Missed op­por­tu­ni­ties

Finweek English Edition - - Cover -

own prod­ucts.

The em­pir­i­cal re­search by the Nether­lands-head­quar­tered House of Per­for­mance is based on branch vis­its and in­ter­ac­tions with client-fac­ing staff. It looks at key per­for­mance fac­tors im­por­tant to the client while also as­sess­ing the bank’s per­for­mance ac­cord­ing to its own strate­gic ob­jec­tives. Each branch was mea­sured on how ef­fec­tively its staff spent their time, the qual­ity of the so­lu­tions of­fered and the over­all client ex­pe­ri­ence.

More of­ten than not the re­searchers found branch staff to be re­ac­tive rather than proac­tive and sel­dom showed an ap­ti­tude for the prod­ucts or ser­vices they pro­vided. Our own bank charges re­search over the past four years found branch-level staff to be in­ad­e­quately in­formed on is­sues such as prod­ucts and fees, gen­er­ally opt­ing for the “one-size-fits-all” ap­proach of pack­age op­tions rather than try­ing to com­pre­hend the mine­field of in­for­ma­tion on co­pi­ous num­bers of prod­ucts and ser­vices.

The ev­i­dence sug­gests bank staff are ei­ther in­ad­e­quately trained or in­ap­pro­pri­ately in­cen­tivised to sell prod­ucts to their client base.

“The prob­lem isn’t that banks don’t have the right sales and

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