Increasing Sales Time, Revenues, Customer Service
Setting: In this major US bank’s Small Business Service group, small-business relationship managers were too busy to generate more sales than they already handled. We worked with the bank to create a telephone-based team to support specific managers and named customers. Team members were given manager-level authority and we trained them to handle day-to-day service requests.
Outcome: Relationship managers got 20 percent more time to sell. Revenues went up by 10 percent, cost-to-serve down by 15 percent. And surveys showed business customers rated the service more highly.
Sales Meeting Activities
Setting: For a major regional bank, we developed several series of sales meeting activities for sales team leaders to run with their teams to reinforce and practice sales techniques and procedures.
Outcome: More precise coaching of sellers leading to more opportunities identified and more sales results . . . and (as an extra bonus) clear indications about which sales team leaders were willing to coach and which weren’t.
Increasing Referrals to Partners
Setting: In support of a broader sales restructuring, we trained a regional manager and his area sales managers to coach specific sales behaviors known to generate higher levels of referrals and small business household penetration.
Outcome: Within one month, referral rates increased 20% across a sales force of 70 small business bankers.
Increasing Cross Sells
Setting: For a major regional bank, we developed a comprehensive prospecting, selling, and sales management process designed to increase sales of deposits, cash management, and other fee-based products while differentiating the bank from other banks in highly competitive markets.
Outcome: Teams and individuals using the process reported significant increases in cross sells, consistent client remarks regarding differentiation vis-à-vis other banks, and increases in overall deposit and loan production.