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Banking

Specifications of the Banking Sector

In recent years, there has been an increase of sales activities in bank branches. Competition in all aspects of banking - from retail to corporate clients - is forcing management to put more pressure on across all segments. The most significant changes occurred in the broad range of products now offered. Managers therefore have to focus on the changes which result in the greatest financial yield.

Some bank institutions have started to gradually adopt an „Activities Management System“, which helps them to utilize all the reserves in the market network. It is based on the idea that a branch is not a showcase for a bank, but its sales floor.

Typical potential areas in sales activities

The following description contains parameters important in the banking sector. Improvement in these areas usually brings significant results.

Note: Since each bank has different needs, an individual approach is necessary. Please contact banking consultants for more information.

Retail Banking

Active Counter Offer Rate

  • Active offer: standard is 11-16% (after finalization of project possibly 28-32% (see results)
  • 10-20% of the sales in the average branch are achieved by active communication with walk-ins (after finalization of the project it can be as high as 67% (see results)

Passive Counter Offer Rate

  • 80% of sales in average branch are achieved by passive offers

Walk-in Traffic

  • On average, 100-300 clients daily for a branch
  • On average, 27 clients per teller

Conversion of services into sales activities

  • Sales activities never increase as a sole result of the elimination of administrative activities

Cross-sell Ratio

  • On average 1,5 - 2,4

Activities Centralization

  • Administrative activities take 25-35% of a branch teller's time
  • Internal communication takes an additional 20-30% of time
  • Sales management then takes only 10-15% of the branch manager's time
  • Coaching as a managerial tool is then using only 2% of a branch manager's time
  • The most significant cause of wasted time is reading and responding to emails

Internal Processes - applications and approvals

  • Mortgages
  • Personal loans
  • Credit Cards

Branch Locations

  • Trade area potential
  • Location scorecard
  • Though useful for approving new branch locations, it is also effective for evaluating current locations

SME Banking

Hunter / Farmer business concept
Relationship Development Officer / relationship Maintenance Officer Business concept
Number of credit and non-credit clients
Hunter / Farmer ratio in various phases of progress
Loan processes and competencies within the processes
Activities management system at SME
Pipeline management

Corporate Banking

Segmentation of clients and sales processes for different segments
Relationship management
Pipeline management