Issues
This financial services institution was seeing new competition coming into its core marketing area. Also, the institutions customer base was older and fewer new customers were coming through the doors. Because of an aging customer base the brand awareness was eroding.

Findings
Through the creation of focus groups, which consisted of both management and non-management personnel, we identified gaps in the current workflow. The institution used a variety of communication practices within departments and across departmental lines. Customer surveys were initiated to gather feedback: on the bank and its’ products and services. The results of the surveys were, customers did not know what products were available or offered; there were new markets identified along with new products needed.

Solutions
Hill Rawls created, and directed new employee training sessions that were designed to:
• Roll out a new brand strategy
• Standardize the communication methodologies
• Clearly defined and institutionalized the workflow process
• Introduce new marketing collaterals
• Improve their selling techniques

Introduced the new Corporate Value Proposition

Launched new branded collateral material. The branding consisted of:
• A Revised Logo
• An Updated Identity Package
• Corporate Brochure/Folders
– Product and Services
• Corporate Tradeshow Display
– Business Units

Results
HRMC centralized the brand for all departments. By training the various business units, we converted their silos into pipelines, to seamlessly communicate the brand essence throughout the organization. As a result we found the following: 52% of the customers came from within a two-three mile radius of the institution; 26% within three-four miles and beyond four miles was approximately 8%. Their commercial relationships extended out twenty miles; commercial accounts represent 50% of their business.