Success in Selling The Current Challenge in Banking

Success in Selling The Current Challenge in Banking Some of the key issues facing banks in the UK are examined in orderto become better at selling in the personal banking market. These issuesconcern attitudes towards organisational changes for sales includingthose of personnel and physical organisation. Implicit in these issuesare matters of changes in management style, training, motivation andrecognition of branch sales personnel and the direct salesforce.Interviews were held with senior sales andor marketing executives inthe leading banks and a building society. While each of theorganisations interviewed has made considerable advances in achievingthe required cultural change, Midland Bank is well under way towardsaccomplishing a sales culture. The results indicate that the radicalchange called for in developing a true sales culture requires majoralterations to management structure and style and is most likely to besuccessfully achieved by topdown target setting based oncorporate business objectives. The need for different approaches indeveloping an appropriate salesand marketorientation in counter staffand direct sales staff is discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Bank Marketing Emerald Publishing

Success in Selling The Current Challenge in Banking

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0265-2323
DOI
10.1108/02652329110140789
Publisher site
See Article on Publisher Site

Abstract

Some of the key issues facing banks in the UK are examined in orderto become better at selling in the personal banking market. These issuesconcern attitudes towards organisational changes for sales includingthose of personnel and physical organisation. Implicit in these issuesare matters of changes in management style, training, motivation andrecognition of branch sales personnel and the direct salesforce.Interviews were held with senior sales andor marketing executives inthe leading banks and a building society. While each of theorganisations interviewed has made considerable advances in achievingthe required cultural change, Midland Bank is well under way towardsaccomplishing a sales culture. The results indicate that the radicalchange called for in developing a true sales culture requires majoralterations to management structure and style and is most likely to besuccessfully achieved by topdown target setting based oncorporate business objectives. The need for different approaches indeveloping an appropriate salesand marketorientation in counter staffand direct sales staff is discussed.

Journal

International Journal of Bank MarketingEmerald Publishing

Published: Feb 1, 1991

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