Nyba.retail and small business conference.march 15 2013.v1

MZ BIERLY CONSULTING
Building Momentum
with Small Businesses
Strategies for Acquiring and Retaining
Business Clients
Ned Miller
MZ BIERLY CONSULTING, INC.
610-296-4772
nmiller@mzbierlyconsulting.com
www.mzbierlyconsulting.com

Notice
This publication is protected by copyright. It is licensed for a single user. It is
licensed for internal use only.
Copyright © 2008 – 2013 MZ BIERLY CONSULTING, INC.
ALL RIGHTS RESERVED
2

 It’s a changing environment – and it’s the right time to focus on the
Small Business Market.
 Recent Research on what Small Business Owners want from their
Small Business Bankers.
 4 Key Initiatives for Banks Interested in building sustainable results
in the Small Business Market.
 Resources/tools to help.
 Q&A (as time permits).
Our Discussion Today
3

 The ―trust issue‖ that was part of the recession has many small
business owners ―looking around‖ for a ―relationship‖ they can trust.
 Business owners are pessimistic about future operating
environment.
 Everybody is trying to get in the small business lending game.
 Approval rates are inching up.
 Larger banks are hiring small business bankers; banks of all sizes
are pushing branch managers out of the branch trying to get more
feet on the street.
The Big Picture
4

Primary Bank Satisfaction Declined at Medium Banks
5
© 2013 All Rights
Reserved.
74%
69%
71%
73% 73%
75%
72% 73%
58%
61%
65% 64%
67%
65%
67%
64%
50%
48%
49%
51% 50% 49%
44%
46%
40%
45%
50%
55%
60%
65%
70%
75%
80%
2005 2006 2007 2008 2009 2010 2011 2012
Note: Bank trending data is representative of bank organization in 4Q2012.
%Very
Satisfied
Small Banks
(Assets
<$1B)
Medium Banks
(Assets $1B-
$50B)
Large Banks
(Assets
>$50B)
Medium banks had a decline in delight from the prior year and are now at 64%.
Small Business Trailing 4 Quarter Data
$100K-<$10MM
Q: Overall, how satisfied are you with your company’s primary bank?

Prospecting Model: The Satisfaction Curve
6
All Relationships go through
periods of Satisfaction and
Dissatisfaction.

Prospecting Model: The Satisfaction Curve
7
―RQS‖ Shoppers make
changes in banking
relationships at the bottom
of the curve.
RQS = Relationship, Quality or Service Shoppers

Large Banks Score 11% or More Below Medium Banks
8
40%41%
29%
22%
29% 24%
0%
10%
20%
30%
40%
%Agree
Strongly
The gap between large and small banks is widest on the attitudes: will stand by us in tough
times, effectively meets our credit needs and has competitively priced service charges.
$100K-<$10MM
90% Q: Please indicate how strongly you agree or disagree with each statement. My primary
bank…
79%
74%
65%
76% 73%
78%
62%
57%
62%
52%
70%
66% 64% 65%
44% 44%
50%53% 51%
47%
54%
50%
60%
70%
80%
Small Banks
(Assets
<$1B)
Medium
Banks (Assets
$1B-
$50B)
Large Banks
(Assets
>$50B)
+4%
+5%
+3%
1Q2012-4Q2012
Small Business Rolling 4 Quarter Data
= arrows denote change since previous year
-6%
+6%
+5%
+5%
+5%
+9%
-5%
Is responsive Is easy to do Appreciates Gets things Is financially Effectively Will stand by Has Has
to requests or business with our business right the first stable meets credit us in tough competitively competitive
questions time needs times priced service
charges
rates and fees
on loans

Market Research
9

 Who is your toughest competition today in the small business
market? Why?
Quick Question
10

Big Banks?
11
“We are competing on price. It’s
a function of the market. If there
is a client we want, we will be
competitive on price.”
Ergetu Merete, Business Banking
Division Manager for Philadelphia Area
Business Journal, September 2012

Independent Banks?
12

• Teaneck, N.J.'s Cross River Bank, which holds $199 million in
assets, is responding to pressure to gain business customers by
going door-to-door, pitching 0 percent loans to dry
cleaners, spas, and medical offices in the city. Cross River Bank
Chairman and interim CEO Gilles Gade says the program, which
has about $1 million to lend initially, is primarily meant to shore up
goodwill in the community and net more long-term business
customers. The bank has so far written about 20 one-year loans for
amounts ranging from $5,000 to $20,000, Gade says.
From "N.J. Bank Hits the Streets With Door-to-Door Lending Campaign"
American Banker (08/09/12)
Idiot or Genius?
13

Each banker has a Default Value Proposition
1. Low-Price/Low-Structure Provider
 ―Tell me what you have at your current bank . . . we’ll beat it.‖
2. Service
 ―We’ll be accessible and responsive. You’ll think you’re my only
client.‖
3. Business Acumen (Business Experience and Expertise)
 ―I’ll understand your business, help you anticipate your needs,
and help you navigate through increasingly complex financial
choices. . . better than any other banker.‖
Values and Value Propositions
14

This study correlates skills with
―Customer Satisfaction‖ and with
the likelihood a Business Owner
would refer you to other
Business Owners.
Data from the Enterprise Council on Small Business
Business Owners and Business Acumen
15

The Key Skills
from the Study.
16

The Questions
that drive results
and satisfaction.
17

The Key
Questions that
drive satisfaction.
18

Data Courtesy of the Enterprise Council on Small Business
Relationship
Development
Strategies that
drive satisfaction.
19

Level of Relationship is Based on Value Drivers
20
 Not all Decision Makers want the same level of relationship with an RM.
 Adding Value is based on matching the value driver of a Decision Maker.
Value Drivers. . . What the Decision Maker is looking for
5
1
2
3
4

What Does it Take: Building
Relationship Management Skills
21
Reacting to Opportunities Developing New Opportunities
Stage 1 Stage 2 Stage 3 Stage 4
Stance:
Waiting for opportunities
Stance:
Proactively seeking opportunities
part of the time
Stance:
Seeking qualified opportunities
regularly
Stance:
Actively building market share, wallet
share and developing opportunities
Methods:
Walk-ins
Irregular lead generation
Referrals from a few long-time
clients or “well-worn” referral
sources
Lead generation is largely reactive
Product-focused client discussions
Methods:
Some referrals from clients
Generating leads from any and
all businesses
Identifying and building new
referral sources
Focuses at Controller or VP
Finance Level
Focuses on “financial issues”
Sees role as sole “executor” of
relationship
Methods:
Focused and proactive lead
generation
Effective use of testimonial
referral sources
Focuses at “C-Suite” level, builds
strategic relationships
Sees role as “strategist”
Effectively uses Bank’s Senior
Management to build
relationships
Methods:
Actively cultivating referral network
and systematically using it
Actively working the best clients and
prospects
Always seeking new “niche”
opportunities
Consistently uses Experience and
Expertise as a Value Proposition
Highly effective at adjusting lead
sources and a building brand
Characteristics:
Infrequent calling
Little planning or structure to
relationship management process
Works “whatever is in front of me”
Focuses on credit/product strategy
first then “sales” strategy
Value proposition centers around
price/structure or “client service”
Characteristics:
Meets target level of calls, but
little focus or preparation
“I’ll take whatever I can get”
orientation
Selling 1 product category at a
time, leads with loans
Identification of opportunities
often limited to 1-year time frame
Inconsistent results and
“cycling” pipeline
Characteristics:
Stays focused on targeted lists
Persistent, never gives up
Comfortable at all levels of the C-
Suite
A focus on depth of relationship
Consistently identifies
opportunities (short-term, mid-
term, long-term, explicit and
implied)
Consistently generates results
Characteristics:
Always aware of new opportunities
Always thinking one year ahead
An articulated plan for consistently
developing new opportunities
Long-term, expertise-based
relationships
Characterized by Product Acumen and
Strategizing Transactions

What Does it Take: Building
Relationship Management Skills
22
Stance:
Waiting for opportunities
Stance:
part of the time
Stance:
regularly
Stance:
Actively building market share, wallet
share and developing opportunities
Methods:
Walk-ins
clients or “well-worn” referral
sources
Lead generation is largely reactive
Product-focused client discussions
Methods:
Some referrals from clients
Generating leads from any and
all businesses
referral sources
Focuses at Controller or VP
Finance Level
Focuses on “financial issues”
Sees role as sole “executor” of
relationship
Methods:
generation
Effective use of testimonial
referral sources
Focuses at “C-Suite” level, builds
strategic relationships
Sees role as “strategist”
Effectively uses Bank’s Senior
Management to build
relationships
Methods:
Actively cultivating referral network
and systematically using it
Actively working the best clients and
prospects
Always seeking new “niche”
opportunities
Consistently uses Experience and
Expertise as a Value Proposition
sources and a building brand
Characteristics:
Infrequent calling
Little planning or structure to
relationship management process
Focuses on credit/product strategy
first then “sales” strategy
price/structure or “client service”
Characteristics:
orientation
time, leads with loans
often limited to 1-year time frame
Inconsistent results and
Characteristics:
Comfortable at all levels of the C-
Suite
Consistently identifies
opportunities (short-term, mid-
term, long-term, explicit and
implied)
Characteristics:
Always aware of new opportunities
An articulated plan for consistently
developing new opportunities
relationships
Characterized by Business Acumen
and Strategizing Relationships

 What percentage of your Small Business Lenders are in each
stage?
 What percentage of your Branch Managers are in each stage?
 Do your Sales Managers have the coaching skills, tools and
techniques to get their teams to the next level?
Quick Reality Check
23

Managing Market and Relationship Strategies
24

Managing Market and Relationship Strategies
25
Three Sources of
Business. . .
Three Steps:
Identify, Plan, Execute
Market Management Process
Relationship Building Process
Face-to-Face Meeting Process

Are You Taking Care of Your Customers?
26

Adding Value Adds Revenue and Adds Loyalty
27
Company Decision Makers
DDA/Treasury Management Personal DDA/Private Banking
Working Capital, Acquisition Financing Investments
Equipment Loans/Leases Jumbo Mortgage
Commercial Mortgage HELOC
Employee Banking Life Insurance
Investments Retirement Planning/Retirement Plan
401(k) Estate Planning
Liability Insurance
Key Man Insurance, Buy/Sell Agreement
Total: 9 Total: 7
Business Services: 20-years, $3,500,000 in sales

1Q2011-4Q2011
Total
Primary Bank Size
Large Banks
(Assets >$50B)
Medium Banks
(Assets $1B-
$50B)
Small Banks
(Assets <$1B)
Product Usage at Any Institution
Total Products Used 7.2 7.2 6.9 7.3
Cash Management and Deposit Services 4.8 4.7 4.6 4.8
Credit Services 1.2 1.0 1.3 1.6
Other Services 1.2 1.4 1.1 0.9
Penetration Ratio
Total Products Used 79% 77% 76% 84%
Cash Management and Deposit Services 83% 83% 81% 90%
Credit Services 76% 70% 69% 80%
Other Services 64% 67% 57% 60%
Small Business Rolling 4 Quarter Data
Q: Please indicate which of the following products and services your company currently
uses at your primary bank and which are used at another bank.
7-3
$100K-<$10MM
Primary Bank has over 75% of Products Used
28

The Market Management Model: It Starts with Leads
29
Lead Generation
Qualifying
Proposal
Internal Sale
External Sale
Closed
Transaction
Build Long-
Term
Relationship
Closed Business Out
Opportunities In

The Market Management Model
30
Lead Generation
Qualifying
Proposal
Internal Sale
External Sale
Closed
Transaction
Build Long-
Term
Relationship
Comes out the bottom.
What went in the top…
To change the quantity or
quality of what comes out the
bottom. . . Change what goes
in the top.

1. A Relationship Development Meeting is a face-to-face meeting that
focuses on two things:
 Identifying and developing the Business Owner’s tangible needs
and intangible needs.
 Matching your solutions to the developed and agreed-upon
needs.
2. A Marketing Call (or Marketing Touch) is an interaction that keeps
the bank or banker ―top-of-mind‖ with the client/prospect.
 An ―overview‖ of Business Owner’s possible needs.
 An overview of ―what we do‖.
 ―If we can help. . . Let me know.‖
Relationship Development Meetings vs. Marketing
Calls
31

 What percentage of your team’s calls are Marketing
Calls?
 What do you have to do to increase the percentage of
Relationship Development Calls?
Reality Check
32

Demonstrating Business Acumen doesn’t
happen in 1 or even 2 Meetings.
Building these Relationships require a series
of Relationship Management Meetings that
build momentum. . . and loyalty.
And, requires the interpersonal and
communication skills to “connect the dots”
during the business conversation. . . the
connected dots that build clearly defined next
steps in advancing relationship.
Changing the Conversation to “Business Acumen”
33
Each Relationship Management
Meeting is a Structured
Communication Process

34
Step 2 is the most important step for
aligning with the Key Decision
Maker’s Business Strategy,
Business Plan, Business
Objectives, Business Operations
and Business Management
Processes.
2

35
1. Where are you banking?
2. What products are you using?
3. How are they priced and structured?
4. What 2 things do you wish your bank
was doing but they’re not?
5. Can I have a copy of your
statements to put together an offer of
how we would handle your
relationship?
Where are the Business Issues here?
These questions focus on products;
comparing your products with a
competitor’s. These questions demonstrate
product acumen!!
Look at these Questions. . .
2

36
These questions align with a Key Decision Maker’s
Business Plan, Business Strategy, Business
Objectives, Business Operations and Business
Management Processes. These questions demonstrate
Business Acumen!!
Use this Question Set to Demonstrate Business
Acumen and Build Relationship Momentum
2

1. Keys to success
affect current and future
decisions.
3. Industry trends, business
changes in next 3 years.
2. Industry trends affecting the
business today.
4. Current and future
changes force changes in
current and future business
operations.
5. Current and future
changes in business
operations force changes
in current and future
financial operations.
6. Changing financial
operations create changes in
the financial needs and then
an evaluation of the solutions
currently in place.
“Think Like the Business Owner”
37

BUILD A TARGET PROFILE
Key Initiative #1
38

High Appeal Industries Limited Appeal Industries
Manufacturers Real Estate Investment
Wholesalers Low-End Retail
Distributors Restaurants
Architect, Engineering and Business Service
Firms
Mini-Warehouses/Carwashes
Law Practices Landscaping
Accounting Firms Service or Gas Stations
Insurance Brokers or Firms Used Car Dealerships
Large General Contractors
Medical, Dental and Health Practices
Define Your Core Relationship Profile
39

Business Characteristics
In business over 3 years
Sales revenue between $500,000 and $2,500,000
Employing more than 5 people
Location within footprint
Privately held with experienced management team
Borrowing needs under $500,000
Profitable (Net Profit After Tax) for the last year
Leverage (Debt-to-Worth) less than 3 to 1
Deposit balances average more than $25,000
Using or needing 5 or more business banking/consumer banking product categories
Define Your Core Relationship Profile
40

Retention Relationships are clients who meet these criteria:
 Have good credit quality,
and are
 In top 10% of aggregate loans and deposit balances,
 Your Bank has >60% of the loans and deposits of the business.
Expansion Relationships are clients who meet these criteria:
 Have good credit quality and match the Core Relationship Profile,
and are
 Your Bank has less than <60% of the loans and deposits of the business,
and have
 Significant cross-sell/up-sell opportunities in next 18 months.
Segment Your Business Customer Relationships
41

 Define the annual activity for Retention, Expansion and Prospect
Relationships.
 Target 5 calls per week [60% of the calls to be proactive].
 Target the right mix of pre-scheduled appointments:
• % with Retention, Expansion and Acquisition Relationships
• % of joint calls
• % of calls with referral sources or others in network
Be Clear About Call Activity/Call Mix
42

STRENGTHEN
EXPANSION RELATIONSHIPS
Key Initiative #2
43

Relationship Expansion Process Initiatives
44
These are the 7 Elements in
that drive a Relationship
Expansion Process.
These are the process
elements that drive Banker
Success in the building a
Brand. . . and is the result of
consistent execution.

Expansion Relationships
45
Determine possible opportunities.
Use a Relationship Profiling Model
to Identify and Follow-up on
opportunities to strengthen
Expansion Relationships.

 Build a Client Folder with:
• Industry Trends and Data (VerticaIQ/First
Research/eMentor/IBISWorld)
• Trade association data on the industry
• The company’s web site
• News articles on the Business and Business Owner
• Bank-specific information about the industry (e.g. Sample call
plan templates, case studies, product brochures, etc.)
Identify the Opportunities for Expansion
46

ACQUIRE
NEW RELATIONSHIPS
Key Initiative #3
47

 Overemphasizing prospecting. . . ―Don’t forget your Key and High Potential
Clients.‖
 Not providing direction on which prospects to target. . . ―Build a list of the
prospects you want to do business with.‖
 Not coaching bankers on how to leverage their network (and that includes
senior management, directors, etc.). . . ―Use client referrals and testimonials
to get appointments.‖
 Not having a process for generating leads. . . ―Coach the top of the funnel.‖
 The Super-Rep Syndrome. . . ―Teach them all to fish.‖
 Not understanding your bankers’ default value propositions . . . ―Coach to
the value proposition that you believe in.‖
 Defining success too narrowly. . . ―Celebrate the small victories.‖
7 Mistakes Sales Leaders Make
48

 Not having a ―Vetted‖ Prospect List. . . ―Build a list of the Businesses you
want to do business with.‖
 Not using their network. . . ―Using client referrals and testimonials to get
appointments.‖
 Not having a defined strategy. . . ―Building relationships based on Value
Added.‖
 Planning one meeting at a time. . . ―Always plan 2 calls at a time, gin up the
interest in the next meeting before you leave their office.‖
 Not preparing ―cognitively‖. . . ―Being prepared is a huge differentiator and
adds value.‖
 Using the wrong question set. . . ―Use questions that add value.‖
 Selling to the first need. . . ―It takes multiple needs to build enough
momentum to overcome inertia.‖
7 Mistakes Bankers Make in Prospecting
49

6 Steps for Building New Relationships
50
1. Build a Vetted Prospect List
2. Select the first 5 Prospects you
want to focus on
3. Build a Relationship Strategy,
Plan the first 3 Meetings for the
selected Prospects
4. Use a Testimonial Referral to
Get the 1st Appointment
5. Debrief the 1st Meeting, adjust
the Plan for the 2nd and 3rd
Meeting. Keep a focus on what
is changing (not ―optimized‖)
6. Deliver 1 or more “Optimized
Solutions” in the 3rd Meeting

 ―It's Marketing's job to provide us leads.‖
 ―Get me a better list.‖
• A list of businesses that want to change banks now!
• ―The list isn’t perfect. . . there are dead people on here!‖
 Focus on former customers from ―my old bank‖.
 Each Banker builds his own prospect list.
• Not sharing it with other team members for feedback.
 Rely on a single source for prospect names.
 ―I have an amazing mind, I can keep it all in my head.‖
Bad “Best Practices” for Building Prospect Lists
51

What is a “Vetted” Prospect List?
52

 D&B Strategic Marketing Database or Zapdata.com (Hoovers Lead Builder)
 ReferenceUSA
 Local Industrial Development Authority (electronic version)
 UCC Filings (there are compilation services)
 Local Business Publication directories (not always a good choice, too
visible)
 Guidestar.org (a great source for 501C3s)
 Trade Association Memberships or Websites (a few examples)
• American Society of Association Executives (www.asaenet.org/find/)
• American Dental Association directory (www.ada.org)
• American Institute of Architects directory (www.AIA.org)
• State and local trade association listings
Use Multiple Sources for Your Prospect List
53

Recent studies in the banking industry show that Business Owners are
more than willing to help you. . .
 66% of Business Owners are willing to provide referrals to Bankers.
But to get the referral you will have to ask; most Bankers don’t ask.
 Only 22% of small-to-medium-size Business Owners have been
asked for a referral in the past 24 months.
 Only 37% of Middle Market Decision Makers have been asked for a
referral in the past 24 months.
Is a Consistent Flow of Referrals a Possibility?
54

Small Banks’ Ratings on Willingness to Refer Have Improved,
While Medium Bank’s Ratings Declined
55
67% 66% 68%
72% 71%71%
63%
70%
47%
60%
56%
59%
64%
61%
63% 57%
43%
40%
41% 41% 41% 40%
35% 36%
75%
70%
65%
60%
55%
50%
45%
40%
35%
30% 2005 2006 2007 2008 2009 2010 2011 2012
Note: Bank trending data is representative of bank organization in 4Q2012.
Small Business Trailing 4 Quarter Data
%Agree
Strongly
Small Banks
(Assets
<$1B)
Medium Banks
(Assets $1B-
$50B)
Large Banks
(Assets
>$50B)
Small banks have improved on willingness to refer and are currently at 70% agree
strongly, while medium banks dropped to 57%.
$100K-<$10MM
Q: Please indicate how strongly you agree or disagree with each statement. I would
refer a company with similar needs to my primary bank.

Why do Business Owners provide referrals?
 They may like to help other business people.
 They may want to be ―heroes‖ to their friends and business partners.
 They understand that it’s the best way to grow business for them
and for you.
 They may see referrals as a way to ―pay you back‖.
The Whys of Referrals
56

Why don’t Bankers ask for referrals?
 The quality of referrals isn’t always the best.
 They don’t want to ―harass‖ good clients.
 They’re not sure whom to ask; they’re not sure when to ask.
 They don’t have a process for asking!
57

Why don’t Bankers ask for referrals?
 The quality of referrals isn’t always the best.
 They don’t want to ―harass‖ good clients.
 They’re not sure whom to ask; they’re not sure when to ask.
 They don’t have a process for asking!
http://www.mzbierlyconsulting.com/how-to-ask-customers-for-quality-
referrals
58

1. Wait and See: ―If I continually provide outstanding service. . . when
they hear of an opportunity they’ll give me a call.‖
2. Let them know I’d like a referral: ―Jack, if you think of anyone who
would be a good a match for me and the Bank I’d love to talk with
them. Let me know if you think of anyone.‖
3. Proactively ask for an Introduction: ―Jack, there are a several
people in the area I’m trying to meet. I was hoping I could run their
names by you. . .‖
Asking for Referrals
There are multiple ways to build a Network Referral Process. . . but
one works better than the others. Here are the three most prevalent:
59

 Industry information
 Financial information
 Website
 Call planning templates
 Simplified relationship plans
 Cash cycle maps
 LinkedIn
Use tools that make you look good
60

These are your Meeting Objectives for the Business Operations Meeting:
1. Demonstrate your knowledge and understanding of some of the key issues in the industry sector of the
business.
2. Understand the keys to success used to build the business.
3. Understand the current [1-year] business objectives of the business.
4. Understand the future [3-year] business objectives.
5. Understand the day-to-day business operations of the business.
6. Understand how his business objectives and business operations will change over the next year, the next
3 years.
7. Identify three needs, short-term, mid-term or long-term; summarize and then prioritize the needs; use the
top prioritized need to get the next appointment.
8. As a part of the next meeting, frame a Financial Operations Discussion (with key parties) to review the
current cash-cycle and potentially to offer ideas for optimizing collections, disbursements and working
capital management.
First Call Objectives — Use a Template
61

Call Plan Templates
62

COACHING THE
SMALL BUSINESS INITIATIVE
Key Initiative #4
63

Stance:
Waiting for opportunities to come
in
Stance:
part of the time
Stance:
regularly
Stance:
Actively building market share,
wallet share and developing
opportunities
Methods:
Walk-ins
customers or “well-worn” referral
sources
Lead generation is largely
reactive
Product-focused client
discussions
Methods:
Some referrals from customers
Generating leads from any and all
businesses
referral sources
Focuses at the Business/Office
Manager Level
Focuses primarily on product
issues
Methods:
generation
Effective use of testimonial referral
sources
Focuses at Business Owner level,
builds Level 3 or 4 relationships
Has effective Market and
Relationship Strategies
Effectively uses Business Partners
to build relationships
Methods:
Actively building a referral
network and effectively using it
Actively working the best clients
and prospects
Actively building niches
Consistently uses Business
Acumen as a Value Proposition
sources and building a brand
Characteristics:
Infrequent calling, little planning
or structure to calling effort
focus
Focuses on credit/product
strategy first then “sales” strategy
price/structure or “customer
service”
Characteristics:
orientation
time, leads “scorecard” product
limited to 1-year time frame
inconsistent results and
Characteristics:
Completely comfortable with
Business Operations and Financial
Operations Conversations
Consistently identifies opportunities
(short-term, mid-term, long-term)
Characteristics:
Always aware of new
opportunities
An articulated plan for
consistently developing new
opportunities
relationships
Direction: Build the Activity
Guidance: Build the Quality
Support: Remove the Barriers
Coaching the Stages. . . Bi-Weekly
64

The ―End State‖ of Stage 1 is learning to Connect with the Business Owner.
The Banker is ready for Stage 2 Coaching when she consistently demonstrates
these skills:
 Comfortable on the Business Owner’s ―turf‖.
 Confident talking about business operations [not just products] with the
Business Owner.
 Convinced he has ―something of value‖ [beyond just products].
 Assertive enough to ―lead‖ the meeting with the Business Owner.
These skills typically require 75 to 125 calls to learn—for more insights go to:
http://www.mzbierlyconsulting.com/small-business-strategy-coaching-branch-
managers
Coaching Stage 1 (to Stage 2)
65

 Keep the Banker Targeted. Build and ―Vet‖ a list of 35 to 50 Businesses
(the Targeted Business List). Use these lists to build the Targeted Business
List: the Banker’s current Retention, Expansion and Other Lists.
 Begin to “encourage” planning. Ask the Banker to build a Client Folder
for each Relationship before contacting the Business Owner [they probably
won’t, it’s OK for now].
 Ask the Banker to review the Client Folder and to use one of the Quick
Reference Guides for each call [they probably won’t, it’s OK for now].
66

In each bi-weekly coaching session, debrief 2 or 3 meetings the Banker had in
the last 2 weeks. Debrief the meetings by asking all of these questions, in this
sequence:
 ―How did the meeting go?‖
 ―Did you find any opportunities during the meeting?‖
 ―What did you learn about the industry that this business operates in?‖
 ―What did you learn about the Business Owner’s business objectives today,
over the next year, over the next 3 years?‖
 ―What did you learn about the day-to-day business operations of this
business?‖
 ―What did you learn about the Business Owner and what he/she ―values‖?
 ―How did the Business Owner describe the value proposition he uses in his
business?‖
67

 Re-Establish the ―Priorities‖ every Monday Morning.
 Use Monday Morning Sales Meetings to continually re-establish the priority
of ―meeting with‖ and ―learning about‖ the targeted businesses.
 A conference call is OK.
 The Small Business segment of your sales meeting should not exceed 30
minutes.
 The ―accountability‖ topics for Stage 1 Team Members are these. Ask each
Stage 1 Team Member 2 of these 3 questions (ask the Stage 2 Team
Members their questions, not these):
• ―What targeted businesses are you calling on this week?‖
• ―Pick 1 targeted business you met with last week, what did you learn
about the business and its operations?‖
• ―Are you finding any opportunities in your meetings with the businesses
on your targeted lists?‖
68

Questions?
69

―When all is said and done, more is said than done.‖
Lou Holtz
70

Visit Our Website
71
After the conference take a few minutes to
explore our website. . .
And register for our email newsletters and blog.
Each month you’ll get suggestions, tips, and
how-to’s to fine-tune your sales and sales
leadership processes.
Find out about our archived webinars on sales
and sales leadership topics.
To find out more about our resources for small
business banking teams go to
www.mzbierlyconsulting.com or call Ned Miller
at (610) 296-4772 or email him at
nmiller@mzbierlyconsulting.com
Bonus offer: Article on ―How to Improve the
ROI on Training Branch Managers‖ at
http://www.mzbierlyconsulting.com/a-winning-
strategy/

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