Case Study - Sales Management
Barclays Business operates in a complex sales environment with a heavily segmented customer base, large numbers of front line selling staff and a wide range of core banking and non-banking products. Managing such an operation to maximise outputs is a big challenge and Barclays required a review of their core customer sales processes.
In 2004, we designed a new sales management framework which enabled consistency of the customer experience nationally. Standardised needs-based sales support assets were designed for all front line staff to use, focusing on user friendliness, transparency, consistency and transferability. They allowed customers to make an informed choice with no hard sell, whilst supporting staff by objectively highlighting appropriate product sales.
Today this sales management framework is fully embedded in Barclays and Absa operations. Its introduction has led to a 20% increase in cross-sell rates of non-banking products at account opening. Furthermore, Barclays conversion rate of new start-ups and switcher accounts has increased from 25% to 55% and sales consistency has improved by 30%. In 2006, our sales management framework achieved global recognition as best practice when it featured in The Corporate Executive Board’s® whitepaper on raising fee incomes. In 2008 we developed and launched the award-winning SPIRIT (Sales Pipeline Information Reporting Intelligence Tool), which uses data from the sales support assets to measure every stage of the sales pipeline and identify inefficiencies to inform performance improvement activities.
Clearlybusiness 2009 award
win for SPIRIT