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Case Study

Enhanc­ing Sales and Chan­nel Man­age­ment in the Bank­ing Industry



Sales and chan­nel man­age­ment play a crit­i­cal role in the bank­ing indus­try and help banks reach and acquire cus­tomers, gen­er­ate rev­enue, and main­tain cus­tomer rela­tion­ships. By effec­tive­ly man­ag­ing sales and chan­nels banks increase cus­tomer sat­is­fac­tion, reten­tion, and loy­al­ty, which ulti­mate­ly leads to increased rev­enue and prof­itabil­i­ty. Remain­ing rel­e­vant and suc­cess­ful requires a robust sales and chan­nel man­age­ment strategy.


The bank of our Client was found­ed over 50 years ago and has con­tin­ued its expan­sion ever since. The Client want­ed to devel­op and imple­ment a Man­age­ment Con­trol Sys­tem (MCS) that would enable them to con­tin­ue its dynam­ic growth by being more effi­cient, and to increase new loans through a more effec­tive sell­ing effort and bet­ter cus­tomer ser­vice. To help dri­ve this effort, Reynard Con­sult­ing was engaged


The Client com­mis­sioned Reynard to analyse the under­ly­ing issues, iden­ti­fy oppor­tu­ni­ty areas and pro­pose high lev­el solutions.

A 3‑week Analy­sis iden­ti­fied the fol­low­ing major opportunities:

  1. The Sales process­es lacked a sys­tem­at­ic approach to plan­ning and con­sis­tent deliv­ery of sell­ing and mar­ket­ing effort.
  2. There was a low ‘Sales Vis­its to New Loans achieved’ ratio.
  3. A per­cep­tion that cus­tomers could be ser­viced more quick­ly, enhanc­ing their expe­ri­ence and satisfaction.
  4. Bet­ter uti­liza­tion of Branch staff dur­ing peri­ods of low cus­tomer activ­i­ty to sup­port sales efforts and increase over­all Branch productivity.


Fol­low­ing the Analy­sis, the main tar­get was set to increase ‘New to Bank Loans’ (New Sales) by 7–13% through a MCS imple­men­ta­tion in 5 select­ed pilot Branches.

Reynard’s Focus Process® iden­ti­fied, quan­ti­fied and val­i­dat­ed the oppor­tu­ni­ties from the Analy­sis phase, begin­ning the buy-in and solu­tion devel­op­ment process. These solu­tions became the core of the MCS that was to be stress test­ed with­in the five very diverse Pilot Branches.

The Focus Process® struc­ture along with coach­ing by Reynard, also allowed the Client team to gain a thor­ough under­stand­ing of change man­age­ment tech­niques and the new and improved ele­ments of the MCS. The fine­ly tuned objec­tives along with the process, sys­tem and skill enhance­ments, were brought to bear dur­ing the Imple­men­ta­tion phase to achieve at least the agreed 7–13% improve­ment target.

The key ini­tia­tives and deliv­er­ables were divid­ed into three stages, rep­re­sent­ing the stages of cus­tomer inter­face: Sales Gen­er­a­tion, In-Branch Process­es and Cus­tomer care.

Sales Gen­er­a­tion

Enhanc­ing direct sales plan­ning, devel­op­ing sell­ing skills, and enrich­ing the month­ly Sales & Mar­ket­ing Activ­i­ty Plan were the key ini­tia­tives for this stage. Their results increased the val­ue of new loans by 38% to 57%.

The Enhanced Direct Sales Plan­ning and Month­ly Activ­i­ty Plan­ner focused on gain­ing addi­tion­al mar­ket share, rein­forc­ing the need for prop­er plan­ning of resources and pri­ori­tis­ing cus­tomers. As a result, the num­ber of face-to-face vis­its increased by 900%.

Final­ly, sev­er­al train­ing ses­sions and in-field coach­ing audits were con­duct­ed to devel­op the sell­ing skills and con­fi­dence of front-line Sales staff and new sales mate­ri­als were devel­oped to sup­port sales and ensure a con­sis­tent cor­po­rate mes­sage was delivered.

“ I am con­fi­dent that Reynard’s high empha­sis on sus­tain­abil­i­ty and organ­i­sa­tion­al align­ment work, com­plet­ed with­in Our Bank, will ensure the con­ti­nu­ity of the Sales and Oper­a­tional per­for­mance improvement. ” 

In-Branch Process­es

Intro­duc­ing Oper­a­tional Stan­dards (Rea­son­able Expectan­cies), Imple­ment­ing a Loan Pro­cess­ing Track­er, enhanc­ing Key Per­for­mance Indi­ca­tors (KPI) and a Dash­board track­er, and dai­ly brief­in­gs were the key ini­tia­tives for this stage. These changes decreased the Loan pro­cess­ing time by over 50%, decreas­ing cus­tomer wait­ing time and result­ed in a causal increase in new­ly imple­ment­ed cus­tomer sat­is­fac­tion track­ing mea­sures. The In-Branch ini­tia­tives also helped dou­ble Branch staff pro­duc­tiv­i­ty and sales by using avail­able time in indi­rect sell­ing efforts, e.g., oppor­tu­ni­ty analy­sis, sales calls, and mar­ket­ing letters.

The new Oper­a­tional Stan­dards enabled a mea­sure of pro­duc­tiv­i­ty and effi­cien­cy for each task, the Loan Pro­cess­ing Track­er iden­ti­fied and resolved sys­tem bot­tle­necks result­ing in a 70% reduc­tion in cus­tomer in-branch wait times and the KPI dash­board track­er and dai­ly brief­ing allowed each Branch to track the val­ue adding activ­i­ties, prop­er report­ing of KRAs, on-time fol­low up of tasks assigned, abil­i­ty to pri­or­i­tize and fix prob­lems and for proac­tive man­age­ment of the Branch.

Cus­tomer Care

To keep cus­tomers com­ing back and being hap­py with the ser­vice, the fol­low­ing things were intro­duced. They asked for feed­back from cus­tomers in real-time, used that feed­back to fig­ure out how to sell to them bet­ter, and made some changes like adjust­ing branch hours and offer­ing refer­ral pro­grams. They also intro­duced a tool to help cus­tomers com­pare loan options.

All these actions were aimed at mak­ing sure the cus­tomers were hap­py and would thus increase cus­tomer retention.

The ini­tia­tives result­ed to an increase on the month­ly net redeemed accounts, i.e., the net num­ber of accounts flow­ing to/from com­peti­tors, and a 50% cus­tomer sat­is­fac­tion score increase using the new­ly devel­oped feed­back mechanisms.


Key results:

38% to 57% 

Increased the val­ue of new loans 


Increased the num­ber of face-to-face visits 


Decreased the Loan pro­cess­ing time 


Reduced cus­tomer in-branch wait times 


Increased cus­tomer sat­is­fac­tion score 


This col­lab­o­ra­tion between the Client and Reynard over-achieved the agreed tar­gets of the pro­gram. We imple­ment­ed new sys­tems and process­es in a sus­tain­able man­ner with full adop­tion. Staff are ful­ly com­pe­tent and con­fi­dent with the new sys­tems, process­es and under­stand the goals.

Impor­tant­ly, the organ­i­sa­tion at the cus­tomer lev­el is now able to under­stand and improve their own per­for­mance and can make incre­men­tal improve­ments in their organ­i­sa­tion every week. This ensures they will keep gen­er­at­ing addi­tion­al val­ue for the fore­see­able future, long after the Project ended.

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