The purpose of this e-book is to highlight some of the major change themes we see and how winning organizations are adapting their approach with Richardson’s support.

1. A FINANCIAL SERVICES LEADER
GUIDE FOR DRIVING SALES SUCCESS

2. FINANCIAL SERVICES E-BOOK
The purpose of this e-book is to highlight some of the major change
themes we see and how winning organizations are adapting their
approach with Richardson’s support.
INTHIS BRIEF:
• Major ChangeThemes
• Secrets to Sales Success
• Banking Success Story

3. CHANGETHEMES
1.DecreasedTrust
2.MisalignedTeamwork
3.Demand forValue-based Insights

4. 1. DECREASEDTRUST
One of the lingering effects of what has been called “The
Great Recession” is that many clients remain suspicious of
financial institutions…
Decisions are being made by larger groups with more
transparency into your organization and gatekeepers,
including procurement officers, are blocking or limiting
access, with greater intent to shift risk from their
organization to yours.

5. 2. MISALIGNEDTEAMWORK
As financial institutions
continue to grow their
fee-based businesses…
-there is an increasing
number of product lines
-increasing demand for
cross-sell production
across these product
lines
-an expectation by clients
of access to subject
matter experts
…This makes it more
difficult for your team to:
-stay current on client
needs,
-keep pace with a broader
range of capabilities,
-build trust, skill, and
alignment with a new and
changing group of partners

6. 2. MISALIGNEDTEAMWORK
Misaligned teamwork can exist in balancing:
Customization
demands from
clients
Standardization
pressures from
external regulatory
bodies
Internally, from
compliance,
operations, risk
management, legal,
finance, and senior
management
The balance of power has shifted
against client advocates in favor of risk
management and profitability

7. 3. DEMAND FORVALUE-BASED INSIGHTS
7
Buyers are shielding themselves
from sales pitches — using RFPs,
consultants, procurement officers,
and other gatekeepers
Instead, are looking for insights
and solutions relevant to their
goals and challenges
This impacts every member of a client-retention or
new-business pitch team, including senior leaders
and subject matter experts, and their ability to
communicate with clients in a way that causes them
to engage rather than withdraw.

8. ADAPTINGTOTHE
CHALLENGES:
THREE SECRETRSTO SALES
SUCCESS, CIRCA 2014
8

9. 1. GAINING OR REGAINING CLIENTTRUST
9
Your client-facing professionals and SME partners
favor talking over questioning and listening
By driving a shift in this focus, many leaders are prompting
their teams to discover (or rediscover) that information is
power, enabling them to more effectively frame responses to
concerns, as well as solutions, ideas, and alternatives.
This puts your team in a position where they are actively engaged
in building (or rebuilding) client or partner trust.

10. 2. DEVELOPING EFFECTIVE AND EFFICIENTTEAM SELLING
10
1. Lead an effective pre-call meeting
- Ask targeted questions during pipeline
- Participate in the pre-call meeting as a coach
2. Execute effective team preparation
-Through your attention and participation as a leader, you have the opportunity to set higher expectations and
standards for team preparation leading to higher levels of execution
3. Coordinate team follow-up
- It is essential for teams to debrief as soon as a possible after the client, prospect, or center-of-influence
meeting to compare notes and agree on accountabilities.
-You can play an important role as a leader, asking your team about the timing, rigor, and outcomes of their
post-call discussion and, when possible and appropriate, participating to ask questions and provide feedback.
4. Coach your team to leverage such best practices as investing in internal relationships and taking time to
create authentic rapport with their internal partners
- Do less talking and more questioning and listening that facilitates partnership, collaboration, and agreement
- Leaders in winning organizations are actively engaged in coaching their teams before and after these
conversations and are willing to participate in the actual discussions when there is a material role to be played.

11. 3. ENGAGING AND SELLING WITHVALUE-BASED INSIGHTS
11
Value-based insights, once properly prepared and
practiced, have wide application in building your business:
• Enabling sales officers to gain an initial meeting
• Relationship managers to expand perceptions about your
organization’s capabilities in a new area
• You and other senior managers to differentiate your organization in
a client or sales meeting
• Subject matter experts to distinguish their ideas as being not just
smart, but relevant to the client

12. CONCLUSION
Develop — In which Richardson helps
experienced, sophisticated bankers win deals to
grow share of wallet through self-awareness
and discovery in highly engaging, interactive
workshops led by outstanding facilitators with
extensive banking experience.
Drive — Focuses on skills reinforcement,
coaching, and measurement to ensure that
trained behaviors become lasting habits.
Define — Identify the critical success
factors, and focus on improving those that
matter most.
Richardson approaches
financial services employee
training with a three-step
process to ensure that each
client reaches its goals.
12
1
2
3

13. About Richardson
Richardson is a global sales training and performance improvement company focused on
helping you drive revenue and grow long-term customer relationships. Our market proven
sales and coaching methodology, combined with our active learning approach, ensures that
your sales teams learn, master, and apply new behaviors when and where they matter most
— in front of the buyer. Get to know us and learn about how we help drive the world’s most
inspiring sales organizations to their next level of excellence.
www.Richardson.com
info@Richardson.com
http://blogs.richardson.com/
LET’S GET IN TOUCH
US: +1-215-940-9255
EMEA: +44 (0) 20 7917 1806
APAC: +61 (0) 8 8376 1667

14. THANK
YOU