Our 30+ years of business experience haven't gone by without plenty of success stories to tell. The individual case studies here each break down a different problem that we've solved for our clients and give some added insight into our unique, results-based consulting approach.
The management of a $1+billion community bank serving a ten-county region, wanted to understand the current and future value their branch network. Could branch network market growth and bank position be sustained in an intensely competitive environment?
Channel Profiling/Channel Use
The management of a regional bank was alarmed at declining branch activity and did not understand customer’s channel adaptation of non-branch channels, the value customers placed on each channel and the cost of a conventional delivery network in a rapidly changing user base.
Branch Transformation (Network Level)
For a community bank that operates over 30 branches across a seven county region, branch performance, market position, potential and growth projections varied considerably. Branches served retail, business and wealth customers.
Branch Transformation (Branch Level)
A regional bank in a large metro area was interested in redesigning their “conventional” branch in an economically healthy, dense retail and business market. The branch served retail, business, wealth and professional (legal) market segments.
The management of a regional bank was seeking a new market-based approach to sales and growth objectives and goals. Past goals had been based on top-down, bank-wide goals applied to branches or product groups; expected annual increases from previous years’ performance or an arbitrary objective agreed upon by a group of senior level management.
Market Sizing/Bank Positioning
The management of a regional bank requested a detailed market analysis of economic, retail banking and business banking markets for a diverse five-county area. The bank’s management also desired a quantified understanding of the bank’s market position and comparative, competitive growth measures for branches, consumer and business markets, products and sub-markets.
A 15-year-old company, selling retail and home bar products through stores and on-line channels was experiencing a decrease in sales. The company had an abundance of customer purchase data that was under-utilized. The company sells nationwide but did not have precise profiles of customers, understanding of the geographic location of customers nor generational structure of customers.
A large metro area diocese operated 52 elementary schools in an eight county market. Schools were located in inner city, urban, suburban and rural sub-markets. The Bishop’s office and advisors recognized that declining population, marriage and birth rates, and declining parish congregations have had a negative impact on enrollment.
A private, catholic primary and secondary school executive team, recognizing changing demographics and reduction in traditional feeder families and areas, sought a quantitative analysis of the market (a four county metro area), the school’s enrollment area (current and historical), profiling of current and recent enrolled students and families and five-year enrollment projections.
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