The Small Business Administration’s 7(a) program allows financial institutions to provide capital to businesses that may lack the collateral or cash flow typically required to meet a bank’s standard underwriting policies. With RelPro’s SBA 7(a) loan data, bankers can quickly identify and qualify prospects with loans that fit their specific business development strategy.
Finding the right information efficiently and in context can make all the difference when it comes to growing your business. Now that the RelPro platform has integrated Form 5500 data sourced from the United States Department of Labor (DOL), business development professionals in Financial Services now have valuable additional insights to help them efficiently find and qualify prospects and deepen relationships with existing clients.
Business Development and Relationship Managers at commercial banks are tasked with the almost impossible: keeping up with extensive lists of potential prospect companies and executives across a wide array of industries. Adding to the challenge of establishing and building relationships with small-to-medium-sized businesses is the fact that these companies are hard to find, the landscape is constantly changing (new companies are meeting the targeted revenue criteria all the time), and their executives can be even harder to find. Executive job moves are not as well publicized at SMBs as they are at larger companies, and people tend to move around more often.
If there’s one thing wealth management professionals understand, it’s that personal connections are key to generating new business. No matter the seniority, or the type of client, trust is essential. Advisors work with clients across a variety of industries and specialties, which makes staying informed all the more difficult.
Business Development professionals at Community Banks have an incredibly difficult task: growing their books of business while competing with larger institutions that have far more resources at their disposal. Additionally, the small to medium-sized business market presents unique challenges in uncovering new opportunities and identifying financial decision-makers within those companies. Executive job moves are not as well publicized at SMBs as they are at larger companies, and people tend to move around more often.
The data in our client’s CRM didn’t have information on these new customers contacts – in the C-Suite or in specialized roles. Without the capability or capacity to take this on internally, our client outsourced this project to RelPro for accelerated access to the relationship intelligence they needed.
One of the world’s largest banks came to RelPro for intelligence on Commercial Banking prospects and customers for a major new business development initiative aimed at nurturing deeper relationships with high-level financial decision-makers on their list of targeted mid-market firms.
A leading global financial services focused on global trading activity processing trillions of dollars of security transactions on a daily basis worldwide wanted to establish a strategic dialog with its 30 top strategic accounts. They knew they needed to engage a more senior level of executive and that their CRM and existing data would not enable them to do this.
A large pharmaceutical company was looking to further penetrate their top strategic accounts by gaining intelligence on key executives and finding new connections within these companies. They had made some progress with a few contacts, but wanted to accelerate these key relationships. Their sales operations team initiated a relationship analysis and assessment to better understand their key contacts and find new ones.
Relationships are the foundation of private equity – our client’s COO wanted their firm to have a systematic and scalable approach to “connect the dots” and source relationship intelligence relevant to target acquisitions. The client had relationship data in multiple files and systems – and a great deal of relationship knowledge it was not sharing internally. Its origination analysts spent hours and used multiple external sources to find contacts and context, yet these were not consistently shared with each other, since they were done in a one-off fashion.
A mid-size enterprise software firm had challenges getting the most from its marketing budget. Their sales and relationship management teams attended multiple industry tradeshows, but had trouble quantifying their impact. They wanted to campaign to attendees before events – and better prioritize leads. In addition, the chief marketing officer wanted to model the best-performing prospects and customers to find more like them, and to make relationship intelligence accessible to sales and relationship managers.
The CEO of a cyber risk solutions company wanted to improve visibility into its relationships with Fortune 500 companies – those that the firm had relationships with, and those that were not serviced by the firm. The chief marketing officer wanted to assess their go-to-market sales and marketing approach for improved new client acquisition and cross-sell opportunities, especially with C-Suite executives.
With plans for rapid expansion and new funds from investors, our client hired a new Chief Marketing Officer (CMO) whose first priority was to establish a firm foundation for growth through a reconfigured marketing and sales process. In particular, the CMO wanted to make the sales team proactive and focus their time on pursuing leads qualified through outbound marketing campaigns rather than wait for leads to materialize through their website or spend time hunting for them.
Our client was preparing to launch a new technology product through their first major outbound marketing campaign. They needed a sales intelligence solution that would help them build a list of of prospective customers. The team had specific roles to target and they wanted a resource that would help them identify companies with specific software components in their tech stack.