Proven Approaches to Growing Core Deposits January 20, 2010

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1 Insert speaker logo here Proven Approaches to Growing Core Deposits January 20, 2010 Scott Morgano and Barbara Erskine Consulting Services Core Deposit Recent Trends 2

2 Industry Consolidation FDIC-Insured Financial Institutions 9,600 9,400 9,200 9,000 8,800 8,600 8,400 8,200 8,000 7,800 7,600 9,354 9,181 8,976 8,833 8,680 8,534 8,305 8,195 12/02 12/03 12/04 12/05 12/06 12/07 12/08 06/09 Source: FDIC Regulatory seizure activity has replaced voluntary M&A activity. This situation is likely to continue in the near-term and gradually return to pre-down turn levels after that. 3 U.S. Bank Branches on the Rise Branches of FDIC-Insured Financial Institutions (000) /02 06/03 06/04 ;06/05 06/06 06/07 06/08 06/09 Source: FDIC 4

3 Has your organization opened a new branch/office location in 2008 or 2009? Yes No Has your organization closed a branch/office location in 2008 or 2009? Yes No More Investments in Branches 1,340 1,320 1,300 1,280 1,260 1,240 1,220 1,200 1,180 1,160 Households per Branch 1,321 1,323 1,301 1,281 1,254 1,237 1,221 1,220 06/02 06/03 06/04 06/05 06/06 06/07 06/08 06/09 Source: FDIC 03/31/09 The number of households being serviced by each branch has been declining. This trend is completely out of sync with trends and projections for delivery use and increasingly untenable. 6

4 State of DDA Balances Trends in Demand Deposits ($ Billion) /04 03/05 03/06 03/07 03/08 03/09 Source: FDIC 7 Other Deposit Accounts NOW & Other Transaction Account Balances ($ Billion) /04 03/05 03/06 03/07 03/08 03/09 Source: FDIC 8

5 Relevance of Channel Investment Average Transaction Account Balance per Branch ($ Million) DDA NOW, ATS & Other Transaction Accounts $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 $6,780 $6,496 $5,957 $5,816 $6,015 $3,203 $2,581 $2,351 $2,271 $2, Source: FDIC 9 Anticipated Channel Use Forecast Transactions by Channel ATM Branch On-line Call Ctr E 2010E 2011E 2012E Source: TowerGroup The key question is how individual banks position themselves to take advantage of these changing trends. 10

6 Type of Transaction Transaction Types Paper Electronic E 2012E Source: Federal Reserve, TowerGroup and rationalize investments in legacy products and distribution networks. 11 Large Bank Deposit Dominance Percentage of Total Deposits Controlled by Large Banks 68.5% 65.4% 66.2% 67.0% 63.7% Source: FDIC 12

7 Given This Backdrop--- Practical Approaches to Core Deposit Growth 13 Research and Events Dictate Banks must leverage existing Staff People Core deposits becoming available to purchase, but still need to maximize current resources Many gains can be made with new focus and thinking 14

8 Technology Alone Will Not Solve The Problem, i.e., Online Account Opening Single session account opening Electronic funding Back end tool to manage application queue and audit trails Detailed reporting 15 Approaches to Addressing Deposit Growth Challenges Form an objective analysis and a clear strategy Assess the liability pricing and effectiveness of the ALCO process Plan for the capture of DDA balances from the competition Take advantage of a potential immediate opportunity in your trust area a potential exception to the preceding rule Leverage five near-term steps to target and capture deposits 16

9 Five Near-Term Steps to Grow Deposits 1. Determine where the bank stands in terms of market share across all products by focusing on deposits 17 Five Near-Term Steps to Grow Deposits 1. Determine where the bank stands in terms of market share across all products by focusing on deposits 2. Ascertain the causes of gaps found in the market share analysis A lack of adequate advertising, promotion and direct marketing initiatives The absence of scale (and visibility) in some markets 18

10 Five Near-Term Steps to Grow Deposits 1. Determine where the bank stands in terms of market share across all products by focusing on deposits 2. Ascertain the causes of gaps found in the market share analysis A lack of adequate advertising, promotion and direct marketing initiatives The absence of scale (and visibility) in some markets 3. Use research efforts to form the basis for a series of concrete actions to address deposit shortfalls 19 Five Near-Term Steps to Grow Deposits 1. Determine where the bank stands in terms of market share across all products by focusing on deposits 2. Ascertain the causes of gaps found in the market share analysis A lack of adequate advertising, promotion and direct marketing initiatives The absence of scale (and visibility) in some markets 3. Use research efforts to form the basis for a series of concrete actions to address deposit shortfalls 4. Reward real sales growth and do not reward account-churning sales tactics 20

11 Five Near-Term Steps to Grow Deposits 1. Determine where the bank stands in terms of market share across all products by focusing on deposits 2. Ascertain the causes of gaps found in the market share analysis A lack of adequate advertising, promotion and direct marketing initiatives The absence of scale (and visibility) in some markets 3. Use research efforts to form the basis for a series of concrete actions to address deposit shortfalls 4. Reward real sales growth and do not reward account-churning sales tactics 5. Use insights about market potential to rethink branching strategies and tactics 21 Strategies and Tactics for Long-Term Deposit Growth Aggressively market and promote deposit products and services Achieve critical mass and avoid a minimal presence Allocate staff and establish sales goals based on market potential Identify and focus on the volume of business that should be developed given market potential Redeploy resources from low-potential markets to fund more productive expansion Transition to Customer-Focused Banking 22

12 Customer-Focused Banking A customer-focused business culture that allows organizations to understand and influence customer behavior, which in turn, enhances the company s revenues. The basic elements: Organizational Culture People Process Technologies Culture People Customers Technology Process 23 Deposit, Sales and Relationship Growth Relevant Case Studies 24

13 Case Study Southwestern Bank Southwestern bank founded in 1928, over $200 million in assets in 8 Texas location Business Objectives: Unlock growth potential Improve internal processes Loan approval reduced to hours Raise customer service levels Solution: Action teams established in: Lending Retail Sales Senior management strategy sessions 25 Case Study Southwestern Bank Results: $250,000 new deposits in one day New sales tracking uncovering: $63 million in business lending opportunities $18 million in new deposit opportunities Improve work flow processes in lending and sales Greater overall efficiency at the bank 26

14 Case Study Midwestern Bank Full-Service financial services company, $4 billion in assets Business Objectives: Improve branch sales effectiveness Standardize practices across 4 banking regions and 129 offices Become more efficient in branches and support units Improve bottom line Solution: Market-based branch goal setting with supporting incentive program Revised branch staffing methodology Business process improvements and operational efficiency standardization Cross-functional teams 27 Case Study Midwestern Bank Results: $4 million annual revenue lift, net of incentives $3 million in annual savings Streamline to make more efficient branch sales and operations Best practice implementation to improve efficiencies and standardize practices Improve financials, including raising revenues Improved bottom line through increased sales, streamlining and more efficient operations 28

15 Case Study New Account Growth Net New Non-Time Accounts per Branch/Month Non-Time Checking Savings/MM net new account improvement per office November December January February March April Case Study Accounts Open/Close Ratio Open/Close Ratio Non-Time Accounts Open/Close Ratio Open/Close Ratio Regression Trend Line 1.77 Cornerstone top quartile open/close ratio= November December January February March April 30

16 Case Study Deposit Mix 41% 40% 39% 38% 37% 36% 35% 34% 33% 35.6% 35.8% 35.8% 35.4% Non-Time Deposits Percent of Average Balances 38.5% 38.1% 37.7% 37.3% 440 basis point improvement versus baseline 40.0% 39.3% 39.5% Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul 31 In Summary New technology and products alone not enough Take the short term actions to immediately build deposits Begin to execute long term strategies to secure relationships Develop customer-focused banking Take action now! 32

17 Questions and Answers 33 Bonus for Attendees of the Live Program Register to attend the live webinar and you ll have the opportunity to view the recorded version of the program online twice at no charge. Use this bonus feature to share the program with colleagues or as a refresher for up to 30 days.

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