CCG Catalyst

Bank Sales & Channel Effectiveness

CCG Catalyst

Bank Sales & Channel Effectiveness

Bank Sales & Channel Effectiveness

For organizations focused on growth, one of the biggest opportunities is making sales and business development more productive. When a bank’s sales channels realize their full potential, they not only boost revenue and shares but create a high performance bank pulling together for breakthrough financial results.

What We Do

CCG Catalyst approach is based on our experience of the best demonstrated practices of sales and business development in banking:

Strategy: To be successful, you need a product or service plan with defined expectations, goals and measurable results

Demographics: Understand your market; potential clients, wealth, types of business, revenue and income

Targeted offerings: Identify and focus on the highest priority customer segments with products and solutions that are bundled and priced for maximum revenue, retention and renewals.

Optimized tools and procedures: Develop the right cadence for monitoring the results of customer-facing selling and business development efforts in a timely way, and then reinforce it with effective forecasting, lead generation, back-office technology, support and service.

Performance management: Recruit, train and retain high-potential sales teams; track key measures of their performance and motivate them with pay and incentives that reward success on companywide, as well as individual, metrics.

Sales resource deployment: Develop the right coverage model for each customer segment; assign responsibilities and design territories to make the best use of scarce resources.

How We Can Help

CCG Catalyst helps to drive improvements in productivity and growth beginning with an assessment of a bank’s business development & cross selling systems. We then work with on developing a pragmatic, actionable implementation schedule that can reliably increase business development & sales without disrupting your pipeline.

Customer sweet spot: Zero in on your highest-value customers. If you don’t know which customers are most profitable today or in the future, then any segmentation strategy is futile.

Coverage and capacity: Match the right customers and channels. Technological innovations, maturing markets and more sophisticated clients have opened a host of channels to the customer. Effective business development & sales organizations choose purposely, based on economics, selecting the channel that is most cost effective, yields full revenue potential and ultimately exceeds the banks.

Compensation and incentives design: Align individual success with growth. Most business development executives understand that compensation practices affect their banks’ ability to recruit and retain top talent. Yet surprisingly few design compensation plans to achieve growth targets.

Revenue acceleration: Stop leaving revenue on the table. Some of the biggest profit uplift potential comes from selling more—and smarter—to the current customer base.

Metrics and tracking: Measure what matters. Best-performing banks base their rewards on outcomes. Those output metrics are clear and support specific business goals. They are also externally focused and regularly benchmarked.

Tools and support: Employee’ time should be spent selling. Mobilizing back-office resources to augment field efforts is a powerful force multiplier. The best banks measure customer facing time and use internal support to create more.

More Services

Bank Business Case

Bank Business Case: Evaluation

Bank Business Case: In-House Vs. SaaS

Bank Business Case: Strategic Direction/Opportunity

Bank Core Contract Negotiations

Bank Core Conversion

Bank Core Vendor Evaluation

Bank Credit Risk

Bank Examination Assistance

Bank Fraud Review

Bank Information Technology

Bank IT M&A

Bank IT Performance Improvement

Bank IT Project Effectiveness

Bank IT Strategy

Bank Loan Review

Bank M&A Due Diligence

Bank Market Risk

Bank Merger & Acquisition Planning

Bank Merger Integration

Bank Mergers & Acquisitions

Bank Operational Risk

Bank Optimization

Bank Organization

Bank Retail Assessment

Bank Risk Advisory

Bank Risk Management

Bank Sales & Channel Effectiveness

Bank Strategy

Bank Strategy Assessment

Bank Strategy Planning

Bank Strategy Product Planning

Bank Technology Assessment

Bank Technology Governance

Bank Technology Strategic Planning

Bank Vendor Management

Bank Vendor Management Program Reviews

Line of Bank Business & Product Assessment

Payments

Project Catalyst

Service Operations

Virtual Bank CIO Assistance

Our Team

A collaborative perspective guides CCG Catalyst relationships both internally and with clients. We take a long-term view in our relationships. We strive to build bonds founded on respect, caring, honesty, mutual support, and investment. We work together in a manner that is team-oriented, constructive, and challenging.

Meet Our Team
CCG Catalyst
CCG Catalyst

Phoenix • New York • London • Singapore

Phone: +1-480-744-2240  • Contact Us

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Director of Digital Strategy

Tony Lazare, Digital Technology Manager


Tony Lazare is the Digital Technology Manager. He has 20 years of extensive experience overseeing all aspects of an IT department, including web development, internal development, database management and reporting, quality assurance, and release management. Tony is a dedicated leader with outstanding technical and management skills and a proven track record of success developing and executing IT.

Tiana Brown, Principal


Tiana Brown is one of the Principals at CCG Catalyst. She has more than 10 years of experience in client services, financial services, operations, and consumer and mortgage lending. Her financial services expertise is comprised of both internal and external engagements. She has strategically coached clients at the organizational, leadership and operational level.

As Principal, Tiana’s subject matter includes internal operations, business processes, as well as risk associated with payment and consumer lending processes and structure. Her consulting skills and her depth of knowledge of financial services affords her the ability to guide and work with banks and fintechs to execute strategic plans that result in successful and sustainable outcomes.

John Peckham, Principal


As a Principal at CCG Catalyst, John Peckham has over 25 years as a trusted advisor to the financial services industry. John is a proven senior level executive, with demonstrated success directing business transformation and delivering impactful results within the digital, technology and fintech space.

As bank consulting leader, John has guided clients in banking, fintech, insurance, credit, as well as, both established and start-ups in creating, building, deploying, and excelling at technology based “disruption” of the established financial services industry

Before joining CCG, John held executive and board-level positions in a variety of companies. His banking experience ranges from community to top 100 banking institutions and has held several leadership positions in his tenure.

Kate Drew, Director of Research


Kate Drew is the Director of Research at CCG Catalyst. Her decade of professional experience includes leading data-driven research projects, creating fintech industry thought leadership, and managing editorial content for publications including Business Insider Intelligence and The Value Line Investment Survey.

At CCG, Kate spearheads client-facing research projects on fintech topics including open banking, digital channels, payments, lending, blockchain, artificial intelligence, digital wealth management, and others. She leverages quantitative data as well as conducts field study based on desk research, conference and event findings, and interviews with prominent industry leaders at fintechs, banks, and other financial and nonfinancial institutions. Her research brings voices into data and provides perspectives informed by real experience inside of financial services companies.

Miranda Jenkins, Chief Operating Officer


Miranda Jenkins is the Chief Operating Officer (COO). As a financial professional with more than 10 years of experience, she has assisted and lead strategic planning, analysis, operational management, and technology development work in private equity and hedge funds in the US, Europe, and Asia. She has handled operations of various funds including cash management, hiring, staffing, strategic goal setting, budgeting, technology development, and planning and implementation.

As COO, Miranda works with colleagues across the firm to execute on the overall vision and is responsible for the daily operation of the company. Her uniquely comprehensive background affords her to advise CCG Catalyst and its clients on operational and strategic initiatives.

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