How financial businesses can benefitfrom using Mercuri International

Winning, keeping and growing customers

OverviewOur financial sector clients choose MercuriInternational to help them win, grow and keepclients.

In the financial sector we are able to demonstratea strong track record of RoI, in a rapidly changingworld, where organic growth is crucial, but sellinghas to be done in a way that fits with regulationand enhances reputation.

By working with Mercuri International you can beconfident of balancing both opportunity and riskmanagement.

What to use Mercuri forOur focus is clear: “win, keep and grow clients”In practice that means• Relationship management• Selling• Sales Management• Strategic Account Management• Negotiating• Presentation and pitching skills• Customer service• Managing internal relationships• Sales campaigns e.g. product launch/re-

launch, sector campaigns• How good selling avoids mis-selling and

manages risk• Bespoke programmes

Who uses Mercuri?Corporate and commercial banksRetail banksWealth managementInsurance – Life & non-LifeInvestmentPrivate EquityAsset backed lendingProfessional Services

Direct and intermediated distribution

Sales leadersRelationship managementBusiness DevelopmentCustomer Service

More about Mercuri International

MercuriInternational

equips financialbusinesses,

their leadersand their

people to…

Winclients

Keepclients

Growclients

A quick insight into Mercuri in the changing world of sales

http://www.mercuri.net/content/mercuri-international-corporate-presentation

A short video showing our sector view and why our clients use us

https://vimeo.com/43178969

www.mercuri.net

Richard Higham, Global Practice LeaderTel: +44 7712 588757Email: richard-higham@mercuri.co.uk

We use a blended approach to developing customer-facing people.This is both more effective and more efficient than more narrow traditional methods and has beenmade possible by advances in technology which have been leveraged by our dedicated Mercuri team.This blended approach is based around our strong five step methodology.

How we work

The Financial & Professional Services Sector is a key focus sector for Mercuri International.

Globally each year Mercuri International works with 240,000 participants in 18,000 workshops for15,000 companies.

This includes working with 50% of the world’s top 50 financial institutions over the past 10 years.

Participants rate us highly. E.g. 99% of 350 corporate bankers would recommend the Mercuri“Relationship-based Negotiating” programme to a colleague. Overall rating 4.84/5.

They change their opinions when they learn with us: e.g. 24% improvement in confidence over 6months.

They change the way they work when they learn with us: e.g. double the number of new businesspresentations made in the 6 months following a Compelling Selling programme

The results improve when they work with us: e.g. 41 pensions consultants generated £1.92Mn ofincremental business in the 3 months following a “Professional Selling” programme

Our track record

If you are considering any project to improve the way you win, keep or grow customers then MercuriInternational is an obvious provider to speak with – high impact, high quality, high reputation.

“Provides outstanding service, and a proven track record for deliveringsuperior sales training and improving the impact of thesales organization.”

“We believe that Mercuri is an excellent choice for a strategic,long-term partner to help an organization evolve its sellingstrategy.”

Contact at Mercuri International

Raising the Bar:Taking client-facing skills to the next level

2 ½ day high intensity simulation

BackgroundOne of the best ways to develop powerful effective selling skills is to put them to the test and then find ways to takethem up a level. Mercuri International’s Raising the Bar workshops have helped professionals from across thefinancial & professional services sector do just that.

Instead of starting with theory and moving to application, Raising the Bar is all about learning by doing.

Small teams compete to win business from a simulated client over series of meetings from first exploratory contact,through getting to the real issues, putting forward a solution and handling concerns and challenges to gain commitment.The scenarios are specially designed for you. A high-energy, enjoyable and stimulating way to lift the business result.

Topline summaryCan be a stand alone event or as a final event forthe Professional Selling programme.

Pre-workshop contact and content to set the scene

Opening briefing for teams to introduce the scenario

Teams carry out meeting one – initial contact

Debrief and agree learning points

Teams carry out meeting two - understand ,quantify and qualify the client's requirements

Debrief and agree learning points

Between meetings teams work on live sales issues

Build relationship and prepare for meeting three

Teams carry out meeting three – communicate theoffer

Debrief and agree learning points

Teams carry out meeting four – handle objectionsand gain commitment

Final presentations and winners announced

Agree individual and group actions

PracticalitiesOptions to run this programme either as a 2 ½ daysession for groups of 12 with 2 facilitators to providedetailed feedback or as an even more intensive 1 ¼ daysession with a larger Mercuri team.. This optionincreases investment but reduces lost opportunity costand operational impact.

A library of proven Mercuri scenarios already exists.These can provide a starting point for your specificsituation. The relevance and credibility of the scenario isall important and should be co-developed.

Teams should work on live sales issues during theprogramme.

Where possible your own sales leaders support thecoaching.

Participants and leaders have said:“The knowledge of top relationships has increasedradically. We’ve never known them better than we donow.” Taxation Partner and Relationship Leader“Delivered and executed to a very high standard. Highpressure but a lot of fun, with lots to take away & apply”.Head of SME Banking“A great two days of learning. I don't think that I have everlearnt more on a previous course and all can be usedstraight away.” RM Large Corporate Banking“This is a course that will produce better performancequickly, allow individuals to recognise performanceimprovements, sharpen & improve good performance &build on team-work to achieve results.”Director Asset-Backed Lending“Categorically the best training we’ve ever done. Mypeople are still talking about it and using it. I learned ahuge amount about my people and we’ve seen realimprovement” MD Private Equity

Some results 102% year on year income growth for 12 teams

compared to 25% for a control group

Took a targeted relationship from <£1mn to>£30mn p.a. over a three year period

Won the first piece of business immediatelyfollowing attendance on Raising the Bar

A project commissioned by a private equityhouse generated an incremental $1.67Million ofgross profit in the first 30 days and “our bestquarter in seven years”.

Relationship-based financial negotiatingBlended learning programme with 2 day workshop

BackgroundThis programme has been run extremely successfully for over 400 Relationship Managers, Directors andsalespeople across the sector from corporate banking, through real estate to investment sales and riskmanagement.

It is a highly interactive programme with three major negotiation practice sessions. One is a generic scenario butthe two main sessions use scenarios created specifically for the audience and reflect current business issues e.g.margin, exposure, ancillary business, ratios.

Topline summaryBefore attending the workshop, participants selectfrom a range of pre-work – articles, podcasts etc. andcomplete a negotiating questionnaire

Kick-off negotiating session “Ambrosia & Uturpia”

Introduction and personal objectives fromquestionnaire

The 5 step Relationship-based Negotiating Model

1. Understand your relationship goals

2. Assess the situation and create context

3. Plan your offer

4. Manoeuvre and bargain

5. Move forward

2 Practice sessions using business-specificscenarios

Make it happen – action planning

PracticalitiesThis programme runs over 2 days for groups of 12 with2 facilitators to provide detailed feedback.

It has also been run for larger groups with extraobservers (Mercuri or client). It can be run in 1 and 3day formats and integrated with other input e.g. legalor financial.

A library of proven negotiating scenarios alreadyexists. This provides a good starting point for creatingbusiness – specific scenarios.

The training requires a main room and segregatedbreakout rooms/areas for the negotiations.

Participants have said:“My preparation is much more geared to negotiation. Ilisten more in meetings giving time for the client toexpress themselves. I look for positive outcomes ratherthan just brick-walling with barriers.”

Bank Relationship Manager

“I better understand the power in negotiations andappreciate the customer objectives better than previously.Additionally I approach negotiations with several optionswhere possible as opposed to one.”

Real Estate Finance Specialist

“I am now more confident and not afraid to challenge andnegotiate. I’m more comfortable explaining reasons whythe Bank may insist upon certain conditions or rates etc.”Corporate Bank Relationship Director

And their leaders have said

“I am really delighted with the response to thisprogramme. Without doubt it is the most appropriate andeffective programme we have delivered” Strategy Director

“Excellent!” Head of Professional Services Sector

”

Some results 99% of all participants would recommend to a

colleague

95% described content as highly relevant orrelevant

The 18% who said they were not confidentnegotiating on behalf of their firm dropped toonly 3% three months after the training.

Before the training over 70% said they found itdifficult to read the other side’s ploys. Thisdropped to under 30%

Over 100 examples of positive changes inbehaviour after 3 months

Over 50 examples of RoI after 3 months e.g.>£1m reduced exposure>2% margin improvementRefinance and increase income by £132k

Strategic Thinkingand Leadership Development

2 day Experiential Business Simulation

BackgroundThe financial sector by it’s nature can sometimes look purely at the numbers and forget about the peoplemaking the decisions that create the numbers. We can assume that poor or unexpected results come frombad decisions or ill judgement. Increased operational success for us lies in realising that this is notnecessarily the case.

Topline summarySix capital-intensive companies are competing forcustomers in a highly competitive, rapidly changingmarketplace.

Participants take on the role of the managementteam – comprised of finance, production, marketingand corporate intelligence.

Their challenge is to make the right investments atthe right time and to get the required return.

Teams manage the strategic, operational andfinancial variables that will help lower costs andpenetrate new markets.

Tough investment decisions lie ahead:• Invest now…or later?• Pursue all markets… or just a few?• Take the lead… or be an early follower?• Borrow money… or earn it first?• Stick to the basics… or pursue the cutting edge?

Teams learn to better utilize financial statements andfinancial ratios as planning tools to boost productivityand profitability over a 10-year period.

Working together, they increase their awareness ofthe complex nature of inter-departmental financialrelationships.

And in the process, they understand what it takes topull in the same direction – as well as how to bringtheir new skills and insights into reality.

PracticalitiesThis programme runs over 2 days for up to 24 people in 6teams of 4 with 2 facilitators to provide comprehensivefacilitation.

After a short introduction as to the mechanics of the game,the 2 days are filled with the teams own business activity.

Everything they decide to do, in each financial year, isrecorded in their workbook and at the end of the year theteam has to produce a Profit and Loss report and balancetheir Balance Sheet.

The training requires a large room with a large circulartable for each team playing the game.

Participants have said:“The simulation was facilitated in a very professionalmanner and was the most engaging program I have doneduring my time in the bank”

Bank Relationship Manager

“A variety of different points of view. Insightful.”

“ Totally engaging, always open to questions and createdthe opportunity to spark “

And their leaders have said

“All presenters showed great enthusiasm and were deeplyengaging. Great energy and I am really delighted with theresponse to this programme.” Director

Some results 100% of all participants would recommend to

a colleague

100% said they were very confident orconfident that they would be able to apply theirlearning in their role

100% said they were completely satisfied orvery satisfied with this learning event

Key Results• Heightened business literacy and financial acumen.• Deep understanding of the overall business impactof financial decisions.• Alignment around the “big picture” and a deeperlevel understanding of strategy.• Increased responsiveness to internal and externalcustomer needs.• Improved productivity through better teamwork,communication and coordination.• Better decisions for optimal allocation of resources.

Sales Management: Lifting sales performanceBlended learning: workshop and on-line

BackgroundLeading a sales team in the financial sector is neither simple or easy. As well as the challenges faced by sales leadersin other sectors, there are issues of risk, exposure, capital utilisation and regulation to face. Then there is the relentlesspressure on time!

Mercuri International have been developing sales managers around the world for about 50 years. The financial sectorteam have applied this broad-based expertise to the specific needs of sales leadership in the financial sector.

This blended programme is centred on a two day workshop and uses a range of innovative approaches to enhanceboth efficiency and effectiveness.

Topline summaryBefore the training, participants view a compellingvideo from a business leader, identify their currentlevels of expertise, identify areas for growth and gaina quick overview of the programme.

The two day workshop is highly participative andfocuses on motivating and equipping managers tochange the way they lead their sales teams.

Turning the business plan into the sales result bymanaging activity and competence. Using threelevers to deliver the result.

Motivation – encouraging “the willingness toperform”

Improving sales performance – getting the bestfrom top performers, “the mighty middle” and under-performers.

One-to-ones. More than a chat less than anappraisal

Joint visits /co-listening– the most powerful toolsavailable to the sales leader?.

Sales team meetings – how to make themproductive and valued

Implementation – participants practice and critiquethe way they will communicate one key element oftheir action plan to their sales team.

Following the workshop participants receive weeklyon-line follow up helping them implement anddeepen one element of the programme per week

PracticalitiesThe workshop is usually run over 2 days.Participants receive their on-line pre work 1-2 weeksbefore the workshop.They then receive the on-line post-work modules at therate of one a week for a month following the workshop.Each module involves approximately one hour of work.A range of implementation support tools can be madeavailable.The programme can be adapted for major corporate mid-market, SME and retail situations.

“The Mercuri trainer really understood our business”“It’s amazing what we can still learn”“There is much that we think we know but need toremember to do!”“Immediately applicable back into the business”European Wealth Management Sales Leadership Team

“Your trainer delivered a great course, quickly winning therespect and trust of the sales leaders in the room creatingan environment where they were challenged and able toapply the learning. I received feedback from theparticipants after the training saying it was some of thebest training they had ever received and it had been agreat investment of their time..”Academy Head Corporate Bank

“The whole workshop makes us realise that there arealways areas to improve. We think we know these thingsbut we now realise we are not mastering theseideas. This is really helpful and makes us want toimprove.”Team Leader Institutional BankingSome results

“Mercuri International has made a significantcontribution to our sales management, our salesskills and our sales processes. Their innovation,industry understanding and delivery have helped usbuild the sales culture across the wide range ofbusinesses that make up the bank”Head of Corporate Sales Top 20 global bank

Some responses

Strategic Thinkingand Leadership Development

2 day Experiential Business Simulation

BackgroundThe financial sector by it’s nature can sometimes look purely at the numbers and forget about the peoplemaking the decisions that create the numbers. We can assume that poor or unexpected results come frombad decisions or ill judgement. Increased operational success for us lies in realising that this is notnecessarily the case.

Topline summarySix capital-intensive companies are competing forcustomers in a highly competitive, rapidly changingmarketplace.

Participants take on the role of the managementteam – comprised of finance, production, marketingand corporate intelligence.

Their challenge is to make the right investments atthe right time and to get the required return.

Teams manage the strategic, operational andfinancial variables that will help lower costs andpenetrate new markets.

Tough investment decisions lie ahead:• Invest now…or later?• Pursue all markets… or just a few?• Take the lead… or be an early follower?• Borrow money… or earn it first?• Stick to the basics… or pursue the cutting edge?

Teams learn to better utilize financial statements andfinancial ratios as planning tools to boost productivityand profitability over a 10-year period.

Working together, they increase their awareness ofthe complex nature of inter-departmental financialrelationships.

And in the process, they understand what it takes topull in the same direction – as well as how to bringtheir new skills and insights into reality.

PracticalitiesThis programme runs over 2 days for up to 24 people in 6teams of 4 with 2 facilitators to provide comprehensivefacilitation.

After a short introduction as to the mechanics of the game,the 2 days are filled with the teams own business activity.

Everything they decide to do, in each financial year, isrecorded in their workbook and at the end of the year theteam has to produce a Profit and Loss report and balancetheir Balance Sheet.

The training requires a large room with a large circulartable for each team playing the game.

Participants have said:“The simulation was facilitated in a very professionalmanner and was the most engaging program I have doneduring my time in the bank”

Bank Relationship Manager

“ Totally engaging, always open to questions and createdthe opportunity to spark “

And their leaders have said

“We found it to be profoundly valuable. By experiencingthe positions of senior management, our sales peoplegained a newfound appreciation for what our customersexperience in their jobs and developed a greater ability totalk the customer’s language. We require everyrepresentative to take this training. It was exceptional.”Director

Some results 100% of all participants would recommend to

a colleague

100% said they were very confident orconfident that they would be able to apply theirlearning in their role

100% said they were completely satisfied orvery satisfied with this learning event

Key Results• Heightened business literacy and financial acumen.• Deep understanding of the overall business impactof financial decisions.• Alignment around the “big picture” and a deeperlevel understanding of strategy.• Increased responsiveness to internal and externalcustomer needs.• Improved productivity through better teamwork,communication and coordination.• Better decisions for optimal allocation of resources.

Compelling SellingClassic sales training with a modern edge

3 + 2 day workshop

BackgroundCompelling Selling takes the proven principles of consultative selling techniques and applies them to the specific needsof winning and growing clients in the financial and professional services sector.

While the workshop can be used on a stand-alone basis it works best when combined with tools from theimplementation toolkit.

Topline summaryBefore the training we work with the business to agreethe key issues that need to be addressed usingMercuri analysis tools where appropriate.

The focus of this programme is on professional sellingand can be applied to either transactional orrelationship selling.

• "Where Is This Going?"• The context for financial selling in a

challenging market.• The need to identify and leverage

“compelling events”• The seller as trusted advisor

• How RMs add value and bring the wholeorganisation to work effectively for theclient.

• Selecting the right clients and opportunities• Techniques for making the approach• Engaging with the Client• Building and maintaining rapport, accelerating trust• The detectives: Understanding the client: and their

compelling issues• The offer they can't refuse , forming and

communicating the offer• Resolution: Objections, Pricing, Inertia and delay• Gaining Commitment• Relationship planning and activity management

PracticalitiesThe programme is normally run over 3 + 2 days with agap of 4-8 weeks between parts.Normal group size is 12 with one facilitator.Before the workshop we should co-author scenarios touse in the various practice sessions / role plays.Requires a large room to allow for practice sessions insmall groups or a main room with syndicate rooms.Can use video where appropriate.Coaching guides available for filed observation.

Participants and leaders have said:

“Excellent programme, well structured, phased build-up ofbody of knowledge to allow for easy assimilation.”Relationship Manager Business Banking

“I must admit I was sceptical about this training but I reallylearned a lot. It confirmed a number of points butchallenged me in areas where I had either becomecomplacent or had never acquired the underlying skills. Itwas productive but also highly enjoyable”Corporate Pensions Specialist

“Mercuri International have worked with us to design anddeliver a challenging and innovative learning anddevelopment programme to support our RelationshipManagers and Directors. Mercuri understands our desireto be recognised as the No1 Relationship focussed Bankand have the right approach and experience to developour people” . Director Major Corporates

“The programme helped the team realise they did not“know it all” and that there were new skills to be gainedand old skills to sharpen. We’ve seen a real difference inthe way they work with their intermediaries.”National Sales Director Life & Pensions

Some results41 senior corporate pensions consultants involvedin a Compelling Selling programme (combined withtele-mentoring) generated €2.6Million ofincremental business attributed directly to thetraining (analysis by client’s own actuaries)

This generated cost cover out of extra incomewithin 12 weeks

It generated more than 4:1 payback within thefinancial year.

Business Finance for EveryoneCreating a cash awareness culture

1 day Experiential Business Simulation

BackgroundHow much more success could your organisation achieve if EVERYONE within it thought like businessowners – so they could base their future decisions on sound and organisationally consistent businessthinking.

This programme brings financial statements to life through its simple, visual hands on model of acompany.

Topline summaryParticipants form the incoming management team ofA&O Inc. – an established company that is facingsome tough challenges.

The team will attempt to take the company frommediocrity to excellence via a series of exercisesdesigned to elucidate the foundation of business in acompany.

Teams learn how to monitor cash flow, prioritizecustomers that bring profit today but also to buildlong-term profitability, maximize utilization of staff andmeasure results in the balance sheet and incomestatement.

Participants of all levels can gain new skills or buildon prior experience to:• Read and interpret financial statements• Identify critical elements affecting profitability• Analyze financial ratios and KPI’s and make

priorities accordingly.

Participants will explore the cause-and-effect ofrelationships that govern a company’s financialstatements and develop an intrinsic business sensethat will govern their future decisions in everydaywork.

PracticalitiesThis programme runs over 1 day for up to 24 people in 6teams of 4 with 1 facilitator..

After a short introduction as to the mechanics of the game,the day is filled with the teams own business activity.

Everything they decide to do, in each financial year, isrecorded in their workbook and at the end of the year theteam has to produce a Profit and Loss report and balancetheir Balance Sheet.

The training requires a large room with a large circulartable for each team playing the game.

Participants have said:“This surpassed our expectations by a wide margin. [It] notonly gives us a foundation to build on – it also createsenthusiasm and gets people involved..

These are essential components for our developmentprogram.”

And their leaders have said

“In one of our factories we came up with £1 million

worth of potential improvements as a direct result of the

business simulation.” Manager

Some results 97% of all participants would recommend to a

colleague

96% said they were very confident or confidentthat they would be able to apply their learningin their role

99% said they were completely satisfied orvery satisfied with this learning event

Key Concepts• Business finance and Key performance indicators

• Balance sheet and Profit and loss statement

• Cash flow and Working capital

• Utilization of staff and Multi-skilling

• Delivery efficiency

• Tangible and intangible assets

• Market value

Convince and influencewith your sales presentation

Blended programme

BackgroundThe seller of the 21st century has to be a charismatic technophile: charismatic so as to influence your customers, whichmeans being able to change their opinion when required; a technophile because technology strengthens the power ofinfluence, provided you use it properly and know when and where not to use it.It is the combination of charisma and judicious use of digital and multimedia tools that endows the seller with thestrength to convince and influence.This learning path will develop these two closely-linked dimensions for the participants.This course consists of nine online modules, a face-to-face seminar, and tests before and after.

Online modulesOnline modules: 15 to 30 minutes each with supportmaterials. The modules will involve a timecommitment equal to one working day

1. Why sales presentations are boring

2. Face-to-face presentations vs. written proposals

3. How to structure a presentation

4. How to link the presentation to the sales situation

5. How to improve the visual impact of a presentation

6. Presentation design

7. Visuals and PSE : Picture superior effect

8. How to lead meetings

9. Written proposals

Two day workshopThe levers of influence: form and substance, rules of thecommunication and prerequisites• The SARA structure• ERD levers: Eloquence, Relevance & Decisions

- Eloquence: develop energy, tone, rhythm,verbal and body language

- Relevance: demonstrate the interest for thecustomer

- Demanding: influencing a decision in our favourCombine persuasive techniques by using the computerand PowerPoint properly:• The seller IS the presentation, not PowerPoint• How to strengthen impact and avoid “Death by

PowerPoint“• How and why to “give up" all the words on the slides

that the customer won’t read• How to handle a meeting without using PowerPoint as

a "prompter“• When to turn off the computer (“Black") and why, and

the resulting gain in impact• How, why and when to switch between digital and

analog

Participants have said:“I found the programme challenging and sometimesuncomfortable but the impact on my presenting has beenradical.” Senior consultant: Professional Services

Leaders have said:“I’ve been positively surprised by how this has changedthe team’s presentations for the better and one other thing- they enjoyed themselves!”Sector Head: Financial Institutions

Some responses

Online Competence BenchmarkEquipping teams for product and market campaigns

BackgroundThe Online Competence Benchmark allows you to measure the skills, knowledge and attitudes of your people and ensurethese competences are aligned with your business, strategy and goals. This allows you to plan targeted, prioritized andcost-effective development and then measure improvement. It helps improve competitive strength and make the most ofL&D budgets.

It was developed specifically for clients in the financial and professional services sector where it has proved itself withmajor organisations including three of Europe’s Top 10 insurers, A Big 4 accountancy and a top3 risk manager. It hasbeen continuously improved based on work with these businesses and as and with global leaders in the IT, biomedicaland engineering sectors.

Topline summary We start by working with you help you define and

calibrate the skills, knowledge and attitudes you arelooking for in your teams.

This process is made much faster and moreeffective by starting with Mercuri’s extensivelibraries, based on our 50 years of experience andcovering many roles e.g. relationship managers,strategic account managers, sales leaders, businessdevelopment, marketing, project managers, salessupport, client service teams.

The library can be used as is, edited or redrafted.

We build a communication plan together and briefparticipants, their managers and learningspecialists.

Individuals complete a questionnaire, ratingthemselves on a scale divided into bands e.g.emerging, experienced, role-model.. They identifythe competences they believe are most importantfor success in the role.

Managers rate their team-members in the same way

The manager and the individual validate the“scores” and agree on areas of focus.

.The individual receives a report comparing them toothers and/or a benchmark and identifying existingdevelopment tools to help them grow.

The business receives powerful reports that givecompelling insights into gaps in competitivestrengths and priorities for development. Thesereports can be cut by e.g. region, role, sector etc.

PracticalitiesThe whole process is run on-line, saving time andadministrative costs.Allow about six weeks from kick-off to reporting.The questionnaire takes about 45 minutes to complete. Amanager can rate a team of 8 in 90 minutes. Thevalidation meetings typically take 90 minutes.There are a number of options that can be switched on oroff as required.

”Very open discussions and the team is seeing it as a realopportunity to identify their key development areas. Thesystem is working really well for us and I’ve had reallypositive feedback”National Sales Manager Business Services

“For the first time we are basing our developmentdecisions on facts and not guesswork”Head of Professional Development Life Assurer“I found it really helpful to step back and think hard abouthow good I really am in this role and where I need toimprove.” Global Lead Partner, Professional Services.

“This was a great starting point for our compelling sellingprogramme. It gave the team an appetite to learn andhelps us measure improvement”Sales Director Pensions Provider

“We used the OCB to demonstrate the links betweencompetence development and sales performance . Wereprioritised our training and saved enormous amounts oftime on our old manual product knowledge testing andskills assessment. We estimate £400k saved over 2years” Head of Branch Performance , Investment &Protection provider

Some results“We had high expectations when we commissionedthis work but the competence benchmarkingworked far more smoothly and has given us fargreater insights than any of us had expected!”Head of Corporates Top 10 Insurance Co

Some responses

Applied Best PracticeBuilding effective ways to win and grow business

Face-to- face workshop

BackgroundWhen selling skills are supposed to be in place but just don’t seem to be have the effect they should, then Applied BestPractice may well be the way to solve the problem.

Applied Best Practice focuses sales teams on specific sales situations. It starts with what current good practice lookslike and challenges people to ensure they are at least at this level and then to reach for the next level.

The programme is very interactive and relevant. It leaves no room for complacency and makes use of managers ascoaches to maximize implementation.

Topline summaryBefore the training, we work with selected individualsto agree a good baseline and shoot a short video ofthe key stages of the sales process.

The video shows “OK plus” behaviours which wouldnot cause real problems but which could be improvedon..

The programme works through the four key stagesof the sale:

Engage with the client – build rapport, get themeeting off to a good start, position oneself/theoffer/the firm.

Understand the client and qualify their requirements

Form and propose a relevant solution

Address concerns and objections and gaincommitment

At the end of the workshop individuals confirm theiraction plans. Plus the best ways of working (e.g.positioning statements, question banks, proofs,objection banks) are agreed and documented.

Coaches and participants agree implementation.

PracticalitiesThe programme is normally run over 3 days and followsthe same pattern through the stages of the sales process.

• Introduction to topic• View video scene e.g. “Engage with the client” or

“Address concerns”.• Compare good and great and agree possible

improvements.• Trainer input on key concepts.• Practice in small groups with video.• Immediate feedback in small groups on video from

coaches.• Plenary session to agree further improvements.• Practice and review again to embed improvement.• Plenary session on agreed commitment to make

improvements.

Participants and leaders have said:“My very first appointment following the Applied BestPractice course … went unbelievably well. I used severalof the techniques we had worked on and the FD reallyopened up. At the end the FD said he would recommendus to the board …The proposal was subsequentlyapproved.”Commercial Bank Relationship Manager“”I learned more about my people and what they actuallysay and do in front of customers than I would ever haveexpected”Regional Director Cash Management“We did more business with this offering in the quarterfollowing the training than we did in the previous threequarters combined. Part of this was because themarketing campaign came good but a lot of the successwas down to the Mercuri training.”Corporate Marketing Manager

Some resultsApplied Best Practice has proven itself in a range offinancial settings including:

Commercial BankingAsset FinanceFleet SolutionsTrade FinanceFinancial InstitutionsStructured FinancePensionsPrivate BankingInsurance

Relationship ManagementWinning, keeping and growing profitable relationships

BackgroundAt a time when product-pushing, the “hard sell”, and mis-selling are in the news, professional relationship managementhas never been more important. Jean-Laurent Bonnafé, CEO, of BNP speaking to the Financial Times about his globalstrategy said he wants to be remembered for “client satisfaction: The winning banks are those that can achieveconfidence and trust.”

Antonio Horta-Osario, CEO of Lloyds Banking Group confirms this thinking when he said : “Issue-by-issue andscandal-by-scandal the faith and trust in our industry has been eroded. Why? Because I believe that manybanks lost sight of their core values and became complacent, non-customer-focused and inefficient.”

Mercuri International’s Relationship Management programmes can help you develop your RMs to build trust, managerisk and at the same time generate sustainable growth that enhance both the bottom line and your business’ reputation.

Topline summary The programmes have been used successfullyacross the sector; from professional services, throughbanking to insurance and investments. They can beused for dealing directly with the client or with andthrough intermediaries. The size of relationship mayvary from a complex global corporate through an SMEto an individual client.

There are cross-overs with a number of otherMercuri programmes such as Key AccountManagement and cross-selling.

At the heart of the programmes are skills such as:

Selecting the right relationships to focus on,

Relationship planning,

Building a trust-based relationship,

Understanding the client,

Forming, prioritising and proposing the rightsolutions in the right way,

Handling difficult situations (internal and external)and gaining incremental commitment.

Acting as the prime point of contact and leadingvirtual teams of product partners and otherspecialists

Managing the relationship through its differentphases.

Practicalities There are several ways Mercuri can help you develop

your Relationship Managers using our 5 step process.

They range from short sessions at a conference or asales meeting , through a one-day workshop forgraduates to a full 3+2 day blended programme withpre-work and an implementation toolkit.

We will work with you to find the best approachbalancing commercial effectiveness with operationalefficiency.

“Our challenge was to raise the bar of both our newestand most seasoned relationship managers. MercuriInternational invested time to tailor and expertly deliver acourse for our unique needs and context. It not onlypushed the limits of our most experienced/ cynicalmanagers, but continues to deliver top and bottom linebenefit to the business.”Head of private banking for corporate client executives

“Mercuri facilitated a 2 day client scenario that allowed usto understand in-depth the individual abilities of ourRelationship Managers, across a broad range of skills,knowledge and behaviours. The course learnings havedriven a new training and development focus and arevised product deployment approach. Both will providepositive outcomes for our people and our clients.”MD share dealing services

“Mercuri International have worked with us to design anddeliver a range of training courses supporting ourRelationship Managers and Directors. Mercuriunderstands our desire to be recognised as a toprelationship-focussed bank and have the right approachand experience to develop our people”Global Sector Head Corporate Banking

Some results"When I was a pensions consultant I went on aMercuri International course on relationshipmanagement. The live case study I focused on wasan intermediary which was then generating ~£1m ayear. I applied what I learned on that course and(with a lot of hard work) we saw the £1m a year growinto £24m a year over the next 3 years. I have nodoubt that the Mercuri course was instrumental inhelping me achieve this” Head of Specialist Sales

Some responses

Key Account ManagementStrategy Workshop

BackgroundWhat proportion of your income comes from your key or strategic accounts? 25%? 50% ? Even higher?

A Mercuri survey of 84 financial businesses showed an average of 49% of income coming from the top 10% ofcustomers.

The prizes are great but KAM programmes carry significant risk; with money, time and reputation all being put on theline. KAM programmes impact on the whole business not just the sales function. So it is important that the business asa whole understands and agrees on the issues and implications of working with strategically significant relationships.

Topline summaryThe workshop brings together senior leaders from arange of disciplines – distribution, origination,operations, risk, finance, compliance., productpartners.

The morning focuses on gaining a commonunderstanding of what KAM means in practice• “What’s at stake?” - the risks and opportunities of

a KAM programme.• Trends and themes in today’s strategic account

management• “What does good KAM look like?” – The Mercuri

International / University of St Gallen survey of 560European businesses.

• The components of effective strategic accountmanagement:

• Critical success factors – hard-earned lessonsfrom experience

• Feedback from “Fit For KAM” questionnairecompleted before attending the workshop..

The afternoon concentrates on one selected area toget a concrete outcome on the day e.g. Selection criteria and segmentation The structure of virtual account teams and their

roles Account planning Measurement

PracticalitiesThe workshop is usually run in one day.It works well with between 6 and 15 participants.Participants receive a “Fit for KAM?” questionnaire tocomplete before coming to the workshop.The workshop can be run on or off site.It can be used for both direct client situations and whenworking through distribution..

Some results“Working with Mercuri International specifically onscoping out a key account management processand redefining our structure has proved invaluablein propelling our business model forward in terms ofincreased sales productivity. The projects havehad a measurable impact on the business result”

Head of Sales European Financial Institution

The Mercuri/St. Gallen KAMmodel

KAM Development ToolkitGetting to grips with key account management

OverviewManaging strategically significant relationships is both demanding and fulfilling for the individual and of criticalimportance to the business. Both opportunity and risk are high. For example, a Mercuri team has been working with aleading global player to help them take their income from their global accounts from $800mn to $1.8Bn.

While not all scenarios are on this scale, the stakes for key account managers are always high! The role is a complexone, requiring a portfolio of skills which few salespeople, relationship managers or technical specialists will have beenable to acquire in their careers to date.

We have developed a number of approaches to help equip those who lead or aspire to lead these major relationships.Because each situation requires a different approach this sheet shows examples of ways we have approached thechallenge of strategic account management. Everything we do in this field is based on a very strong research-basedmodel co-developed by Mercuri International and the University of St. Gallen.

Examples• Key account manager training:. We have a

very strong range of modules for developingstrategic account managers. The modules coverthe 5 dimensions of key account management –strategies, solutions, people, managing,measuring. They are designed to equip thosemanaging major relationships with skills,techniques and tools to “understand and analyse”and then to “plan and realise”. Working with thenational accounts team of a major pensionsprovider we ensured there was a commonunderstanding of KAM across the restructuredteam and that the critical tools were in place and inuse.

• Key account management tools Some of ourclients have some tools they need in place, butfew have all they need to achieve maximumeffectiveness. We work with the client team toreview and refine existing tools and whereappropriate to provide and adapt tools from theMercuri KAM toolkit. Tools include:

• Selection criteria• Stability indicators go/no-go analysis• Account plans• Account team structures and ROAD

maps• Cross selling analysis• Measurement tools

An investment manager had 2 main issues. Itwas not prioritising account managementresources in line with corporate strategy and itsaccount plans were so cumbersome they were notbeing used. The Mercuri team worked with theclient’s project team and within a month hadselection criteria (“The AttAcc planner”) and asimple account plan in use.

• Key account management self-study library:Over 30 articles and guides for strategic accountmanagers – from “Leading virtual account teams”to “Working with the C Suite”. A global insurerused this library as a way of providing immediatecontent and support for its International andNational Relationship Leaders while longer-termdevelopment was put in place.

• Key account simulation: In this highly interactivesimulation account leaders have to create anaccount plan for a complex, multi divisional accountoperating in multiple geographies. They then needto execute the plan over several years to achievethe desired business result. This has proved a verystimulating and highly time-efficient way of working.A professional services firm used the simulation tobuild analytical thinking and provoke its KAMs tostretch themselves.

• Coaching on live account plans: This can bedone with individuals, with small groups of accountmanagers or with core account teams. The focus ison a live account. The process starts with analysisof the current situation and identifies current orpotential problems and opportunities. Over anagree period the coach helps the team make therequired changes to improve the result. We workedwith 4 account teams in a leading actuarialconsultancy to develop new ways of working withtheir clients – a global energy company, asupermarket, an insurance company and a bank.

• Measure and improve competence: Using ourexperience of working with strategic accountmanagers around the world and our access to avery strong technology team we have developed theOnline Competence Benchmark which allows ourclients to measure the KAM capabilities of itsrelationship leaders, identify the improvementsrequired, plan very focused, aligned developmentand then measure improvement. A “Big 4”accountancy firm has used the Mercuri OCB as partof its global accounts programme to identify thelearning gaps for its lead partners.

Professional SellingA blended and innovative online learning programme

OverviewThis programme allows professionals to build their client facing skills, working in their own time over a thirteenweek period. The online learning takes about an hour a week and is supported by coaching sessions.

The materials have been developed specifically for the needs of client facing people in the financial andprofessional services sector.

The programme make use of innovative learning technologies to combine maximum effectiveness with minimumoperational impact.

Topline summary

The programme

Opening coaching session1. Introduction and opening self-analysis2. Plan for growth – identifying which clients and

solutions will deliver the result3. Make hard choices - picking the right clients &

opportunities4. Compelling selling – finding the issues to make

your selling compellingSecond coaching session5. Approach tactics6. Planning and preparation to increase efficiency

and effectiveness7. Engaging with the client - building trust fast8. Understanding the client - getting to the heart of

clients’ issues9. Building and communicating relevant solutionsThird coaching session10. Managing a pipeline11. Resolving concerns and gaining commitment12. Growing the relationship13. Making it all happenFinal coaching session

PracticalitiesEach weekly module contains a fifteen minuteanimated Rapid Learning with the key points of thesubject.

There is a Mercuri Essential – a downloadablesummary

There are further resources including articles, “SkillSharpeners”, Podcasts and practical sales tools

Each week there are questions and exercises toconfirm progress.

The coaching sessions provide an opportunity tosupport the learning and to answer questions onapplying the ideas.

When Professional Selling is used by a number ofpeople from the firm it can be followed by workshopssuch as Raising the Bar

Participants have said:“The content is very relevant for my role as I need tobuild my business development skills”

Accountancy Manager

“It’s been good to be able to fit the learning in withoutlosing billable hours and valuable client time”Client Director – Employee Benefits Consultancy

“The programme has given me practical tips and toolsthat I have been able to put to use immediately with myclients” Corporate Bank Relationship Manager

“Professional and effective – the look and feel are justwhat we hoped for”Business Academy Lead Commercial Banking

”

To access Professional Selling for yourself andsee examples of the different materials clickhere:

PROFESSIONAL SELLING

Or cut and paste this link into your browser:http://mercuri.lms.epistema.com/data/modules/crossknowledge/interfaces/session_autoregister.php?session_id=47602&guid=9E74404C-25B2-E440-ED4C-8919EB720206&group_id=675

Professional Selling: Kick-off EventA dynamic, challenging and motivating 1 day event

OverviewThe financial and professional services sector is going through dramatic changes: market volatility; geo-politicaland macro-economic shifts; regulatory pressures; client and consumer perceptions.

Against this background there is a need for and expectation of growth in economic profit and market share.

This needs to be achieved in line with a rightly increased focus on risk and treating customers fairly.

Mercuri International continue to believe that well conceived and executed professional selling complements goodrisk management. This session sets out to stimulate and challenge sales teams and their leaders to bring togetherthe ethical and the entrepreneurial ; profitability and professionalism.

Topline summaryThe day

The morning is based around a very focussed casestudy ‘Finworld’.Faced with changing market conditions the group hasto predict the success and plan the KPIs of a team offive sales professionals. As they work through thecase, they are challenged with a range of issues:1. What’s happening in the market?2. The what and why of sales strategy3. The right size and shape of the sales result4. Selling activity – the keys to success

• Quantity• Direction• Quality

5. Competence – the ability to do• Knowledge• Skills• Attitude

In the afternoon we work on a range of topics thatcan be adapted to the needs of the group. Thesetopics can include:• What makes a rainmaker?• What does it mean to be a trusted advisor?• The effective relationship manager• The mind of the buyer and the mind of the seller• Team selling• Differentiated Selling• Introduction and overview of Professional Selling

PracticalitiesThe day is led by Richard Higham – Global PracticeLeader – Financial & Professional Services. He will besupported by another member of the Mercuri sector team.

The day can be used with different sizes of audience; froma dedicated team to a complete sales-force.

It is possible to break this material up for shorter sessionse.g. at a conference or sales meeting.

To see and hear Richard speak, view these videos:

https://vimeo.com/43178969 https://vimeo.com/43173641

Participants have said:“A really strong session delivered by someone whoclearly knows what he’s talking about”

National Sales Director, Asset Finance

“Richard is an engaging speaker who delivered on brieffor our audiences…He has the gift of making … anintense session clear and enjoyable.”Programme Director, Postgraduate International SellingProgramme

“Very articulate and yet extremely pragmatic”

Director Strategic Insights Programme, internationalinsurance

IMPACT projectsEquipping teams for product and market campaigns

BackgroundOver the years we often heard from clients who had tried a product launch or a market campaign which had notworked. Frustrated and concerned, they now wanted us to do some training to put things right.

We always responded but realised that our clients were missing opportunities, wasting resources and increasing riskthrough this approach. So we decided to take the initiative. IMPACT projects help you get off on the right foot andachieve the optimum result from the very start. They focus on the application of existing skills to a specific marketchallenge.

They are not concerned so much with a particular sales theory but more on how well your people are using it.Everything is about real-world activity to make the most of the opportunities.

Topline summary Before the training we work with a small team

including sales management, marketing andexperienced sellers to identify the way things arebeen done today, inc. likely barriers to successand what “good” looks like. We record examplesof steps in the sales process.

Over a two day period (with evening session)teams work together on refining and improving theway they will work on the campaign.

This could include interactive sessions on profilingand approaching target prospects or highlyinteractive product knowledge sessions usinggames etc.

Through Day 1 the participants are developingand personalising the tools they will use e.g.positioning statements, question banks, proofs,objection banks.

In the evening there is some engaging, funlearning e.g. product quiz, panel of experts etc.

Overnight the Mercuri team gather and edit thework done on day 1 and convert it into a draftsales playbook.

Day 2 is spent practising and refining key aspectsof the sales process to give people confidence toapply this immediately in the market-place. Thisends with planning clear actions for the comingdays and weeks

PracticalitiesThe workshop is usually run over 2 days.We prepare a workroom with product information,branding material etc. (for example for a medical companywe created a side ward with the high-tech bed they wereselling while for a trade finance project we had visualsfrom their target markets)Video/audio recording can be used as required.After the workshop the draft playbook is quickly edited anddistributed. A range of implementation support tools canbe made available.

“ The people who were going to be involved in selling theSME offering were either nervous, complacent or naïve.They knew this campaign was coming but they weren’tready for it. The IMPACT Project was a real wake upcall.”SME Programme Leader: Pensions Consultancy

“It’s so much better being involved all the time instead ofjust sitting there while a product manager talks at you. Ilearned a lot by just getting on with it and then beingchallenged on how I could improve.”Commercial Bank Relationship Manager

“High energy and really practical. It gave me confidenceto get out there and win business from the start.”Business Banking Business Development Manager

“It was great. I was able to solve real world problems that Iknew I’d face with my partners. It paid off in the very firstnegotiation with them.”Bancassurance Protection Consultant / Channel Manager

Some results Pensions Consultants introducing a new offeringfor SMEs. Product knowledge up by 60%; numberof actual sales visits up 100% over quarter followingproject.

Commercial banking introducing a newrelationship management package: Won morecases in the quarter following the project than in thethree quarters preceding it.

Some responses

Cross SellingAchieving client growth through cross-selling

BackgroundFor many financial businesses cross-selling has been seen as the best way of increasing the value and stability ofcustomer relationships. When it works well it can achieve both these things but all too often it leads to product pushingand even mis-selling.

The client does not always see why it is to his advantage to take multiply products ant there are significant barriers tosuccess. The main six are: (1) Negative or neutral recognition and reward systems (2) Lack of trust betweenindividuals and departments (3) poor product knowledge and knowledge management (4) Undeveloped cross-sellingprocesses (5) Undeveloped cross-selling skills (6) Undeveloped sales management of cross selling.

Mercuri International’s approach to cross selling in the financial & professional services sector can help you managerisk and reputation while building relationships and profit.

Topline summary Mercuri International’s expertise in helping you

address cross-selling issues can be applied inseveral different ways from consultancy throughawareness sessions to skills training.

Sometimes this can be as a stand-alone crossselling project. At other times the cross-sellingagenda is woven into a more general sales,relationship management or sales leadershipprogramme.

This expertise has been used by professionalservice firms, banks, insurers and risk managers. Itcan be applied in B2B, B2C and B2B2C settings.

There are cross-overs with a number of otherMercuri programmes such as Key AccountManagement, Relationship Management. And therange of selling programmes.

Consultancy could involve improving theeffectiveness and efficiency of knowledgemanagement or the development of cross-sellingprocesses to bring product expert in at the rightpoint in the buying cycle..

Awareness sessions might be a question ofdesigning and facilitating cross-silo “product fairs” orlaunch events.

Training cross-selling could be simulation basedusing generalist relationship managers alongsideproduct specialists or could be based on skillsdevelopment e.g. managing referrals.

Practicalities There are a number of different ways Mercuri can help

you improving your cross-selling. using our 5 stepprocess.

They can range from consultancy and projectworkshops through short sessions at a conference or asales meeting , to blended programmes combiningface-to-face sessions with on-line work.

We will work with you to find the best approachbalancing commercial effectiveness with operationalefficiency.

“The workshop made us think. We were challenged and itwas not always comfortable but the day produced not onlya changed mind-set but really practical tools that began tobe used immediately."Head of private banking for corporate client executives

“Mercuri facilitated a 2 day client scenario that allowed usto understand in-depth the individual abilities of ourRelationship Managers, across a broad range of skills,knowledge and behaviours. The course learnings havedriven a new training and development focus and arevised product deployment approach. Both will providepositive outcomes for our people and our clients.”MD share dealing services

“Mercuri International have worked with us to design anddeliver a range of training courses supporting ourRelationship Managers and Directors. Mercuriunderstands our desire to be recognised as a toprelationship-focussed bank and have the right approachand experience to develop our people”Global Sector Head Corporate Banking

Some resultsFour bank teams involved in shipping (ship finance,ship broking, hull insurance and cargo insurance)identified 23 previously unseen cross-sellingopportunities on the day.9 of these were converted over 6 months.

Bank owned lessor saw 25% volume growth afterchanges to reward systems and process.

Some responses

Customer Service ProgrammesCustomer service for profitable customers

OverviewThe current emphasis on restoring customer confidence and trust; reducing reputational risk; focussing on customers’real needs and building strong, loyal relationships means that customer service is even further up the financialservices agenda.

As customers become increasingly knowledgeable, confident and demanding, meeting and exceeding expectationsbecomes increasingly challenging. The programme examples below are how Mercuri can help the business deliveron its promises to stakeholders. Calling on our Swedish roots we have developed an approach to customer servicethat sits well with the times we live in and has proved itself with clients ranging from airlines, through utilities to banks.

ExamplesCustomer Service ManagementThis training will provide you with the necessary toolsfor building and managing a target-orientedbusiness. It will map and develop a process-orientedway of working as well as providing you withknowledge and skills for following-up and improvingresults. The training contains tasks that are directlyapplicable to your business.Target group/scope. You are responsible formanaging a service department, contact centre orsimilar. 2 + 2 days.

World-class Customer ServiceHow do you measure if you provide – world-classcustomer service? You will receive tangible tips forcreating measurable and distinct result improvements.What must we follow-up and why? We will explore themeaning of world-class service.Target group/scope. You are a Manager/Headresponsible for the quality of the customer serviceprovided by your company/organization and you wishto further improve this level of service. 1 day.

Co-listener trainingCompanies working with qualitative co-listening andcoaching have more qualitative customer calls,happier employees and more satisfied customers -which of course have positive effects on theirprofitability. You will have the opportunity to practisethe tools which you then may use for co-listening inyour everyday working situation.Target group/scope. You are a Manager, teamleader, coach or customer service employee and wishto improve your co-listening skills, whether it's on thephone or in personal meetings. 2 days

Efficient customer communicationWhat does good service and caring for customers imply?We will focus on phone customer meetings. Being able toconduct efficient phone calls, taking and maintaining theinitiative, carrying out a good needs-analysis, giving thebuyer information they need and closing professionally.Target group/scope. You are a customer service, help-desk or contact centre employee. 2 days.

Selling on in-coming callsIncoming phone calls are wonderful sales opportunities.You will receive a clear model for turning a "problemsolving" call into a sales conversation.Target group/scope. You handle incoming phone calls ina customer service or contact centre department and wishto improve your sales impact. 2 days.

Help – the customer wants to leaveOne of our most important phone calls is the one when thecustomer says they wish to leave. This training will provideyou with a reliable method and practical tips for becomingmore successful in convincing the customers to stay on.Target group/scope. Everyone who has customercontacts wishing to improve their ability on retainingcustomers. 1 day.

Professional e-mailsMore and more customers choose e-mail as a means forcommunication with their providers. It's challenging toanswer a question or complaint from a customer via e-mail. It’s not easy to communicate simply and directly,avoid misunderstandings and keep the customer satisfied.Target group/scope You handle customer errands via e-mail or letters and you wish to improve your ability to writeeasily understood, customer-friendly answers. 1 day.

Making it happen!The Implementation Toolkit

Ongoing implementation support

Overview“Ten new ideas are good… but one new idea put into practice is even better”

This comment from Mercuri’s founder Heinz Goldmann underlines the critical importance of putting training intopractice or to put it another way, to turn “learning into earning!”

It is clear that most adults need frequent small reminders and stimuli rather than learning only in big chunks. Manyclient facing people have a pragmatic, activist approach to learning which needs to be recognized and supported.

Here are some of the ways in which Mercuri International approaches the challenge of helping financialprofessionals put their learning into practice.

Examples• Manager briefing: If the participants’ managers

have a clear grasp of what their people arecovering before they attend training then they canengage actively before the training and know howto coach after the training. Working with anactuarial consultancy, implementation of accountplans went from <30% to >70% when “CoachingAwareness Calls” were introduced for linemanagers.

• Tele-mentoring: Participants receive a series ofone-to-one or small group follow up calls tostimulate retention, answer questions and focus onreal-world application with clients. 30 pensionsconsultants generated £1.92mn of incrementalbusiness in the three months of a post-coursetele-mentoring campaign.

• Coach the coach; Apply the tele-mentoringapproach but to internal coaches or line managers,agreeing a specific campaign plan and monitoringchanged sales activity and business result. Usingthis approach with a central European bank on afour month asset-gathering campaign, brancheshit 100%-203% of stretch targets for high net worthcustomers .

• Coaching observation checklists: Managers of alife assurance office received checklists to usewhen observing consultants in the field.

• Skill Sharpeners & Sales play book. Followingtheir involvement in Mercuri sales training , aninternational group of wealth managers received aweekly article or “skill sharpener” by e-mail. Thesewere combined with tools from the training (e.g.positioning statements, question banks andobjection banks) into a sales playbook that is nowstandard issue for the sales force. The approachhas been replicated for specificmarkets/campaigns.

• Aides-memoires: Participants are provided withprompt cards to review immediately before goinginto sales visits. “I keep in my folder and take aquick look before I go into meetings. It keeps meon track.”

• SMS/e-mail prompts. A weekly prompt is sent toeach participant after the programme. These lightone-line communications are designed to jog thememory and stimulate implementation on theprinciple of “little and often”. Being used by a Gulfbank to support sales leaders and relationshipmanagers. “We don’t want the learning to get lost inthe pressures of daily business. This simpleapproach keeps the learning front of mind.”

• Full blended learning: A global bank is using thisapproach for sales team leaders around the worldfollowing a 2 day workshop. Mercuri have designedfive post call modules that take an hour a week tocomplete and include calls to action and videointerviews with leaders “Leaders like the look andfeel of these modules. They’re quick to do but alsogive some really good back-up material”

• Call the sales expert: For an agreed periodfollowing the training, participants have access to ahot line which they can call if they are havingdifficulties in applying the learning with their clients.Access by voice, text or e-mail “I only used it oncebut it helped me secure a seriously big deal.”

• Coaching cafes: This way of working is moreappropriate for office-based sellers. A coach isavailable on site on specific dates following thetraining and can be booked for one-to-one or groupcoaching sessions or used on a drop-in basis.

• Access the blog “Selling Financial Services” athttp://selling-financial-services.com for stimulatingcommentary and practical ideas. Other media arein development.