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This document is Sales Monitoring Policy and Procedures.
It is part of the supporting resources for Assessment Task 2 of FNSSAM601.
Grow Bank
Sales Monitoring Policy and Procedures
Policy
Individual, branch and state sales are to be monitored regularly to ensure that strategic targets are
realised.
Monitoring sales performance
It is the Branch Manager’s role to promote excellence in customer service, achieve sales targets and
monitor performance of their Branch. Branch Managers need to monitor and evaluate selling systems in
order to see the big picture and improve the strategy where necessary.
A Branch Manager’s three key functions are:
Implementation of company policies and procedures
Monitor the achievement of sales targets
Provide feedback and rewards
It is the Branch Manager’s responsibility to ensure that all policies and procedures which relate to
selling are understood and followed. All staff members are to be trained accordingly.
Evaluating staff selling performance
Our Bank has devised two ways to evaluate staff selling performance. The evaluation needs to look
beyond the sales result and into the area of procedural performance. The Branch Manager should
regularly monitor performance in these areas and provide the necessary feedback to staff.
Customer feedback: as submitted by customers, either on line or at individual branches.
Achievement of sales and referral goals: sales and referral goals are to be monitored monthly and
included in each quarterly report.
Measuring sales performance
Our bank measures sales performance in dollar terms and in customer satisfaction. Customer
satisfaction is measured using the results of customer feedback and by the continued custom of long-
term customers.
The Bank’s success relies on the achievement of key sales targets.
These are currently:
15% increase in customers per year
Increase in customer deposits by 20%
Sales performance for individual staff members depends on the area that they work in.
For tellers, it is measured in the following way:
Customer referrals to our Personal Bankers for financial investment advice: an average of 5 per
month.
Customers signing Credit Card Application Contracts: an average of 5 per month.
Customers opening a new account: an average of 10 per month.
Showing Page:
2/2
This document is Sales Monitoring Policy and Procedures.
It is part of the supporting resources for Assessment Task 2 of FNSSAM601.
Reporting sales performance
Branch Managers are responsible for including their evaluation of their branch’s sales performance in
their Quarterly Report.
Branch Managers are also responsible for informing their staff of the contents of their Quarterly Report
within two weeks of it being submitted to the CEO.

Unformatted Attachment Preview

This document is Sales Monitoring Policy and Procedures. It is part of the supporting resources for Assessment Task 2 of FNSSAM601. Grow Bank Sales Monitoring Policy and Procedures Policy Individual, branch and state sales are to be monitored regularly to ensure that strategic targets are realised. Monitoring sales performance It is the Branch Manager’s role to promote excellence in customer service, achieve sales targets and monitor performance of their Branch. Branch Managers need to monitor and evaluate selling systems in order to see the big picture and improve the strategy where necessary. A Branch Manager’s three key functions are: • Implementation of company policies and procedures • Monitor the achievement of sales targets • Provide feedback and rewards It is the Branch Manager’s responsibility to ensure that all policies and procedures which relate to selling are understood and followed. All staff members are to be trained accordingly. Evaluating staff selling performance Our Bank has devised two ways to evaluate staff selling performance. The evaluation needs to look beyond the sales result and into the area of procedural performance. The Branch Manager should regularly monitor performance in these areas and provide the necessary feedback to staff. • Customer feedback: as submitted by customers, either on line or at individual branches. • Achievement of sales and referral goals: sales and referral goals are to be monitored monthly and included in each quarterly report. Measuring sales performance Our bank measures sales performance in dollar terms and in customer satisfaction. Customer satisfaction is measured using the results of customer feedback and by the continued custom of longterm customers. The Bank’s success relies on the achievement of key sales targets. These are currently: • 15% increase in customers per year • Increase in customer deposits by 20% Sales performance for individual staff members depends on the area that they work in. For tellers, it is measured in the following way: • Customer referrals to our Personal Bankers for financial investment advice: an average of 5 per month. • Customers signing Credit Card Application Contracts: an average of 5 per month. • Customers opening a new account: an average of 10 per month. This document is Sales Monitoring Policy and Procedures. It is part of the supporting resources for Assessment Task 2 of FNSSAM601. Reporting sales performance Branch Managers are responsible for including their evaluation of their branch’s sales performance in their Quarterly Report. Branch Managers are also responsible for informing their staff of the contents of their Quarterly Report within two weeks of it being submitted to the CEO. Name: Description: ...
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