Top 6 Steps to Increase Workforce Utilization With Special Guests From IH Mississippi Valley CU

• Welcome and Introductions

• Current State of Lobby Management

• Measuring the Right Data

• Streamlining the Sign-In Process–How does it work?

• Review 2012 FMSI Retail Branch Lobby Study

• A Closer Look – Tower Federal Credit Union

• Review Tactics for Improving Service / Sales in Lobby

• Open discussion including Q&A session

• Gordon A. Williams IV, FMSI EVP Business Development

• Steve Camp, Branch Service Manager, Tower FCU

• W. Michael Scott, FMSI President/CEO

• Chad Davis, FMSI Marketing Manager

Various systems capture product information in the lobby

• DDA systems

• Time/deposit systems

• Loan systems

• Credit card systems

• In most cases no dedicated systems for tracking lobby service

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Measuring the Right Data

Management often struggles to measure the “right” key performance indicators in the lobby.

Lobby Service Metrics—

• Average Assist Time

• Average Account Holder Wait Time

• Product vs. Service Interaction Percentage

• Services Most Often Provided

Measuring the Right Data Continued

Lobby Sales Metrics—

• Top Products Sold

• Cross-sell Ratio

• Number of Account Holders Assisted

• Specific Purpose for Each Account Holder Visit

What is a Queue Management System?

A queue management system is typically a web-based application that captures lobby performance information in real-time.

• Used to streamline and professionalize the sign-in (arrival and wait-time) process for account holders and lobby employees alike.

• Provide on-demand reporting and analysis solutions for management teams.

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• The below are the results from the live webinar.

Streamlining the Sign-In Process – How does it work?

First Step— Account holder arrives & information is captured by greeter, kiosk or iPad (name, purpose of visit,

time of arrival). This information is then visible to lobby service representatives through an online eClipboard.

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Streamlining the Sign-In Process (con’t)

Second Step—the next available lobby service representative makes their selection to assist the account holder

• Wait-time clock stops

• The assist time clock begins

Pop-Up Alerts (prevents service issues)

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Streamlining the Sign-In Process – ContinuedSt

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Third Step— Consultation between service representative and account holder

• Service representative enters pertinent service and sales information during this step.

• All captured information is stored in the system for later analysis.

The 2012 FMSI Retail Branch Lobby StudyFM

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The FMSI Retail Branch Lobby Study is based on 344,000 interactions taking place during the fourth quarter of 2011—on the platform side of the branch—from financial institutions all over the country.

Lobby Study—Assist Times Lo

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The below chart represents assist times for three different groups. Lobby assist time is the duration of the account holder interaction with the lobby service representative.

Lobby Study—Product & Service Metrics

The below charts represent the number of product and service interactions in the lobby—between an account holder and a lobby service representative.

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• The below are the results from the live webinar.

Improve Wallet Share with Lobby Cross-Sell Metric

The below cross-sell ratio chart exemplifies how managers can quickly gauge the performance of each lobby service representative.

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Tower Federal Credit Union

Prior to Utilizing The Lobby Tracking SystemTM (LTS)

• Used a clipboard and sign-in sheet method for managing lobbies.

• Calculated by hand: member wait times, number of members seen by branch, and number of members seen by representative.

• Log sheets kept for 6 months.

Steve Camp, Branch Service Manager,

Tower FCU

Tower Federal Credit Union

LTS Implementation Timeline

• November 2006 BAI Retail Delivery Conference - Demo • Had a signed LTS contract by the end of December 2006 • The implementation was very easy

1st Introduction to

Lobby Tracking System™

Partnered With

FMSI

November 2006 December 2006

Tower Federal Credit Union

Managing the lobby

• Detailed lobby reports and set performance goals (seven members seen per FTE/day).

• Closely monitor overall lobby traffic.

• Adjust staffing and branch hours as needed.

• Study member interactions with specific platform staff.

Tower Federal Credit Union

Initial LTS Management Approach (Cont.)

• Carefully gauge success of marketing programs.

• Study volume increases based on certain events (card compromises, Bank Transfer Day, potential government furloughs, etc).

• Establish system alerts for a variety of situations.

Tower Federal Credit Union

Ongoing LTS Management

November 2007—Tower Federal Credit Union won the Credit Union Journal Best Practices award for Queue Management.

Jan Feb March April May June July August September October

79% 80% 86% 78% 73% 78% 79% 80% 82% 81%

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yTactics for Improving Service / Sales in Lobby

IMAGE OF TOP 10 Ranking – Marketing Image

Tactic 1—Migrate to an online sign-in process.

• Moves all lobby information flow online.

• Senior level staff—can see real-time views of account holders waiting in their lobbies.

• Results in a systematic tracking system that establishes accountability on the platform side of the branch.

Tactics for Improving Service / Sales in Lobby

Tactic 2—Utilize Extensive Reporting to Support Decisions

• Establish the procedures that drive the right employee behaviors.

• Provides real-time recognition and accountability.

• Collecting and displaying “objective” data.

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Tactics for Improving Service / Sales in LobbyIm

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by Tactic 3— Channel Lobby Service Traffic to a Call Center

• Develop the right email and/or direct mail communications to

promote message.

• Train your branch service representatives to offer utilizing the

Call Center when appropriate.

• Display signs at the branch.

• Dedicated Call Center phone and/or a Kiosk in the branch.

Tactics for Improving Service / Sales in Lobby

Tactic 4—Deploy Self Directed Technology—Like Kiosks

• There are sophisticated, self-directed technologies in the marketplace enabling account holders to complete some of their lobby interactions faster, such as NCR’s new Video Teller Machines and interactive Kiosks.

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Video Teller Machine

Tactics for Improving Service / Sales in Lobby

Tactic 5—Outbound Call Management During Slow Periods

• Improving product sales requires great follow-up activity.

• Set weekly outbound call goals for your service representatives.

• Measure these activities and manage the behavior.

What Do We Learn from This Study?

• Technology enhancements, such as a queue management

system with a detailed reporting solution, can lead to lobby

performance improvements.

• The appropriate tools can drive the right employee

behaviors through feedback, accountability, recognition,

and reward.

• Measuring and tracking the right lobby metrics on an

ongoing basis is critical to the success for measurable

improvement.

Conclusion

The branch lobby for most financial institutions is the last

frontier in the retail branch environment. Those institutions that employ the right processes in their lobbies can vastly improve their branch sales and service.

FMSI’s Lobby Tracking SystemTM

“Monitoring and improving branch operations by utilizing the detailed Lobby Tracking System™ reports, not only makes my job much easier, it also helps to establish accountability for everyone on my team to perform at a higher level. I do not know what I would do without it.”

– Tammy R. Christian, AVP/Branch Operations at Arkansas Federal Credit Union

For a demo of the Lobby Tracking SystemTM please contact Gordon A. Williams, EVP Business Development at FMSI, 877.887.3022 or gordonw@fmsi.com

FMSI

For over 20 years FMSI has assisted over 600 financial institutions nationwide in optimizing their branch networks.

– Learn more at www.fmsi.com, or call 770.619.3443