Generating Small Business Revenue
through Customer Loyalty
Simple ideas to grow business customer
relationships between transactions
Welcome! We’ll be starting shortly.
®
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Our Discussion
LEARN. PARTICIPATE. ENJOY. BENEFIT.
Your host, Lori Spangler
•
Think like a small business owner
• Focus on small customer needs
• Why small businesses select a financial institution
• How Deluxe can help you retain and grow small
business customers
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Our Speakers
Buck Bierly
Founder and President
MZ Bierly Consulting, Inc.
Russ Belland
Director of Small Business Programs
Deluxe Corp
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Reactive vs. Proactive Selling
Source
of Leads
Reactive
“Walk-ins”, Referrals,
Customer requests
Sales
Process
Responding to Requests
and Inquiries
Customer is motivated to
buy. Customer is providing
energy to complete
purchase.
Sales Process
Elements
Requires product
knowledge
 Focus on product features
and benefits
 Question sequence around
use of product
 Focus on efficient and
quality service
 Little or no follow-up
 Emphasis on tic marks
 Some relationship profiling
(with little follow-up)

Skills
Needed
Selling on demand
 Feature and benefit selling
 Handling high volume of
routine transactions
 Handling complaints
 Referring as appropriate
 Time management
 Basic to good product
knowledge

Reacting to opportunities presented to you.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Reactive vs. Proactive Selling
Source of Leads
Sales Process
Proactive Selling
Proactive
Campaigns, blitzes, working
customers and prospects
for additional products
Salesperson creates
motivation to buy;
salesperson is providing
energy to create and
close opportunity.
Sales Process Elements






Build Long-Term
Relationship
Proactive
Focus on wallet share,
depth of relationship,
creating loyalty, getting first
and last look at all
opportunities
Salesperson provides
value to customers and
prospects looking for
RQS. Becomes the topof-mind resource for
financial needs.







Salesperson initiated selling, more
sales calls
Initial identification of needs
Selling additional products to all
customers (cross-selling)
Relationship profiling
Campaigns to targeted groups
Follow-up on targeted groups
Value-added and consultative
approach
Consolidation of relationships
Proactive identification of financial
business objectives and goals
Team selling approach
Scheduled relationship reviews
Selling multiple products in each
sales cycle
Clearly differentiated value
proposition that matches customer
and prospect value system
Skills Needed





Identification of high-potential clients
Knowledge of full product line
More flexible handling of complaints
Unfocused prospecting
Some business operations and industry
specific knowledge
Establishing and expanding
relationships
 Calls on customers and prospects
between transactions
 Focus on current and future needs
 Identifying value systems and matching
with value proposition
 Advanced product knowledge
 Industry business knowledge
 Actively managing referral sources
 Continuous needs identification

Proactively creating opportunities.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
A Focus on Building Relationships
Professional Practice: 6-years, $800,000 in sales
Business
Owner
DDA
DDA
MMA
MMA
Web-Based Banking
Web-Based Banking
Line of Credit
Investments
Internet Banking
Retirement
Equipment Loan/Lease
Mortgage
SEP
HELOC
Liability Insurance
Term Life
Total: 7
Total: 7
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
A Focus on Building Relationships
Business Services Firm: 11-years, $3,000,000 in sales
Business
Owner
DDA
DDA
MMA
MMA
Web-Based Banking
Web-Based Banking Aggregation
Line of Credit
Investments
Equipment Loan/Lease
Retirement
Commercial Mortgage
Mortgage
401(k)
HELOC
Liability Insurance
Term Life
Key Man Insurance
Buy/Sell Agreement
Total: 9
Total: 7
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Building Relationships: A Defined Process
It’s the same for each source
– Identify the right
businesses
– Plan the relationship
building process
– Execute the plan
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Building Relationship “Loyalty”
•
Customer loyalty is enhanced when we have multiple product
categories installed in a customer relationship
– Aim for more than 5.0
– Customer loyalty may be damaged by excessive “blitzing” or
“campaigning”
•
The quality of relationship is determined by how well we match the
customer’s values with our value proposition
– Some customer needs may be tangible; some may be intangible
– Some customer needs may be explicit; some may be implied
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Focus on Your Top Business Customers
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Identify the Opportunities
Compare what they have with you.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Identify the Opportunities
Compare what they have with you
with what they probably have with
all their financial service providers.
Business
Owner
DDA
DDA
MMA
MMA
Web-Based Banking and
Cash Management
Web-Based Banking
Aggregation
Line of Credit
Investments
Equipment Loan and
Lease
Retirement
Commercial Mortgage
Mortgage
401(k)
HELOC
Liability Insurance
Term Life
Key Man Insurance
Buy and Sell Agreement
Total: 10
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Total: 7
Building Loyalty
Value Systems: Business Owners in the Business Banking Segment
"If you have to choose, you prefer to use an institution providing better
fees and interest rates than a higher level of personal service"
40%
Price Shoppers =
44.40%
Neither =
34.06%
30%
Relationship/Quality/Service
Shoppers = 21.54%
RQS + Neither = 55.60%
20%
10%
0%
Agree Strongly
Agree
Neither Agree
nor Disagree
Disagree
Disagree
Strongly
Courtesy of Business Banking Board
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Building Loyalty
Value Systems: Business Owners in the Business Banking Segment
Relationship/Quality/Service Attributes
• Understands what I want and how I operate
• Gives me a main contact at the bank
• Knows the history of my business
• Knows my line of business
• Stays responsive to my on-going, changing needs
• Proactively introduces services that apply to me
• Knows me and I know them on a personal level
• Has personnel who are well trained
• Does not high pressure me into anything
• Puts the my needs and interests first
• Solves my problems promptly
• Is willing to work with me
• Considers me important and valuable
• Meets my credit needs
• Gives me quick access to information I need
• Has developed products and services that are easier to use
• Gives me immediate availability on your money
• Has convenient locations
• Makes my life a little easier
• Makes it easy to get to the right person
• Enables me to deal with people who are going to
be there tomorrow
• Helps me avoid spending a lot of time at the
bank waiting
• Enables me to give added benefits to my
employees
• Gives me confidence that our funds are secure
• Helps me get more back on my money
Price/Transaction Attributes
• Helps me cut my costs
• Doesn't nickel and dime me
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
A Relationship Building
Process
THE RIGHT VALUE PROPOSITION
•
A relationship building process demonstrates a
value proposition
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
The Right Value Proposition
Typical Banker value propositions:
•
Low-price and low-structure provider
– Tell me what you have at your current bank. We’ll beat it.
•
Service
– We’ll be accessible and responsive. You’ll think you’re my only
client.
•
Experience and Expertise
– I’ll understand your business, anticipate your needs, and help
you navigate through increasingly complex financial choices. . .
better than any other banker
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
In the SME market the deposit relationship is “the
Relationship”
– The majority of businesses in the SME segment do not use
business loans
– The deposit relationship is key to the banking relationship
Deposit Only
74%
Loan and Deposit
21%
Loan Only
5%
Courtesy of First Manhattan Consulting Group, October 2007
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Without an articulated process for becoming the primary
“relationship” bank many banks [and Bankers] are
repeating “familiar” behaviors such as:
– Leading with loans
– Assuming that if they get the loan all else will follow
– Asking the same old questions
– Selling at a product level
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
It’s not really about deposit “products”. It’s about:
– Thoroughly understanding their business and financial
operations (the underlying collection, disbursement, and cash
cycle)
– These “regular reviews” can help you and your client or prospect
to identify solutions that can positively impact (optimize) those
processes
– The result: increased differentiation and loyalty that allows you to
improve retention, expansion, and acquisition of relationships
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
Business Operations drive Financial Operations. . . and the
underlying processes.
In effective relationship-building calls,
the banker shifts his thinking to think
like the Business Owner.
The Business Owner thinks from top to
bottom. This requires an adjustment in
the question sequence on sales calls.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
Understanding the cashcycle is a part of the
financial operations
focus
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
1. How is the cash-cycle
structured today?
2. How will it change as
changing business
operations change the
financial operations?
EDI
Checks
ACH
Additional DDA
Merchant
Processing
Additional DDA
Operating
Account
Card
Disbursements
Line of Credit
Money Market
ACH Payments
ACH Debits
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Vendor
Payments
By Check
The Competition Gets Mixed Reviews
•
The competition isn’t meeting the needs of business
owners
– 57% of businesses have increased their deposit balances in the
past 12 months
– Only 35% of businesses feel banks do a good job of managing
deposits into higher earning assets
– Over 50% of businesses cite that their primary bank has not
discussed strategies to help them make the best use of cash
deposits
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
What Questions Will You Use?
Plan the Call
Open
1. Get Comfortable
2. Build Rapport
3. Set a Tone
4. Check Client's Interest
Identify and
Develop Needs
1. Identify Multiple Needs
2. Develop Each Need
3. Agree on Needs
4. Check Client's Interest
Offer Possible
Solutions
1. Identify Solutions
2. Define Solutions
3. Agree on Solutions or
Next Steps
4. Check Client's Interest
Address
Objections
Ask for
Commitment to
Next Step
1. Acknowledge Objection
2. Clarify Objection
3. Resolve Objection
4. Check Objection Resolution
1. Close the Call
2. Ask for Next Step
3. Set Date
Planning the Question Set. . .
Demonstrating your Value
Proposition
1.
Where are you banking?
2.
What products are you using?
3.
How are they priced and structured?
4.
What are two things that you wish your
current bank was doing but they’re not?
5.
Can I have a copy of your statements to
put together an offer of how we would
handle your banking relationship?
Next Step
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
What Questions Will You Use?
Plan the Call
Open
1. Get Comfortable
2. Build Rapport
3. Set a Tone
4. Check Client's Interest
Identify and
Develop Needs
1. Identify Multiple Needs
2. Develop Each Need
3. Agree on Needs
4. Check Client's Interest
Offer Possible
Solutions
1. Identify Solutions
2. Define Solutions
3. Agree on Solutions or
Next Steps
4. Check Client's Interest
Address
Objections
Ask for
Commitment to
Next Step
Next Step
Planning the Question Set. . .
Demonstrating your Value
Proposition
1. Acknowledge Objection
2. Clarify Objection
3. Resolve Objection
4. Check Objection Resolution
1. Close the Call
2. Ask for Next Step
3. Set Date
These are the best questions for
retaining, expanding and
acquiring relationships with
business owners.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Identify the Deposit Opportunities in Your Client Base
–
Review the relationship profiles for your top clients
•
–
Look for current deposit opportunities
Identify all clients that have no or limited cash management services
with you
•
Within these relationships, what cash management services are being used
at other financial institutions?
•
Do you have a cash-cycle map for this relationship?
•
Do you know the one-year and three-year business objectives for this
relationship?
•
How will the business and financial operations change?
•
Are the current cash management solutions good enough to meet the oneyear and three-year changes?
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Plan a cash-cycle call for clients where you’ve identified an
opportunity
–
–
–
–
–
Do your homework on the industry and the business
Anticipate what their cash cycle looks like, the possible problems and
the implications of the problems
Use the cash cycle to “lead” the focus of the call
Properly frame the call around business and financial operations
Ask enough questions to fully understand their business
•
•
•
–
How they currently manage their payments and cash-cycle
How they currently manage their excess cash
How needs are likely to change over the next 1, 3 and 5 years
Don’t discuss solutions one-at-a-time
•
•
Wait until you have the full picture of their current and future needs
Ask for an opportunity to present a full proposal
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Execute a cash-cycle call. Begin the call with the usual opening, then
frame your call with the following value statement:
–
“As a Relationship Manager I have an opportunity to work with companies in a wide range of
industries. Over the years, I’ve found that most companies are well versed in their credit needs
but seem less focused on the importance of managing their payments and cash. Time after time,
I’ve found that a periodic review of a company’s overall cash cycle can ensure the best possible
use of its cash. And, with today’s economic uncertainty, making the best and safest use of those
deposits has never been more important.”
–
“With your permission, I would like to spend a few minutes exploring three areas: how your
payment and disbursement processes are working, how you are managing your cash today and
how your cash-cycle may change over the next year or two.”
–
“My objective is not to offer you a quick solution but to get a thorough understanding of how you
manage your cash. With that information in hand, I may be able to develop some suggestions for
optimizing your cash cycle. . . from a safety perspective as well as a best-use-of-your-deposits
perspective.”
–
“May I ask you a few questions?”
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Financial Operation Questions (avoid shortcuts or skipping questions)
1.
When you sell your products and services, what are the typical terms you
extend to your customers?
2.
Typically how do your customers pay you? For example, what percentage of
your customers pays with cash? With credit cards? Electronically? Any other?
3.
When you receive a bill or invoice from a supplier or vendor, what are the typical
payment terms they extend to you?
4.
Typically how do you pay your suppliers or vendors? For example, what
percentage of your bills are paid by check? With credit cards? Electronically or
on-line? Any other?
5.
Would you take a few minutes to explain how payments move through your
business once you receive them? Who touches the payment, what accounts are
used?
6.
How do you move your funds from account to account?
7.
How much time each week does your staff spend managing your payments and
cash?
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Financial Operation Questions (avoid shortcuts or skipping questions)
8.
How about your cash needs for the next 6 to 12 months? Beyond that?
9.
As you identify idle cash balances available for interest-earning deposits, what is the
most important issue to you, rate or availability? Why?
10. How will that decision affect the way you manage your deposit accounts as your business
demands change over the next year? As your business grows?
11. Over the next year will availability of your cash balances be important? Or, can you utilize
some portion of those balances in some type of interest-earning strategy?
12. What type of deposit accounts do you currently have in place? With whom?
13. What are the balances? What are the rates?
14. Do you have other deposits or investments in place? With whom?
15. What new deposit products or services have you considered in the past six months?
Remote deposit capture, sweep accounts, lock box?
16. Which of these deposit issues would you describe as your highest priority?
17. I have some ideas that might help you resolve that priority. Here’s what I’m thinking…
18. I’d like to help you resolve it. Here are some possible next steps.
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Build Loyalty: The Deposit Relationship
•
Do you have the whole
picture?
–
–
–
Having completed the
cash-cycle Review
Questions you should be
able to map the payment
and cash-cycle of the
company. Now show it
to the client.
Think total relationship:
do you see any “better
alternatives” than what
they are currently using?
How about as the
business operations
change over the next 1
to 3 years?
ACH
EDI
Checks (RDC)
Number per Month? 6
Average Amount?
$125,000
Number per Month? 4
Average Amount?
$150,000
Number per Month? 19
Average Amount?
$35,000
TriState Engineering
Sales: $24,000,000
Years in Business: 18
401K Account
Average Balance?
$17,000
FSA Account
Operating Account
Average Balance? $6,500
Number of Checks? 40
Average Balance in Account?
$50,000
Card Disbursements
Line of Credit
Type? Amex
Number of Cards? 35
Avg Balances? $25,000
Credit Limit? $1,500,000
How often Used? 5X
Annually
Sweep to MMA
How many Transfers
per Month? 20
Average Balance?
$750,000
Current Rate?
2.15%
ACH Payments
Number per Month? 6
Average Amount?
$60,000
ACH Debits
Number per Month? 5
Average Amount?
$150,000
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
© 2008-2009 MZ BIERLY CONSULTING, INC.
Vendor Payments
By Check
Checks per Month? 20
Average Amount?
$15,000
Simply the better way to serve business customers
A World-Class Business Program
Endorsed by Your Financial Institution
®
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Small Business Trends
•
Typical business touch points:
– Deposit products
– Credit products
•
Retaining customers and
strengthening relationships is
essential
•
You can become a valued partner
– Deluxe can help
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Deluxe for business
Strategies:
–Add value to Bank relationship with the
small business
• Can Deluxe come up with an offer that helps position
the bank as more of a business partner with the
small business.
–Add value to Deluxe relationship with the
small business
• Become a true marketing partner for the small
business
• Offer products and services that will allow small
businesses to succeed
–Help small businesses thrive!
Take the business program to the next level
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Deluxe Business Success Kit
•
A unique Deluxe program that delivers affordable marketing
products & services into the hands of business account holders
–
–
•
Each Kit includes:
–
–
–
–
•
Providing them the marketing tools they need to grow & thrive
A valuable gift to help them get there
Informative materials
Ideas
Affordable solutions to help your business clients ‘get’ and ‘keep’
customers
A $100 Deluxe-sponsored coupon to be used for any business-building
product in the Deluxe IdeaBook®
Your staff can strengthen relationships and grow loyalty by sharing
this value-add with small business customers
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Deluxe Marketing Expertise
•
We create a relationship with the customer to get them the right product with the
right service
•
Use of proven customer retention strategies
–
–
–
•
Focus on three primary stages of the customer life cycle
–
–
–
•
Highly complex segmentation, profiling, and scoring
Predictive modeling
Multi-variant testing
First-time buyers
Active two-time buyers
Inactive customers
Variety of media options
–
–
–
Catalogs, solo mailings, multi-mailers
Email
Outbound phone programs
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Customer Loyalty: Increased Penetration
•
•
•
Deluxe Business
Advantage® increases the
percentage of customers
who order checks when
referred by their financial
institution
When Deluxe Business
Advantage is used, 50% of
new business customers
place a check order
That’s double what a
financial institution would
see in a typical financial
institution-managed
program
Business Product
Order Penetration
20%
Financial
Institution
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
50%
Deluxe
Business
Advantage
Customer Loyalty: Higher Retention
•
•
•
•
Higher customer penetration
Increase average order value
Increase breadth of products
sold
Leads referred back to the
financial institution
Customer Retention
Year One
46%
Financial
Institution
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
62%
Deluxe
Business
Advantage
Customer Loyalty: Increase Average Order
•
•
•
Increase average order
value
Doubles the average order
value (compared with
traditional financial
institution-managed
program)
When Deluxe takes the
initial order from the
customer, order value
increases by an additional
15-20%
Average Order Value
$52
Financial
Institution
$90
Deluxe
Business
Advantage
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Retention Marketing: Win-Win
•
A win-win for financial institutions and small businesses
– DBA increases positive metrics:
•
Penetration rates
•
Higher customer retention
•
Increased order value
•
Increased products sold
•
Increased referred leads back to the financial institution
– From the first order forward, Deluxe Business Advantage helps
you maintain customer loyalty, maximizing revenue
*Deluxe
2007 Customer Satisfaction Survey
With Deluxe Business Advantage, 88% of customers are likely to purchase again.*
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Your Questions
•
Feel free to ask your questions now
– Enter your question in the field provided on your screen
– Ask additional questions by sending an email to
[email protected]
– Within a week, a recording of this session will be posted on
www.deluxe.com/dbasimplybetter
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Closing Survey
1.
Please rate the value
of this web seminar:
a.
b.
c.
d.
e.
3..
5 – Excellent
4 – Good
3 – Average
2 – Below Average
1 – Poor
Please rate your branch’s
experience in using Deluxe
Business Advantage®:
a.
b.
c.
d.
e.
2.
5 – Excellent
4 – Good
3 – Average
2 – Below Average
1 – Poor
Please rate your overall experience
with today’s seminar (accessing,
instructions, polling, ease of
following along, etc.):
a.
b.
c.
d.
e.
4.
5 – Excellent
4 – Good
3 – Average
2 – Below Average
1 – Poor
Please rate your branch’s interest in
learning more about MZ Bierly
Consulting?
a. 5 – Very interested
b. 4 – Interested
c. 3 – Not sure
d. 2 – Not very interested
e. 1 – Not interested at all
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.
Simply the better way to serve business customers
Thank You
®
© 2009 Deluxe Enterprise Operations, Inc. All rights reserved. Proprietary and Confidential.