Innovating the Retail Experience Forum
March 7, 2019, June 20, 2019, September 12, 2019 and November 14, 2019
Registration for all four sessions is $,1250 for CBAO members.
Program Description: We will spend the day addressing numerous topics facing retail executives at community banks throughout the US. We'll focus on the client experience for both consumer as well as the small business customer segments. This will provide an opportunity for us to share best practices from institutions within the state as well as ideas being implemented around the country.
How the Forums Work:
- Groups of retail professionals will be based on bank sizes and limited competitive overlap
- Group size will be no more than 25 participants, with ability to send substitute participants w
- Participants will drive the topics and agenda, based on surveys prior to each meeting
- Each meeting will allow time for emerging issues and open discussion
- The facilitator will have substantial retail and management experience, as well as information and updates to provide to participants
- In between quarterly meetings, members can exchange ideas and network
Redefining the Retail Experience
This session will look at redefining the retail experience. Today less than 5% of our customers are not experience the retail branch network past the first account opening. This session will explore successful retail branch models while maintaining the nature of what it means to be a community bank. Topics to be discussed centralization vs decentralization, employees of the future and call centers as a part of the retail experience.
Getting in the Weeds
There are certain challenges that the retail branch is positioned particularly well to address. One of which is the growing issue of liquidity. The “big Box’ bank are generally flush with cash. How does the community bank gain more than its fair share of deposits? Second: two year retention rates among retail employees are hovering at less than 50%. How do we build a culture that attracts great talent, retains them and rewards high performance? Finally, Disintermediation. The average middle class family now banks with three of more banking institutions. We must shift the gears of our retail staff in order to regain our fair share of the business.
We Have More
Community Retail Branches will never compete effectively against the large national and super regional banks if we continue with the mantra of ‘We can do everything they can do.” Why change if that is the case? Community banking must develop a strategy of “We Have More!” Because we do! What does that look like? Where do we fall short? What should we not adopt if at all possible? How do we retool our support staff to respond faster than ever? How do we redefine the “Retail culture” in a way that every employee will want to be a part of it?
Session 4 TBD by participants
Meet our Innovating the Retail Experience Facilitator:
Mr. Toups has a 35 plus -year proven track record of success in developing strong client driven sales cultures. This has been demonstrated throughout his career in sales and sales management. Having started his career at a small savings and loan in Louisiana, he broadened his experience by serving in a variety of capacities at financial institutions including Dixie Savings and Loan, First Commerce Corporation, Bank One, and Hibernia National Bank.
Mr. Toups has performed such roles as Consumer, Business and Commercial Loan Officer, Branch Manager, Regional Manager, Retail Sales Manager, Retail Administrator, Private Banking Sales and Support Manager and National Premier Client Sales Manager. Additionally, his time spent in the corporate computer sales industry gives him a unique ability to identify and build client strategies in a very competitive environment.
Mr. Toups has also spent seven years as a highly rated instructor at The Barret School of Banking formerly known as The Mid-South School of Banking.
Mr. Toups’ ability to manage and balance many complicated tasks at once can be shown in his past experience having successfully managed as few as 6 people or the activities of as many as 2000. This ability has lead to many notable successes for his past employers such as, building and implementing a successful sales plan that ultimately originated over $700 million dollars in new business, doubling the size of the high value client base, improving profitability by over $11 million dollars and implementing a nationally recognized client sales/segmentation strategy.
The culmination of this experience has built a belief that the future growth of our communities is driven by community involvement and the strength of local businesses. This is the driving force behind Retail Management Resources.
Retail Management Resources will focus on providing the needed resources to aid its clients in developing strong client based cultures, building simple processes that puts the client at the center, and improving the talent and skills of its clients’ current and future employees. In short, “Retail Management Resources will build on your vision to drive your success!”
If you are having issues with registering online, please contact CBAO's Education & Training Coordinator, Lianne Simeone, (614) 610-1877.