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Branch Distribution

Banks are paying renewed attention to Bank-at-Work.


Bank-at-Work programs make a lot of sense – they are a way to leverage relationships you already have with businesses, and a way to generate consistent levels of new consumer accounts.


These programs are especially effective for Community Banks. For some commercially oriented banks this is their consumer acquisition strategy. And for those that struggle with small business profitability, this is a way to double the income from smaller clients.


But success requires program structure: targeting, cross line-of-business coordination, the right sales focus and marketing support.


In this 5 minute video, Peak Performance consultant Paul Corrigan, outlines the 7 key elements for success.



Peak Performance Consulting Group has been selected for the 2017 Austin Award in the Consulting Services category. The Austin Award Program is an annual awards program honoring the achievements and accomplishments of businesses throughout the Austin, Texas area. Recognition is given to those companies that have shown the ability to use their best practices and implemented programs to generate competitive advantages and long-term value.


Peak Performance Consulting Group is based in Austin, TX and serves clients nationally. Peak is a leading firm helping banks, credit unions and other financial services companies grow customers, grow revenue and improve effectiveness.


Peak is the founder and owner of four of the largest banking related groups on LinkedIn: Retail Banking Network, Bank and Financial Services Marketing, Bank and Financial Services Training and HR, and Bank and Financial Services Innovation and Technology. In addition, Peak recently received the Constant Contact All Star Award for the top 10% of newsletters during 2016 in customer engagement, relevant content and readership.


Everyone believes service quality is important, especially for high value clients. But how well does your service quality program work? Does it only measure customer facing staff in branches and call centers, or does it encompass every aspect of your organization?


Please join Ric Carey, Director at Peak Performance Consulting Group, on October 9 to learn best practices for creating and maintaining a superior service quality culture with branches as well as back office departments.

Understand how Service Quality programs integrate into branch incentive plans, plays into department managers bonus and how service quality can be recognized and rewarded within the total organization.



  • Learn how one institution created an environment where everyone was focused on providing exceptional service quality.
  • Learn the criteria/components utilized for measuring service quality for the branch network as well as back room departments
  • Learn service quality programs were integrated into incentive and bonus programs throughout the bank.
  • How to integrate service quality into day to day operations.
  • Learn some very basic, yet effective ways to recognize and reward superior service quality.
  • Learn how the front line measured the service quality of each back-office operation.


For more information, please go to: http://bit.ly/2yj5qjl


Branches have lost much of their reason to exist because routine transactions such as depositing checks and transferring money are increasingly done on computers or phones.


But banks need branches because many customers still pick their bank based on whether it has a nearby branch. Important product sales still happen there.

How many branches do you need? Which markets, or locations, should you decrease — and where should you invest?


In this Wall Street Journal article, Peak Performance consultant and former head of distribution strategy and execution at Bank of America, Jon Voorhees, discusses how BofA closed branches, and re-focused on growth markets.


Where does the Universal Banker model fit with your branch staffing?


With customer channel preferences changing and branch transactions declining, most bank branches are staffed with more personnel – and often different types of staff — than ideally needed.


Institutions that have successfully implemented this model have realized increased sales, lower staffing costs, and greater staff retention.


In this 4 minute video, Ric Carey, who has had extensive experience in implementing and managing the Universal Bankers, discusses best practices and practical implementation tips.




Q: “Is there an ideal branch format?”


A: The “ideal branch” of the future will be fully automated with robots or holograms serving as branch staff. The interior walls will reconfigure at the push of a button to create meeting rooms of different sizes and shapes with chairs popping out of the floor to fit any configuration. Branch signage along with interior finishes (wall colors, floor coverings, artwork, etc.) will be all digital. They will change remotely if the bank merges with a competitor. Customers will self-identify through retina scans or facial recognition. The facilities will be fully paperless, green and LEED-certified.


OK; maybe that’s a 25th Century blueprint.


In many of my recent engagements I’ve been asked that very question: “Is there an ideal branch format?” In whatever bank publication you pick up today, it seems someone has an opinion on the one ideal branch design. It’s smaller, heavily automated and uses digital signage. But …


I don’t believe in just one ideal branch design just as I don’t think there is one ideal car design.  The real answer is: “It depends … on lots of things.”


For starters, foot traffic and available real estate dictate branch size. For banks with very busy branches—say, 10,000 teller transactions—you can’t comfortably squeeze what you need into a 2,000-square ft. space. And in some markets, the best available site might measure 3,500 square ft. when you only need 2,500. It might be impossible to subdivide it.


I think “ideal” designs likely change depending on situations. Let me describe one superior design that works with small-to-midsize community banks and credit unions, especially in smaller markets and more rural areas. These firms are more likely to have less foot traffic for teller transactions, and therefore sales opportunities. However, they likely have a large enough customer base to drive a steady volume of customer account servicing issues.


There are seven key elements:

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