Strategic Marketing in Financial Services

Learn how to develop successful marketing strategies to increase your company's profits

  • Course Instructor

    The course director has extensive experience of helping many banks to increase profitability greatly. In some cases, profits were doubled or trebled over a year or so while risks were maintained at acceptable levels. He has been both a top banker and bank strategist, and has advised the leaders of over 160 banks based in more than 60 countries.

This Euromony Training course will provide a comprehensive review of the strategic marketing approaches used by leading banks. You will increase your understanding of why a focused marketing strategy is key to success, and even survival, in banking markets which are very competitive and over-banked You will practice the use of a range of analytical methodologies which are key to formulating marketing strategy, and assess ways in which your own institutions could upgrade their own approaches to marketing in order to increase market penetration, market shares, profits and profitability

This 4-Day training course explores the “world-class” approaches to strategic marketing used by leading banks and how participants' banks could use them to improve their own performance:

Course Overview

  • To provide a comprehensive review of the strategic marketing approaches used by leading banks
  • To increase understanding of why a focused marketing strategy is key to success, even survival, in banking markets which are very competitive and over-banked
  • To practice the use of a range of analytical methodologies which are key to formulating marketing strategy
  • To assess ways that participants’ banks could upgrade their own approaches to marketing in order to increase market penetration, market shares, profits and profitability

    The course will help:
  • Segment the banking and financial services markets in which their banks are active
  • Develop successful marketing strategies and guide their practical implementation
  • Reorganise their banks in a way that emphasises agreed marketing prioritiesRestructure their branch networks to improve selling, customer service and profitabilityRefocus planning, budgeting and financial control systems on to marketing priorities
  • Calculate correctly the profitability of products, customers, segments and branches
  • Build a true marketing culture across their banks
  • Set priorities for upgrading strategic marketing in their banks

Methodology

The training course is intensive and participative. Various methods are used:

  • Formal presentations, including many real case studies, with discussions
  • Case studies and “question and answer" plenary discussion sessions
  • Discussion group sessions followed by presentations developed by participants

Learning Level

This is an advanced course for top bankers who need to formulate and implement winning marketing strategies with the aim of increasing market share and profitability.

 

 

Day 1

The Strategic Importance of Marketing

Introduction and Overview

  • Programme Overview: Themes and Topics
  • Introduction of Delegates

Marketing Strategy: A Key Part of Overall Bank Strategy

  • Setting Priorities Across Market Segments, Products, Services and Locations
  • Fixing Service Quality Levels, Pricing Policy and Branding Strategy
  • Harmonising Strategies for Marketing, Credit and Asset & Liability Structure
  • Adjusting Organisation Structure to Reflect Marketing Priorities
  • Focusing Selling on to the Best Customers and Business

Financial Impact of Winning Marketing Strategies

  • Main Ways Marketing Strategy Can Increase Bank Profitability
  • Impact of Winning Bigger Shares of More Profitable Customers and Products
  • Benefits from Aligning Marketing Strategy with Credit and ALM Policies
  • Extra Profits from Cross-Selling More Products
  • Financial Benefit of Segmenting Branches
  • Case Histories: How Some Banks Increased Profits with Strategic Marketing

Case Study: Increasing Profits with Strategic Marketing

  • Winning More Customer Deposits
  • Increasing Customer Lending
  • Increasing Service Quality and Fees
  • Combined Effect of the Above Changes
  • Other Strategic Marketing Improvements

Case Answers: Increasing Profits with Strategic Marketing

  • Winning More Customer Deposits
  • Increasing Customer Lending
  • Increasing Service Quality and Fees
  • Combined Effect of the Above Changes
  • Other Strategic Marketing Improvements

Day 2

Focusing Marketing on to the Best Business

Market Segmentation in Modern Banks

  • Nature of Market Segmentation in Banking
  • Need for Clear Market Segmentation
  • Formulating Market Segment Strategies
  • Organising Banks to Serve Priority Market Segments

Planning & Controlling Market Segment Performance

Group Work: Segmenting the Markets of Delegates’ Banks

  • Choosing and Defining Market Segments and Sub-Segments
  • Estimating the Sizes and Contributions of Market Segments
  • Technical and Political Barriers to Market Segmentation
  • Practical Steps in Segmenting a Bank’s Whole Customer Base
  • Training Bank Personnel and Customers About Segmentation

Case Histories: Examples of Successful Marketing Strategies

  • Methodology for Deciding Marketing Priorities
  • Case History: Setting Marketing Priorities Across All Businesses
  • Case History: Formulating Retail Banking Marketing Priorities
  • Case History: Fixing International Market Development Priorities
  • Important Practical Lessons from the Case Histories

Case Study: Formulating a “Winning” Marketing Strategy

  • Information About the Case Study Bank and its Markets
  • Choosing Which Mutually-Exclusive Market Segments to Use
  • Assessing the Attractiveness of the Different Market Segments
  • Assessing the Bank’s Competitive Strength in Each Market Segment
  • Setting Priorities Among the Market Segments
  • Developing Action Plans for Each Market Segment

Modern Sales Channels for Ambitious Banks

  • Segmented Branches
  • Point-of-Sale (POS) Offices
  • Mobile or Direct Sales Forces
  • Outbound Call Centres
  • Direct Mailing
  • Campaign Management
  • Close of Day Summary

Day 3

Organising for Effective Marketing

Reorganising Banks for Focused Marketing & Intensive Selling

  • Design Principles for Bank Organisation Structures
  • Organisational Options: Territorial, Product, Segment and Functional Structures
  • Choosing the Best Organisation for Marketing & Selling
  • Role and Organisation of a Modern Marketing & Sales Support Division
  • Role and Responsibilities of a Bank’s Top-Level Marketing Committee

Case Study: Segmenting Banks and Branch Networks in Practice

  • Information About the Case Study Bank, its Segments and Strategic Options
  • Adjusting Service Quality Levels for Each Market Segment
  • Improving the Ratio of Front to Back Office Staff Across the Network
  • Boosting Branch Selling Intensity
  • Establishing Special Branches for Key Market Segments
  • Adjusting the Role and Size of Head Office

Case History: How One Bank Reengineered to Intensify Selling

  • The Meaning of “Selling”
  • The Importance of Increasing Selling Time
  • The Link Between Selling Time, Cross-Selling Success and Profitability
  • The Case History Bank Before and After Reengineering
  • Specific Jobs Removed and Added
  • The Impact on the Bank’s Performance

Group Work: Intensifying Selling Across Delegates’ Banks

  • Creating New Types of Selling Job
  • Increasing Existing Types of Selling Job
  • Moving Staff Into Income-Generating Jobs and the Retraining Needed
  • Increasing the Time Spent Selling in All Selling Jobs

Day 4

Market-Focused Planning & Control

Market-Focused Planning, Budgeting & Control Systems

  • Effective Approaches to Market-Focused Strategic Planning
  • Using Action Planning in Implementing Marketing Strategies
  • Segmented Key Performance Indicators and Budgeting
  • Segmented Financial Control Reporting
  • Measuring & Rewarding Marketing Performance

Group Work: Choosing Key Performance Targets – KPT’s

  • KPT’s for Branch Managers
  • KPT’s for Corporate Relationship Managers
  • Deciding the Relative Importance of KPT’s
  • 52 Examples of KPT’s Commonly-Used by Leading Banks

Case Study: Measuring the Profitability of Services, Customers & Segments

  • Information About the Case Study Bank’s Balance Sheet and P&L Account
  • Pros & Cons of Alternative Transfer Rate Systems for Calculating Profitability
  • Calculating the True Profitability of Products and Branches
  • Calculating the True Profitability of Customers and Market Segments
  • Deciding How to Change Segment and Product Priorities, and Pricing Policy

Building a Marketing & Selling Culture

Fostering a Marketing & Selling Culture

  • Understanding the Bank’s Customer Base
  • Focusing on Customer Needs and Competitors’ Offerings
  • Increasing Customer Contact, Selling Intensity and Service Quality
  • Reorganising and Reengineering to Emphasise Marketing Priorities
  • Investing in Customer-Related IT Systems
  • Emphasising Marketing Training and Reward Systems
  • Focusing Planning & Control Systems on to the Market

Group Work: Priorities for Upgrading Marketing in Delegates’ Banks

  • Setting Priorities for Upgrading Marketing
  • Defining the Actions to be Taken
  • Proposing Timetables for Moving Ahead

Course summary and close

  • The course director is an acknowledged top adviser to the owners, leaders and senior managers of banks on strategy, reorganisation and best practices. He is an experienced banker and strategist, and has advised the leaders of over 160 banks in more than 60 countries.

    As a banker, he has held senior positions in the UK, USA and Middle East:

    • Jordan Ahli Bank in Jordan, Chief Operating Officer (CEO)
    • Visa International, USA - Member of Executive Committee, Head of Global Strategy
    • Grindlays Bank, UK - General Manager of Specialised Finance, General Manager of Group Planning
    • NatWest Bank, UK - Group Planning Manager, Head of Management Sciences

    He has master degrees from Cambridge and London Universities, and a Diploma from Imperial College. He was elected a Fellow of the UK’s Chartered Institute of Bankers in recognition of his status in UK banking and training services to senior bankers.

    Courses run by this instructor