Reducing complexity in sales

Sales in banks and savings banks has changed considerably over the past few years and decades. The following should be mentioned as examples, but not conclusively: In many cases, the consultants (or relationship managers) have the impression that they are more or less left alone with this balancing act. Each of us knows slogans such„Reducing complexity in sales“ weiterlesen

Intensifying customer contacts

From customer surveys that have been carried out, the feedback can very often be read that relationship managers are often too polite and too cautious. The customers often experience them reactive: the initiative for contact usually comes from the customer and the relationship managers bring few ideas of their own. These are all subjective perceptions„Intensifying customer contacts“ weiterlesen

What distinguishes sales management?

If you move away from the level of specific tasks, processes and detailed responsibilities, you come to the overriding question: „What is sales management in a bank or savings bank?“ „Understand sales“ Sales management must understand and know sales in their own organization. This includes the relevant markets, customers and customer types, as well as„What distinguishes sales management?“ weiterlesen

Performance has a price tag to it

 “Performance has its price”- why do I write about such a „no-brainer“ or a statement that has degenerated into an empty phrase? I often experience that there are arguments about competitive prices – both (of course) by the customer and the RSM. These (usually lower) competitive prices are then used internally in the organization to„Performance has a price tag to it“ weiterlesen

The way to more cross-selling

The endeavor to cross-sell (CS), i.e. to sell more than just one product to a customer, is not new. The reasons are complex and range from profitability (falling customer costs, cross-sell products in banking, often without capital consumption) via the house bank claim (most important bank partner, holistic / comprehensive advice) to defending against competitors.„The way to more cross-selling“ weiterlesen

Small and large customers on financing assets with banks

Outside financing behavior and the need for advice on the part of companies depend not only on various parameters but also on the size of the company in question. Smaller businesses … •             … perceive recommendations as important – given as well as received Larger companies… But good ideas are always wanted! A customer has„Small and large customers on financing assets with banks“ weiterlesen

Counting products per customer

Do you evaluate product usage? Do you count the products that a customer buys and uses from you? This metric is relevant if you believe in only one of the following characteristics: Which steps are necessary for this?

Working in the channel of acceptance

Every relationship begins with a first encounter, a first impression. This applies to private as well as business. Sometimes the image of “ice breaking” is used when talking about the first trust-building steps at the beginning of a relationship. To stay in the picture of the ice: at the beginning the ice is still very„Working in the channel of acceptance“ weiterlesen

Lean Management in banking

Lean Management is a further development of Lean Production, which in turn has the avoidance of waste as its object. Lean management is about the fact that all processes in the company should serve to satisfy customer needs; simplified: if the customer does not need this process, does not perceive it, then it is superfluous.„Lean Management in banking“ weiterlesen

What is courtesy?

Two important tasks in sales management revolve around commitment. On the one hand, it is about demanding and enforcing a commitment with regard to the planning and, on the other hand, also about organizing binding cooperation between the various sales units, essentially the generalists and the specialists. But what actually is liability and what are„What is courtesy?“ weiterlesen