Build a Defined Selling Culture That Drives Results
The client is a regional bank with more than 200 branches. They identified significant growth potential across several key product and service categories and set out to build a more focused sales performance culture.
They established a team of performance coaches drawn from leaders across the organization, but did not have a clear model for how those coaches would consistently support their branches.
The client is a national provider of internet, television, and mobile services. Their call center sales team had been managed regionally but was recently consolidated into a single national team.
As part of the transition, leadership set out to establish a consistent set of frontline leadership practices and standards to ensure teams could continue to execute effectively.
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