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Client:
Regional bank
Engagement:
Our client was completing the acquisition of several smaller, regional banks and wanted to replace an off-the-shelf, packaged sales training program with an updated, more productive skills model. A key priority was the replacement of lecture-heavy instruction with engaging, competency-based activities. In addition, the client planned to include all branch managers as participants in the initial training phase to assure appropriate follow-through at the point of sale.
Deliverable:
We first reviewed the existing sales training curricula and the organizational support mechanisms in place, including the “Mystery Shop” and the procedures for collecting client information. We interviewed key management representatives and top sales representatives in the current staff to confirm job requirements and competencies as the basis for the new program.
From the research, we proposed and validated a new sales model for the organization with a fully developed set of the following:
Facilitator materials
Participant materials
Recommended “Mystery Shop” protocol
A new instrument for collecting client Information
A job aid for coaching performance at the point of sale
Result:
The client was able to seamlessly and successfully integrate the new program into the organization with support from executive management as an evolutionary—not revolutionary—change. Managers report increased numbers and size of sales by participants, specifically in the products used as applications exercises in the program. Implementation of the proprietary program also resulted in immediate and substantial cost savings. We were subsequently asked to develop a bank products training program, using a similar instructional approach as a means to enhance sales results in specifically targeted products.
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Advisory
