Key Prac­tices and Behav­ioral Audit­ing grow sales in retail bank­ing: A Suc­cess Story

BACKGROUND

In the bank­ing indus­try, sales and chan­nel man­age­ment hold sig­nif­i­cant impor­tance as they enable banks to con­nect with cur­rent and poten­tial cus­tomers, earn rev­enue, and uphold cus­tomer rela­tion­ships. Through effi­cient sales and chan­nel man­age­ment, banks can grow sales and achieve high­er prof­itabil­i­ty and rev­enue. To ensure con­tin­ued suc­cess, a strong foun­da­tion for sales and chan­nel man­age­ment is essential.

THE CHALLENGE

The Client is a top 10 Indone­sian bank with a strong pres­ence in both the retail and SME sec­tors. Orig­i­nal­ly the cor­po­rate focus had been on ser­vice qual­i­ty. With hun­dreds of retail branch­es nation­wide, the bank ranked in the nation­al top 3 for ser­vice qual­i­ty. With the rapid expan­sion in the mar­ket and increased com­pe­ti­tion, The Client part­nered with Reynard to change focus to become a more sales ori­en­tat­ed business.

ANALYSIS

With the above objec­tive in mind, Reynard con­duct­ed an ini­tial Analy­sis of the bank’s oper­a­tions in to help iden­ti­fy the issues and oppor­tu­ni­ties for improv­ing sales.

A recent re-organization with­in the bank had pro­duced a pool of excess branch employ­ees who were sim­ply trans­ferred as ‘sales’ staff into the key branch­es. With lit­tle train­ing, there was a lack of under­stand­ing of their new roles, a lack of tools to help them sell and con­se­quent­ly, extreme­ly low sales activ­i­ty lev­els (calls, vis­its and inter­ac­tion with walk-in customers).

Com­pound­ing these issues, the branch man­age­ment team had lit­tle expe­ri­ence of man­ag­ing a proac­tive sales process and were unable to guide these new­ly formed teams. No lead­ing ‘sales’ KPI’s were available.

Reynard felt that by joint­ly tack­ling these issues, sales pro­duc­tiv­i­ty could eas­i­ly be dou­bled, increas­ing the lev­el of new acquisitions.

PROJECT APPROACH

Fol­low­ing the Analy­sis, the Client and Reynard joint­ly launched a branch sales improve­ment project with the aim of dou­bling the sales pro­duc­tiv­i­ty in 40 select­ed A‑Class Branches.

A staged approach was tak­en first­ly by devel­op­ing a revised sales sys­tem, and to roll this out on a tri­al basis in a lim­it­ed num­ber of branch­es. Sec­ond­ly, to broad­en the roll­out to addi­tion­al branch­es and third­ly, to sus­tain the change process thus far using sit­u­a­tion­al lead­er­ship, and help­ing the Client pre­pare for roll out to all branch­es of the bank.

“The Project has been a great suc­cess. Pro­duc­tiv­i­ty has more than dou­bled and new sales items have increased by over 30%. Our sales team is now behav­ing in a more results-driven man­ner and using the Reynard Behav­iour­al Audit Sys­tem we are con­fi­dent that this step improve­ment can be sustained.”

Direc­tor, Shared Distribution

RESULTS

With­in 6 months, pro­duc­tiv­i­ty had dou­bled in all the 40 select­ed A‑class branch­es and new sales acqui­si­tions had improved by over 30%. These results were achieved through the intro­duc­tion of 5 key work­ing practices: