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By The Numbers: Benchmarking Bank Brokerage

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Examine Use of Benchmarking Data to Improve Performance ... Selectivity bias: more likely to participate in survey if your performance is above average ... – PowerPoint PPT presentation

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Title: By The Numbers: Benchmarking Bank Brokerage


1
By The NumbersBenchmarking Bank Brokerage
  • BISA Community Regional Bank Forum
  • Omni Interlocken Resort, Colorado
  • September 17, 2006

2
Examine Use of Benchmarking Data to Improve
Performance
  • Benchmark performance How does my program stack
    up?
  • Understand the key drivers of performance What
    are the levers we can use to improve productivity
    and penetration of our opportunity?
  • Identify best practices How do the top
    performers excel?

3
Kehrer-INVEST Community Bank Brokerage Study
  • Detailed questionnaires completed by
  • 26 community banks less than 2 billion in
    retail deposits
  • 25 super community banks 2-7 billion
  • 19 regional banks 7-35 billion
  • 12 TPMs provided data on 3,000 financial
    institution subscribers
  • account for 31 of all bank investment sales

4
Broker Productivity
  • Average annual gross revenue of bank brokers does
    not depend on the size of the bank

5
Broker Productivity
  • The average broker productivity in the TPMs is
    less than half the average reported in our survey
  • Selectivity bias more likely to participate in
    survey if your performance is above average
  • Including the TPM data allows us to include weak
    or half-hearted programs

6
Deposit Revenue Penetration
  • Better benchmark for a bank is comparing
    brokerage revenue to the banks opportunity
  • Comparing deposit penetration enables us to
    compare banks of different sizes

7
Household Revenue Penetration
  • An alternative measure of the size of the banks
    opportunity is the number of bank customer
    households
  • Banks and credit unions have wide variation in
    deposits per household
  • Community banks in survey had 36 higher revenue
    than super community banks, controlling for their
    size

8
Impact of Broker Coverage on Household Revenue
Penetration
  • Adding brokers increases revenue penetration
  • Why dont all banks hire more brokers?

9
Impact of Broker Coverage on Broker Sales
Productivity
  • Shrinking household territories can compress
    broker productivity
  • Note that productivity actually increases in
    banks with very thin coverage if they increase
    rep headcount
  • How many brokers should a bank have?

10
Best Practices Analysis
  • ? Choose measure of top performance
  • top quartile in profit contribution from retail
    investment services per bank customer household
  • top 25 in household profit penetration
  • ? Determine what those best practices bank
    brokerages do differently from others

11
Rep Household Coverage2005
  • ? Reps in best practices bank brokerages have
    household sales territories that are 43 smaller
    than other banks
  • Most banks have too few reps for the size of
    their customer base
  • The other banks would have to increase their
    broker headcount by 72 to have the same
    household coverage as the best practices banks

12
Broker Coverage by Size of Institution
  • Controlling for their size, community banks in
    survey had 20 more brokers than super community
    banks
  • Broker coverage accounts for 55 of variation in
    household penetration by bank size

13
Referral Performance2005
  • ? Best practices bank brokerages produce 28 more
    referrals, controlling for the size of the bank
  • Referral penetration has declined in both best
    practices and non-best practices banks
  • Not as much of a key driver of top performance as
    in the past

14
Referrals per Broker2005
  • Best practices bank brokerages produce just 5
    more referrals per broker
  • The larger number of referrals are spread over a
    larger number of reps
  • Referrals per broker have declined 35 since 2001

15
Summary
  • Benchmarking data can help you gauge how your
    program shapes up, and understand your
    performance in the context of industry trends
  • Benchmarking surveys tend to be biased upwards,
    because banks are more likely to participate if
    they have good performance
  • You should benchmark both results e.g., customer
    penetration and key drivers of performance
    e.g., coverage, referrals, etc.
  • Benchmarks may be even more valuable in
    identifying key drivers of performance and best
    practices

16
Kehrer-INVEST Community Bank Brokerage Study
  • Many more benchmarks
  • Available in October
  • www.kehrerlimra.com
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