Articles by Bob Dye
Bob Dye, general manager and coo
Before joining RFG in 2004, Bob was a senior vice president with Bank One and a senior vice president with The First National Bank of Chicago. While with Bank One, Bob managed their top performing retail group in the nation - as measured by overall peer group performance over a three-year period. Prior to Bank One and First Chicago, Bob managed all aspects of Retail Banking for Gary-Wheaton Corporation -- a highly successful bank holding company based in the western suburbs of Chicago. Bob has an MBA from the University of Chicago, and a BA in Economics from Wheaton College in Wheaton, Illinois. He has been the retail banking section leader and an instructor at the Graduate School of Banking in Madison, Wisconsin since 1981. Bob has been a top rated instructor at 13 Banking Schools, and a top rated speaker at more than 300 banking conferences in 35 states -- frequently speaking on retail banking, marketing, sales and sales-management related topics.
The financial meltdown resulting from the subprime mortgage crisis raised the debate about the role of financial institutions and the role of regulators in an increasingly interconnected and rapidly changing world. As a longtime advocate for community-based financial institutions, Open Solutions Inc. Chairman and CEO, Louis Hernandez, Jr., felt compelled to join the debate with his book “Too Small to Fail” to provide a voice for community-based institutions.
Having high service quality makes it easier to grow the business organically. The goodwill created by being known for exceptional service can be powerful in terms of retention (customer and employee), cross-sales and referrals. Most organizations want to provide exceptional service; very few organizations have the resources, training, culture, creativity and focus to actually be exceptional.
This is part two of a two-part interview with Bruce Philp, branding expert and co-author of the book, “The Orange Code: How ING Direct Succeeded by Being a Rebel with a Cause.”
I don’t know that there is anything inherently wrong with the traditional model as a business structure. What I think needed to be reinvented was its purpose. There is something kind of adversarial about the nature of retail banking as the consumer experiences it.
