A bank with 125 branches faced with a problem of stagnating sales. Overall management considered that Branches are highly capable of sales and they lacked proper products. A detail branch network diagnosis was performed by Arête Financial partners of the situation. Diagnosis revealed that 80% of the branch people time was spent on administrative or processing work. Main source of the sales was walk-in Clients. Each branch operated as independent bank despite central technology.

Arête Financial Partners worked with the Retail banking team to re-engineer the branches. All current branch processes were mapped. For each process, baseline metrics and controls were documented. After “As-Is” process mapping was completed, a “Case for Action” and “Vision” for branches was defined. A survey to measure Customer Expectation was completed. Benchmarking vs. key competitor was completed. These were used as inputs to design “To-Be” process.

As a result of branch re-engineering, Overall sales increased to 55% from proactive sales. A central operations unit was created to handle all non essential processes outside the branch thereby increasing the sales capacity. There was 30% improvement in productivity which saves about 300 FTE. Branches were converted to universal centers whereby customers could do transactions with any branch outlet rather just their home branch before. Customer waiting time was reduced from average 32 minutes to less than 5 minutes