- Language: English
- 246 Pages
- Published: August 2011
- Region: China, Global
Building Sustainable Sales Capability: Lessons Learnt From Recent Episodes of Mis-selling
- Published: February 2009
- Region: Global, Asia
- 30 Pages
- The Asian Banker
Against the backdrop of the financial turmoil and rising incidences of consumer complaints on the issue of mis-selling financial products, retail banks need to be ever vigilant in managing the legal, financial and reputational risks associated with poorly executed sales processes.
To restore consumer confidence for the rehabilitation of the banking industry, a sustainable sales capability reinforced with risk controls at the front, middle and back office is a pre-requisite. Additionally, effective segmentation, risk profiling, documentation, sales advisor training and supervision, as well as compensation issues also need to be re-examined.
This report provides an assessment and evaluation of the sales capabilities in selected Hong Kong and Singapore banks. Drawing from interviews with senior banking executives and other third parties involved in the processes this report identifies a best practice sales model that will help banks build sustainable sales capability in these turbulent times.
This Report is For:
- Heads of Consumer Banking, Wealth Management and Private Banking
- Compliance and Operational Risk Management Officers
- Regulators and Government Officials
- Consumer Advocates
- Vendors and service providers in the financial services industry
1 The evolution of selling as a core competency in retail banks
- This chapter provides the timeline of the processes that retail banks have had to go through to build a strong in-house sales capability and the best practices developed so far. It also identifies the points of inflexion that shapes a bank’s journey into becoming a sales driven organisation. It benchmarks these against developments in other parallel industries, identifying the gaps that banks have had to close.
2. Key Legal and Social Costs and Considerations from recent episodes of mis-selling
- We will explore a range of recent documented episodes of mis-selling in Hong Kong, Singapore and Australia and determine the common underlying legal, business and social themes that banks have had to face with.
3. Building a sustainable sales capability: The sales force dimension
- By mapping out the salaries and commission structures of different best practice institutions, we attempted to identify the sustainable model in hiring, retaining and mobilising effective sales people and teams. We also examine some of the common complains and support requirements amongst sales staff selling financial products and how to address them.
4. Building a sustainable sales capability: The workflow processes
- By mapping out what we think is a best practice workflow, documentation and checks and balances that should be in place, we will deal with the risk controls and compliance elements that we believe form the institutional defence against allegations of mis-selling. This includes reinforcing risk controls at the middle and bank offices that is currently non-existent in most consumer banks.
5. Building a sustainable sales capability: Productisation and third party product relationships
- We will examine the manner in which third party product relationships are built today and where the gaps were that gave rise to the liabilities that banks faced when selling for them.
6. Leveraging key technologies to support a best practice sales infrastructure
- Against the human and work flow processes that need to be in place, we explore some of the technologies currently available that banks can implement to enhance their sales infrastructure. Some of these technologies support workflow and others are data centric in order to mine customer information more effectively.
7. Benchmarking your bank's sustainable sales and marketing capability
- Based on our study of emerging best practices in this industry, we provide a set of benchmarks that we would use in order to assess if a bank as a sustainable sales and marketing capability. This includes everything from the management philosophy and direction, to salary incentives and the business process and infrastructure that we have outlined above. We also provide a sense of where in our view several best practice institutions around the world and in emerging countries stand today in their efforts to rebuild their sales and marketing capability.