5 Steps to Increase Organic Loan Growth

Transcription

1 5 Steps to Increase Organic Loan Growth

2 5 Steps to Increase Organic Loan Growth

3 5 Steps to Increase Organic Loan Growth Many bank executives are anxiously scrambling to grow their lending business. This priority is highlighted in the findings of a recent FIS survey of financial institution CEOs. The No. 1 concern found in this 01 survey of community bank executives was growing loan revenue, and the second highest priority was improving lending margins. Top Issues Facing CEO s Issue Importance Growing leading revenue 96% Improving lending margins 9% Managing costs through economic cycle 90% Increasing noninterest income 89% Introducing new products, leveraging new channels 6% Implementing new systems and technologies 57% Responding to potential changes to capital requirements (Base III) 56% Increasing deposits and customer acquisition 5% Minimizing the impact of nontraditional competitors 4% Consolidating new acquisitions and/or operations 9%

4 5 Steps to Increase Organic Loan Growth Not surprisingly, margin income continues to decline as the industry is not returning to the kind of profitability and return on equity that shareholders require. The following graphic depicts overall industry return on equity for the last 10 years. Capital Trends & ROE Results 18.00% 16.00% 14.00% 1.00% 10.00% 8.00% 6.00% Return on Equity Equal Capital Assets 4.00%.00% 0.00% -.00% SOURCE: FDIC CALL REPORT DATA

5 The Key Question Economic improvement is only going to generate a finite level of new loan demand. The real question is, Which banks are going to earn the business and book new loans (and the renewal of existing credits)? It is crucial for banks to address this challenge without engaging in irrational price competition or taking on credits that are structured inadequately.

6 5 Steps to Improving Lending Revenue This e-book describes a comprehensive approach to achieving profitable, quality organic loan growth. The approach entails five steps to optimize the relationship potential of existing customers and add new customers often by taking business away from the bank s competitors The following concrete steps will help improve the competitive posture of any bank in today s challenging lending environment.

7 1 5 Steps of a Loan Growth Strategy 1 Re-evaluate the bank s customers, markets and fair share potential Add to existing market intelligence with available third-party market potential data and insights. Understand the profitability of existing relationships with a focus on single-service customers. Evaluate and consider new markets for loan production offices (LPOs) Reconsider the bank s product offerings and relationship packages Identify modifications to current loan and relationship-enhancing noncredit products and service offerings. Evaluate new lines of business or credit products that may expand the bank s offerings. Re-engineer business processes Accelerate credit cycle to enhance customer experience. Eliminate low-value work and streamline remaining tasks by leveraging technology. Ensure that the appropriate tools and procedures are in place to support relationship profitability and pricing. Reducing delivery costs is key to offsetting rate pressure in achieving profitability. Re-evaluate and redeploy personnel against redefined targets Re-evaluate sales aptitude in lending staff and consider the best match for skills. Expand professional development offerings for individuals with gaps and potential and attract new talent if needed. Re-assign staff based on new sales opportunities and expectations. Restructure management reporting and incentive systems Ensure that reporting is available to provide visibility into the effectiveness of changes. Effectively align goals and incentives to achieve properly balanced objectives of growth, quality and profitability.

8 Step One Re-evaluate the bank s customers, markets and fair share potential. 1 Objective broader and deeper relationship. Develop a complete, fact-based Understand the profit contribution analysis to drive future decisions of each customer and determine how about sales initiatives in order to it can be improved in the segments expand existing relationships and add with low or negative contribution. new customers in the bank s trade Identify the market s potential to area. This analysis can also illustrate support adding to the bank s the limits of this potential and provide customer base with a comprehensive input to strategic planning about market analysis that leverages new markets. third-party data to identify demand in Actions Identify which existing customers are prospects for additional services especially which single-product customers can be converted to a specific trade areas for a full array of products and services. Identify the gaps that exist in the bank s share of market potential and develop comprehensive strategies and tactics to close the largest gaps.

9 Step Two 1 Reconsider the bank s product offerings and relationship packages. Objective Ensure that bank offerings are competitive and comprehensive. The industry clearly understands that broader and deeper relationships are easier to retain. The key to success is offering an integrated set of product packages at competitive pricing from an overall relationship perspective. Complete competitive market analysis of product packages and offerings to identify any gaps in the bank s offerings. Use the segmentation analysis from the first step as well as the insights gained from the research publications and competitive analysis to redesign packages for specific customer groups and Actions target markets as needed. Access and digest primary and secondary market research about shifting customer expectations for each major line of business targeted by the bank.

10 Step Three Re-engineer business processes. 1 Objective While evaluating the bank s product offerings and developing an understanding of market potential are critical steps, effective execution of every step in the loan process starting with prospecting and ending with a funded loan must be as efficient and effective as possible. The loan process should create a compelling customer experience. Redesigning business processes is the key to streamlining and accelerating the credit approval cycle to deliver timely decisions. Actions Form cross-functional teams from within the bank s lending, loan processing, credit administration, loan operations and risk/compliance staff to identify bottlenecks and the sources of rework in the current processes. Evaluate options (supported by third party input regarding best practices and decide on and document revised workflows that are supported by appropriate: Enabling technologies Staffing levels Organization structures Revise management reporting to provide insight into performance at all steps of the process. Test changes in a controlled environment to further refine processes before rolling out the changes across the bank.

11 Step Four Re-evaluate and redeploy personnel against redefined targets. Objective Ensure the ultimate success of redesign initiatives by assigning individuals with the right skills, doing the right things, in the right places to maximize market potential. assigning individuals to positions that better match their ability to contribute to the bank s profitability. Create training for business development and support staff on new products and service offerings and the revised business processes. 4 Actions Ensure that staff with business development responsibility has appropriate sales aptitude and skills. This may require evaluating talent Develop a better understanding of each trade area (see Step 1) and then reassign business development and support staff to markets with greater potential. and developing a range of training opportunities to further individual professional development or

12 Step Five Restructure management reporting and incentive systems. Objective Ensure that the insights gained from market analyses, redesign of business processes and realignment of human resources are reinforced with appropriate goals, measurements and incentives. that provides visibility into progress against new goals and objectives at short intervals to allow for prompt attention where progress is short of expectations. 4 5 Actions Develop sales targets/goals for each existing, revised or new offering for each trade area and each individual business development officer. Support the sales process with additional management reporting

13 In Summary Regardless of the pace of economic activity, the availability of credit will outstrip quality demand. This is the fundamental nature of banking. This situation is exacerbated in today s environment. The only way to improve organic loan growth (M&A, participations or whole loan sales are obviously other approaches) is to outsell the competition. Cost-effectively achieving sales dominance requires the following new thinking: Rethinking approaches to understanding market potential Adjusting to developments in products and service expectations Supporting the operations with efficient and effective processes Aligning the bank s human capital to match the potential Supporting the whole process with reporting that allows prompt and effective actions to address shortfalls An experienced advisor such as FIS Consulting Services can assist banks in their quest for excellence in loan growth and margin improvement.

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