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In recent years, banks were trying to move their customers away from branches to less expensive channels such as Internet banking. However it has become clear that the reduced customer contact resulting from this has lost major sales opportunities. It is the aim of this conference to demonstrate the latest developments in the search for customer retention and satisfaction, and provide more insight into the role of the branch as part of an overall banking strategy. The learning objectives of this conference will be focused on sales and services, retail format, network planning and the role of self-service through international case studies.

By attending this conference you will benefit from:

Sales & Service Strategy: Understand the importance of highly trained staff and the difference they it makes to customer relationship management

Retail Format: Keep abreast of changes within the branch banking infrastructure and gain a greater insight into branch planning & design

Network Planning: Understand the differences between high-street branches and those elsewhere and how to transform them into cost-effective sales centres

The Role of Self-Service: Evaluate the implementation of multi-channel delivery and the potential pitfalls

Non-banking benchmarks: Should branches be more like retailers or not?

Business Model: What business model has a branch bank relevance in?

Conference programme

8:30 Registration & Coffee

9:00 Chairperson's Opening Remarks

Samantha Mitchell

Samantha Mitchell, Director, British Bankers Association

9:10 THE ROLE OF THE BRANCH

  • The impact of changing customer needs/behaviours
  • The role of the branch in a multi-channel environment
  • Effective queue management – more important now than ever before
  • Enhancing the customer’s experience – premises, services & staff
  • The branch of the future – what might it be like?
  • Chris  Owens

    Chris Owens, Head of Branch Service Excellent, Lloyds TSB Bank Plc

    9:50 MEETING AND EXCEEDING CUSTOMER EXPECTATIONS

    Julian Morgan

    Julian Morgan, Executive Consultant, CapGemini

  • A key to future revenue growth in a mature branch banking market is customer retention
  • Who is today’s branch customer?
  • Why do customers choose to stay with a branch?
  • Lessons learned from other sectors
  • The future branch customer experience
  • 10:30 Morning Coffee

    11:00 STAFF DEVELOPMENT

    Des Crowley

    Des Crowley, Chief Executive, Retail Financial Services ROI, Bank of Ireland

  • Why training branch staff takes top priority
  • Improving the quality of customer/staff interactions
  • Encouraging customers back to the branch
  • More skilled & productive staff
  • Do the costs match the benefits?
  • 11:40 CRM DEVELOPMENTS

  • Access to customer data and their requirements
  • Strengthening the relationship with the customer
  • Recognise problem areas for the customer
  • Identifying new business opportunities
  • The combination with meet and greet reps
  • The future – linked to ATM’s
  • Mary Cannon

    Mary Cannon, CRM Sustainment and Culture Development Manager, AIB

    Sonia  House

    Sonia House, CRM Sustainment, AIB

    12:20 Networking Lunch

    13:50 PANEL DISCUSSION – THE FUTURE

  • Redesign – new ideas
  • CRM in the future
  • Integrating the internet and branches
  • New brand profiling
  • Other ideas for the future
  • Pete Champion

    Pete Champion, Director & Partner, First Partnership Design Consultants

    Gary Whyton

    Gary Whyton , , First Solutions Europe

    Chris  Owens

    Chris Owens, Head of Branch Service Excellent, Lloyds TSB Bank Plc

    Paul Barber

    Paul Barber, Concept Development Manager, Nationwide Building Society

    14:30 CUSTOMER NEEDS

    Andrew Norton

    Andrew Norton, Head of Retail, Birmingham Midshires Building Society

  • Are interest rates a big concern for the customer?
  • A need for banking made simpler
  • Increased recognition from the bank
  • Increased confidence in managing their money
  • No "threatening" letters from the bank
  • Can banking be fun?
  • 15:10 Afternoon Tea

    15:40 CUSTOMER RETENTION AND LOYALTY

    Jason King

    Jason King, Head of Customer Solutions, Barclays Bank plc

  • Losing loyalty: are banks to blame?
  • Tailor products to suit the customer needs
  • Meeting and exceeding their expectations
  • Keep the profitable, lose the non-profitable
  • Expect their expectations – CRM technology
  • 16:20 BUILDING SUCCESSFUL BRANCH SALES STRATEGIES

    David Cavell

    David Cavell, Freelance Advisor to Financial Services Industry, Freelance Advisor

  • The role of the branch revisited
  • The sales and service strategy spectrum
  • Being more like a retailer means what?
  • The sales operation health check
  • A role for self service
  • 17:40 Chairperson's Closing Remarks and Close of Day One

    Samantha Mitchell

    Samantha Mitchell, Director, British Bankers Association

    8:30 Registration & Coffee

    9:00 Chairperson's Opening Remarks

    Bob Bayman

    Bob Bayman, Director & Partner, First Partnership

    9:10 WHAT BANKING CAN LEARN FROM RETAILING AND WHAT RETAILING CAN LEARN FROM BANKING

    Pete Champion

    Pete Champion, Director & Partner, First Partnership Design Consultants

  • New, modern, hi-tech design
  • The consulting and architectural plans
  • Appealing to all customers
  • The hi-tech, human touch approach
  • What happens next?
  • 9:50 INTEGRATING THE BRANCH & AUTOMATED CHANELS

  • All forms of banking in one place
  • Each channel supports each other
  • Single forms of banking – do they work?
  • Ease of update to meet market requirements
  • Is there too much in one place?
  • Andrew Deighton

    Andrew Deighton, Head of Network Service Performance, HBOS

    10:30 Morning Coffee

    11:00 THE CHESHIRE CASE STUDY

    Stuart Allen

    Stuart Allen, Retail Operations Director, Cheshire Building Society

  • Why did this redesign take place?
  • What are the new aspects?
  • Why is this redesign different to others?
  • Does it attract more customers into the branch?
  • Advertising opportunities
  • 11:40 INCREASED FUNCTION OF THE BRANCH

    Ian Hodges

    Ian Hodges, Head of Retail Network, Co-Operative Group

  • One place, many functions
  • All types of banking can be in one place
  • Elements to suit all needs
  • Luxuries to enhance the experience
  • Interoperability
  • 12:20 Networking Lunch

    14:00 ABBEY NATIONAL CASE STUDY

    Brian Holland

    Brian Holland, Business Development Director, Abbey National

  • The aspects of the redesign
  • How does it differ to other redesigns?
  • Does it attract more customers into the branch?
  • New self service ATMs
  • Advertising opportunities
  • How far will it go?
  • 14:40 MULTI-CHANNEL DELIVERY IN THE BRANCH

    Paul Barber

    Paul Barber, Concept Development Manager, Nationwide Building Society

  • Self & remote services in a multi-channel business as part of an integrated approach to service delivery
  • Develop the necessary components integrating with other channels & CRM
  • Cash & Cheque services through ATMs
  • Account administration through the Internet & ATMs
  • Video conferencing
  • Telephone
  • Focusing heavily on usability of components and the whole
  • Applying these components in existing and new branches
  • 15:20 Chairman’s Closing Remarks and Close of Conference

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    Workshops

    Customer Experience Store Tour
    Workshop

    Customer Experience Store Tour

    Park Street Training and Meeting Centre, at etc. venues
    16th March 2005
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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