905-510-6525 tom@growthcatalyst.ca

Transformational Change/Cultural Planning Case Studies

Here are some of our success stories:

  • Tom was the first to introduce the concept of selling in the retail financial services industry…this one simple idea presented to the SVP Marketing led to one of the largest cultural transformations in banking history. With too much focus on processing transactions, our practical side thought why aren’t we solving customer problems by asking needs based questions when customers come into a branch. There were two basic issues – first, without asking the right questions needs were not properly assessed. Secondly, staff had little understanding of the customers living around their branch, hence had no idea what products would be in highest demand. This led to a complete overhaul of understanding the customers living in every local trade area around every single branch coast-to-coast. It led to the development of local area marketing and business development strategies that transformed branches and region management. Once the head office culture changed to reflect a sales mentality, Tom was asked by the bank’s Vice-Chair to develop and launch a new division to convert the culture of the line operation into one focused on sales and service. Given the poor relationship between the staff operation and the line operation, Tom’s selling proposition to staff was that he would reduce their workloads by 30% by ensuring staff were no longer focusing on products customers living in their trade areas didn’t need. By equipping staff with the right information to improve their understanding of the customers in their trade area, staff were empowered to ensure the right products were sold to the right people living around their branches. No longer did staff have to get behind head office programs that were not relevant to the customers in their trade area. Once we understood the customers in each neighbourhood we created the “Dream Team” concept. It ensured staff had the right skills and knowledge that matched the needs of the customers living near their branch.
  • Using quadrant analysis, branches were segmented based on their current level of development and potential with appropriate staffing strategies to ensure each branch had the right mix of skills to grow, acquire, and retain customers. Sales, staff morale and employee satisfaction soared because staff finally understood how to meet customer need. Ultimately customers were happy and the service satisfaction scores started to increase….it was win-win for everyone.