The client was one of the leading non-banking financial services companies in Sri Lanka with a multitude of products on offer but their year on year top line increase was below industry level.  We did a research on their operations and a survey across a sample of customers.  The problem identified was that the organization was catering to the incoming sales enquiries only at their island-wide branches.  The rate of cross selling, upselling or repeats were bare minimal necessitating the client to spend heavily on advertising and marketing communications.

The problem was identified to be within the organization where the sales and the customer service teams were only servicing the incoming and existing businesses and do not market their additional products from the portfolios.  The project reviewed the sales execution cycle and changed some of the crucial decision-making and touch points to empower the front line staff to be more proactive and make decisions.  The practice has been for the frontline staff only to prospect the client and the credit teams to do the appraisals and structure of facilities.   This led to a situation where the front line sales and service staff did not know the potential of the client for further upsell.  The structure was changed to frontline staff to be able to structure facilities and have the credit teams to review the proposed facilities.

The frontline teams were structured with the required competencies and training providing authority to make credit decisions.  The relationship with the client was enhanced as a result and the client was able to increase their topline over 50% by the end of the year.