© 2014
TRANSFORMING SALES & SERVICE
© 2014
THE
MOST EFFECTIVE WAY FOR
YOUR BANK
TO SIGNIFICANTLY INCREASE
SALES AND SALES REVENUE
ON A SUSTAINED BASIS
© 2014
Our “Sales” Experience
11 Countries 1000’s of
Salespeople
1000’s of Sale
Leaders
© 2014
Our Team
Abul Rasa
COO
Aliya B. Haeri
Advisory Board
Ban Farrell
Managing Consultant
Ehsan ul haq
CTO
Haider Mehdi
President / CEO
Humayun Rashid
Advisory Board, Senior
Managing Consultant
Mashkoor Murshed
Senior Managing Consultant
Nabeel Malik
Advisory Board, Executive
Director - Canada
Reza ur Rahim
Advisory Board
Salman Munir
Advisory Board, Senior
Managing Consultant
Uzma Khan
Senior Managing Consultant
Yassir Pasha
Director - Pakistan
© 2014
The Issues around Sales Productivity
Sales are down Competition
is strong
Need to increase
We want a structured
“sales discipline /
process” Are my sales people
doing the “right
things”, everyday?
We need to improve
“sales capability”
We need Sales
leaders to “be on
top of things”
© 2014
Issues that impact a firms Sales Engine
1. Sales channels.
2. Interrelationship
control and
coordination
between
channels
3. Employment
contract terms
4. KPI’s,
compensation,
incentives,
rewards
Structure Leadership
Capability
Roles /
Capacity
1. Portfolio based
Relationship
Management
approach.
2. Hunter / Farmer
Model.
3. Sales & Service
roles
4. Mono Line vs
universal “sales”
model
Processes
1. Sales Planning
Processes
2. Sales Engagement
Processes
3. Relationship
Management
Processes
4. Sales Leadership
processes
5. Sales Automation
Processes
Capability
1. Banking, Business,
Product, Competitor
knowledge
2. Opportunity
identification.
3. Planning,
Contacting,
Interviewing.
4. Pipeline
management.
5. Closing
6. Relationship
Management
1. Target setting and
Planning.
2. Tracking,
Measuring,
Monitoring,
Analyzing,
Reporting.
3. Performance
Coaching,
developing ,
rewarding
© 2014
Sales is a process …
With the Right Customer 3
At the Right Time 2
The Right Sales Conversation 1
© 2014
Ultimately it’s the “OPC-IPC” Sales Process
which drives Sales.....
O
OPPORTUNITY
P
PLANNING
C
CONTACT
C
CLOSE
P
PIPELINE
I
INTERVIEW
© 2014
IDENTIFY OPPORTUNITIES
MAKE SALES PLANS
CONTACT CLIENTS
CONDUCT INTERVIEWS
MONITOR PIPELINE
...Which means everyday a Sales person must.....
CLOSE
O
P
C
I
P
C
IN PUTS
OUTPUT
© 2014
…Therefore Leadership has to !
Track, Monitor, Measure, Report, Analyse, Intervene, Coach
INPUTS (Activities) to Get desired OUTPUT (Sales Results)
REWARD
TARGET
SETTING
ACTION
PLANNING
TRACKING
Activities &
Sales
BRIEFING
&
DEBRIEFING
SALES
OBSERVATIONS
SALES
MEETINGS
Performance
Managemnt
& COACHING
Only Focusing on OUTPUT – Sales Results has virtually NO benefit !
© 2014
Our Proposition
Deliver More &
Better
Opportunities
Embed and drive
the Sales Process
& Sales Culture
through SALES
MeXimiZer
Enhance
Leadership
Capability &
Effectiveness
Enhance Sales
Capability &
Effectiveness
© 2014
Principle 1 = Increase Q&Q of Sales Opportunities
Principle 2 = Increase Sales Effectiveness
INCREASE OPPORTUNITIES FROM EXISTING CUSTOMERS AND NTBs
10
Opportunities
& 30% Closing
Effectiveness
= 3
20
Opportunities
& 50% Closing
Effectiveness
= 10
© 2014
CASA
DEBIT CARDS
INTERNET BANKING
MOBILE BANKING
PHONE BANKING
TERM DEPOSITS
RETIREMENT
WEALTH PRODUCTS
INVESTMENT PLANS
PERSONAL
HEALTH
AUTO
BUSINESS
OTHERS
AUTO LOAN
HOME LOAN
PERSONAL LOAN
BUSINESS LOAN
CREDIT CARDS
Deliver More & Better Opportunities
The BSTP [Bus Stop]
B BORROWING
NEEDS
S SAVINGS
GROWTH
NEEDS
P PROTECTION
NEEDS
T TRANSACTION
NEEDS
© 2014
Opportunities from Cross Sell
Typical Retail Customer Needs 10 to 15 Products / Services
PERSONAL LOAN
CURRENT
ACCOUNTS
HOME
LOAN
SAVINGS
ACCOUNTS
CAR
LOAN
INTERNET
BANKING
FIXED DEPOSITS
MOBILE
BANKING
CREDIT
CARDS
PHONE
BANKING
WEALTH &
SAVINGS
PRODUCTS
INSURANCE &
PROTECTION
10-15 Products Average Cross-sell = 2
WHY? Huge Opportunities
Current & Future BSTP Needs &
Other Banking BSTP
Relationships
© 2014
Opportunities from Cross Referrals
From Different Customer Segments / Businesses
BORROWING
SAVINGS & GROWTH
TRANSACTION
PROTECTION
BORROWING
SAVINGS & GROWTH
TRANSACTION
PROTECTION
BORROWING
SAVINGS & GROWTH
TRANSACTION
PROTECTION
BORROWING
SAVINGS & GROWTH
TRANSACTION
PROTECTION MASS AFF
HNI
CORP SME
COMM
© 2014
Enhance Sales Capability & Effectiveness
ATTITUDE BEHAVIOUR KNOWLEDGE SKILLS PROCESS
Quantifiable and Measurable
Business, Banking, Product, Customer
Knowledge.
Sales Process & Planning.
Opportunity Identification.
Contacting.
Rapport building.
Questioning /Uncovering Needs.
Summarizing & Presentation.
Objection Handling.
Closing; Cross Selling; Cross Referring
Getting Referrals.
Tracking Pipeline.
Fulfillment & On-boarding.
© 2014
Deep analytics & reports 10
Enhancing Leadership Capability &
Effectiveness
Sales Accompaniments 5
Daily Briefs, Debriefs 4
Morning MEETS 3
Target Setting, Planning 2
All prescribed leadership
activities 1
Field audits &
observation 9
Capability sessions 8
Reward sessions 7
Weekly Sales meetings 6
© 2014
Embed & Drive the Sales Culture
FRONT LINE
STAFF HAVE
CAPABILITY
ON:
Generating Opportunities
Action Planning
Contacting
Pipeline Management
Closing
LEADERS
CAN:
Track, Monitor, Measure, Report
Coach & Develop Capability
Reward & Recognize
Embedded Through
Sales MeXimiZer
© 2014
What is the Sales MeXimiZer?
A unique Sales-optimization technology platform
Requires minimal IT resources 6
Analyses sales effectiveness 5
Monitors sales process implementation 4
Drives daily sales OPCIPC sales process from Opportunity to Close 3
Captures all Pre-Sales process data by sales person, product, customer,
segment & geography 2
Web-based, fully-automated Sales Management solution on your server
and finger tips (literally) 1
© 2014
SMeX starts where a CRM leaves off
Planning
Contacting
Interview/Meeting
Pipeline
Closure
Leadership is able to Track
Generating ratios & reports
Sales MeXimiZer moves the
opportunity to
Customer profiling for existing
& future Needs
Customer Leads / Referrals.
Data mining
Marketing campaigns
Transaction data analysis
Etc....
CRM is 1 of many different
opportunity sources of e.g..
© 2014
Customized Sales tools and scripts.
Bank Hierarchy, roles, functions, user name
ID’s
Pre formatted forms and tools to drive the
process.
Integration with email server
user friendly tools to plan, capture daily
customer engagement, conduct customer
needs profiling, use sales scripts
Features
All Customer data with product holdings,
portfolios
All Products by name, ID, segment,
business.
All sales-persons data (RM, PB, etc) tagged
to customer
All bank employee data
Data sync routine with CBS.
Features
Sales MeXimiZer comes Pre-configured
© 2014
SMeX Provides Sales Process Functionality
“Pipeline” to “Close” or removed from process 7
“Opportunity” to “Pipeline” or removed from process 6
Fresh Contact plans created automatically, with ‘Next Steps What” and “Next
Steps When” functionality 5
“Contact Plans” 4
“Opportunity” lists 3
“Master” List; Existing Customers, Prospects 2
SMEX users, products, geographies, businesses, segments 1
© 2014
SMeX Provides Customer Functionality
Review, analysis of
customer portfolios 5
Instant tagging of
customers 4
All products 3
Client Profiling;
current/future needs,
other relationships 2
Client Details, personal,
professional, products,
history 1
Customer attrition 9
Leads/Referrals from
customer 8
Cross referrals 7
Transfer Portfolios 6
© 2014
Deep analytics & reports 10
SMeX Provides Leadership Functionality
Sales Accompaniments 5
Daily Briefs, Debriefs 4
Morning MEETS 3
Target Setting &
Planning 2
All prescribed leadership
activities 1
Field audits &
observation 9
Capability sessions 8
Reward sessions 7
Weekly Sales meetings 6
© 2014
Provides REAL-TIME info from CEO to RM
Find out What’s working,
What’s NOT, Where and Why?
MOST IMPORTANTLY
What to do, Where & When?
Targeting, Tracking, Monitoring, Measuring
Activity & Results against targets every
MINUTE on your fingertips!
© 2014
Provides every report ever wanted
& What to do to increase Sales
I want to increase sales from x to y by 30th June 2014 - What
should I do?
I wonder WHY Haider consistently sells more and what does
he do?
I wonder WHY Team X has done better than Team Y in Sales
this week?
I wonder WHY we sold more last quarter vs this quarter?
NO analytics team to create reports! Simple drag / drop to
create your own. Save your favorites!
© 2014
Quick Implementation
2 to 4 Months – Pilot - 30 Branches
PHASES ACTIVITY
PHASE 1
Investigation & Analysis
1. Understand sales culture
2. Collect information & data
3. Project Planning
4. Program implementation
architecture
Customization/Deployment
1. Customization of processes.
2. Documentation.
3. Implementation plan
4. SMeX Configuration &
deployment .
Implementation Launch
1. Train the Trainer .
2. Senior Leadership.
3. Pilot branches Leadership.
4. Sales teams
5. Sales MeXimiZer platform
Pilot Field Audit & Coaching
1. Audit process implementation .
2. SMEX usage & implementation.
3. Coach Leaders, branch staff.
4. Refresher Training
Phase 1
Phase 4
Phase 3
Phase 2
© 2014
Implementation Architecture & Ownership
is Critical to Success
FUNCTION ROLE
CEO/Head of Retail, Group Heads
Marketing, HR, Finance, Ops Has Program ownership, with full responsibility for program success.
8 - 10 People, Long-term, Full Time
Headed by a senior Program Head with Regional (geographic)
Change Managers & Data, Communication and Logistics Specialist.
To train, coach and embed new process and culture.
Short-term, Temporary
Comprise reps from Distribution, other businesses, Finance,
Customer Service, Products, Marketing, HR, Operations to provide
data, information and access.
Steering Committee
Program Support Team
Change Management Team
© 2014
What Starts to Happen?
More Referrals 5
More Cross Sales 4
More Sales 3
Less Missed Opportunities 2
More & Better Opportunities 1
Sales Opp Missed
Sales Opp
Referrals Sales Cross Sell
100
80
20
10 5
150
20
110
80
60
© 2014
Quantifiable BEFORE and AFTER Measures
CASA Sales
Productivity per
Banker
Retail & Business
Assets Sales
Productivity per
Banker
Wealth, Banca,
Card Sales
Productivity per
Person
Cross-sell Ratio
per New to Bank
Customer
Customer
Engagement &
Loyalty
Measures
AND A DISCIPLINED CUSTOMER CENTRIC, NEEDS-BASED SALES CULTURE
© 2014
What’s the Investment?
ROI in less than 6 months 3
$60 per month per branch or a Sales Team of 10
sales people, calculated for a 5 year period
Just $ 2 a day!
2
Less than what you pay your branch cleaner 1
© 2014
1. Increased sales.
2. More new leads, and opportunities
3. Highly effective daily planning,
sales effectiveness and execution
4. Better customer information
5. Embeds a customer-centric
relationship drive, needs based,
sales process
1. Increased sales
2. Accurate forecasting, planning and
projections
3. Real-time tracking of activities and
performance and immediate
intervntions.
4. A team-centric coaching &
leadership culture
1. One-stop shop for all current and
future needs
2. Increased Customer loyalty,
satisfaction & retention.
3. Convenience of Personal and
Business “circles” banking at the
same institution.
The Benefits & Recap
Benefit for
Bankers
& Relationship
Managers
Benefit for
Bank & Business
Leadership
Benefit For
Customers
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