Transforming Customer Experience to Increase Loyalty and Revenue

Financial Industry Case Study

U.S. Independent Community Bank: Retail Division


  • Insufficient differentiation to retain customers in a competitive, commoditized market
  • Lack of agility to keep up with fast-changing consumer banking preferences and behaviors
  • Need for increased organizational and process consistency across 175 branches while growing quickly


  • Develop the retail division to drive revenue through increased customer engagement and loyalty
  • Build a highly-engaged workforce to retain clients through a customer-centric, needs-based approach that align a broader array of products and services with individual client needs


  • The retail division was not viewed as a valued revenue driver for the organization
  • A transactional sales model focused on increasing the number of accounts rather than offering a holistic suite of products to attract and retain customers
  • Branch leaders focused on individual tasks versus shared accountability for organizational outcomes



The Retail division executive selected Gap International’s Breakthrough Course Online® as the formal kickoff for a new, year-long internal program for high-potential leaders.


Leaders completed the course to accomplish three main objectives:

  • Build the Retail division into a key revenue driver by thinking bigger
  • Master the ability to create strong customer relationships
  • Shift from focusing on individual tasks to owning overall outcomes Each leader delivered a breakthrough project based on principles from the course.



The leaders achieved impressive and sustainable results:

  • The retail division delivered two consecutive best quarters on record
  • 100% of branches contributed investment revenue, a 9% improvement over the prior year
  • The division became recognized as a key revenue driver and feeder for the commercial business
  • The Breakthrough Course Online was adopted as the annual kickoff for each class of high-potential leaders
  • Four of the first participants were promoted to territory manager positions


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