Managing a Bank′s Salesforce

Abstract

Sales management is one of the most complex functions that exists in a bank. Its complexity has to do with the job′s content: it is multifaceted, incorporating strategic and organisational elements – including the ever‐challenging task of managing individual officers. In this article the complexity of the function is resolved by proposing a model that highlights the key elements in the sales management job and their interrelationships. The use of the model as a planning tool is also illustrated. Recognising that understanding the job is only the first, albeit an important step in making sales management an effective instrument in strategy implementation, the typical problems encountered in managing the process that impede effectiveness are also identified. The model is based on the authors′ experience with sales management systems and approaches in banks in Europe.

Citation

Kashani, K. and Murray, J.A. (1989), "Managing a Bank′s Salesforce", International Journal of Bank Marketing, Vol. 7 No. 6, pp. 9-16. https://doi.org/10.1108/02652328910141899