exterior shots of HBOS branches in a UK mall and on a High Street
  • Figure 3.2: Inside an HBOS branch
  • Figure 4.1: The modern faade of a YES BANK branch
  • Figure 4.2: The spacious interior
  • Figure 4.3: YES Touch on the left provides modern self service
  • Figure 4.4: The Knowledge Caf within the bank
  • Figure 4.5: The YES Lounge
  • Figure 5.1: Customer journeys in the BBK financial mall
  • Figure 5.2: A BBK branch
  • Figure 5.3: The initial design house impression of a BBK branch.and the real thing!
  • Figure 6.1: A Credit Suisse bank frontage, with big windows giving customers a clear view inside the branch
  • Figure 6.2: The self-service area
  • Figure 6.3: Light and feel
  • Figure 7.1: The Slough business lounge
  • Figure 7.2: The Canterbury Business Till
  • Figure 8.1: A Co-operative Bank walk-in kiosk
  • Figure 8.2: The Walsall branch frontage
  • Figure 8.3: The start of the customer journey
  • Figure 8.4: The host or floor manager's desk
  • Figure 8.5: Relaxed customer meeting areas with the popular stylised dog
  • Figure 9.1: A Wachovia branch interior and exterior in a Los Angeles suburb
  • Figure 10.1: A Banca Nazionale del Lavoro branch plan, showing the zone design approach
  • Figure 10.2: Inside a Banca Nazionale del Lavoro branch
  • Figure 10.3: The new Cairo Amman Bank branch frontage
  • Figure 10.4: Looking down into a Cairo Amman Bank branch
  • Figure 10.5: A Glitnir branch interior
  • Figure 10.6: A plan of a Home Credit and Finance Bank branch
  • Figure 11.1: The exterior of a TD Canada Trust branch
  • Figure 11.2: TD Canada Trust's Customer Service Index, Q1 2001-Q3 2006
  • Figure 12.1: A typical new-generation Garanti Bank branch at Erenky
  • Figure 12.2: Garanti Bank's segment-based service model
  • Figure 12.3: ATM facilities at Garanti Bank's Erenky branch
  • Figure 13.1: The growth of De Post's branch network
  • Figure 14.1: A typical Bendigo community bank prospectus
  • Figure 14.2: The opening of Bendigo's Cranbrook community bank
  • Figure 14.3: Customer service at a Bendigo Bank branch
  • Figure 14.4: The interior of Bendigo's Collins Street,Melbourne branch
  • Figure 15.1: The interior of a larger Cancha
  • Figure 15.2: A Cancha window the use of crosses reflects the principle of customer choice
  • Figure 16.1: Delta's Sandy Springs branch exterior and interior
  • Figure 16.2: Delta's larger Vinings branch exterior and interior
  • Figure 17.1: UK consumer attitudes towards the branch, 2007
  • Figure 17.2: Proportion of financial products arranged in a branch, 2007
  • Figure 17.3: UK financial products penetration, 2007
  • Figure 17.4: The six key disciplines for branch transformation
  • Figure 18.1: Increasing sales effectiveness means measuring and managing the sales pipeline
  • Figure 18.2: There are wide variations in sales per adviser, even in similar banks
  • Figure 20.1: Part of a CAMEO category chart
  • Figure 20.2: The customer profile of a UK regional building society
  • Figure 20.3: Example of a branch catchment area definition
• List of tables
  • Table 1.1: UK channel usage, 2001-2006
  • Table 4.1: The branch network development challenges
  • Table 6.1: The Swiss national branch network, 2006
  • Table 18.1: Lead generation benchmarks and best practices
  • Table 20.1: Typical stakeholding departments