{"id":7138,"date":"2024-10-16T07:16:40","date_gmt":"2024-10-16T06:16:40","guid":{"rendered":"https:\/\/berg-lund.a77-development.de\/case-studies\/sales-strategy-development-for-private-customers\/"},"modified":"2025-02-14T09:44:44","modified_gmt":"2025-02-14T08:44:44","slug":"sales-strategy-development-for-private-customers","status":"publish","type":"case-studies","link":"https:\/\/berg-lund.de\/en\/case-studies\/sales-strategy-development-for-private-customers\/","title":{"rendered":"Sales strategy development for private customers"},"content":{"rendered":"\n<p>Starting Point:<\/p>\n\n<ul class=\"wp-block-list\">\n<li>Overarching strategy in the private customer segment has not been significantly adjusted for around eight years<\/li>\n\n\n\n<li>Many small branches available (regional savings bank), personal presence and visibility established as a strategic principle<\/li>\n\n\n\n<li>Staffing, substitution guidelines, and attractiveness for sales employees as key challenges<\/li>\n\n\n\n<li>Updating the strategy is challenging, as presence is to be retained as the bank&#8217;s DNA, while at the same time problems need to be solved and digital transformation must be driven forward<\/li>\n<\/ul>\n\n<p>Activities BLC:<\/p>\n\n<ul class=\"wp-block-list\">\n<li>Analysis and further improvement of segmentation for private clients<\/li>\n\n\n\n<li>Development of segment-specific strategies, incl. private banking\/asset management <\/li>\n\n\n\n<li>Adaptation of existing product strategies to segment updates<\/li>\n\n\n\n<li>Review of branch network incl. setup of fixed logic for annual review of the network <\/li>\n\n\n\n<li>Development of roadmap for service transformation (process digitalisation &amp; establishment of a \u201cCredit Service Centre +\u201d)<\/li>\n\n\n\n<li>Implementation of an overall HR concept (incl. increasing employer attractiveness)<\/li>\n\n\n\n<li>Adaptation of control and targeting logic in line with new strategy<\/li>\n\n\n\n<li>Accompanying management of further (in particular central) project initiatives in line with overall strategy<\/li>\n<\/ul>\n\n<p>Key results:<\/p>\n\n<ul class=\"wp-block-list\">\n<li>New segmentation logic defined<\/li>\n\n\n\n<li>Segment and product strategies extensively improved (incl. control\/targeting)<\/li>\n\n\n\n<li>Branch network reviewed and regular process established for annual structured review<\/li>\n\n\n\n<li>Service transformation initiated: service centralised in terms of organisational structure and establishment of \u201eCredit Service Centre +\u201c<\/li>\n\n\n\n<li>Personnel measures developed as a key prerequisite for implementation<\/li>\n<\/ul>\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Starting Point: Activities BLC: Key results:<\/p>\n","protected":false},"featured_media":9076,"template":"","meta":{"_acf_changed":false,"footnotes":""},"case-studies-designation":[181],"class_list":["post-7138","case-studies","type-case-studies","status-publish","has-post-thumbnail","hentry","case-studies-designation-finanzdienstleistungen"],"acf":[],"_links":{"self":[{"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/case-studies\/7138","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/case-studies"}],"about":[{"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/types\/case-studies"}],"version-history":[{"count":1,"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/case-studies\/7138\/revisions"}],"predecessor-version":[{"id":7139,"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/case-studies\/7138\/revisions\/7139"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/media\/9076"}],"wp:attachment":[{"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/media?parent=7138"}],"wp:term":[{"taxonomy":"case-studies-designation","embeddable":true,"href":"https:\/\/berg-lund.de\/en\/wp-json\/wp\/v2\/case-studies-designation?post=7138"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}