With the exception of the branch manager, little is based on team performance, and less is based on customer satisfaction. Few compensation models are based on profitability. About three-quarters take a 'relationship' approach to sales, with most of the rest taking a product approach. Banks have a tremendous amount of information about their customers, which potentially can be used in sales. Following are sales based on creditworthiness, demographics, overall customer profitability, and transaction activity.
Half blame it on their computers, but most also say they offer packages instead.
Next Product Sold About half the banks project what is the next most likely product sold to a customer. More commonly used analyses are historical rather than projected. While the sales force typically has access to customer information on 'core' bank products, access is largely unavailable for non-core products such as credit cards and investment products, typically offered through affiliates. Most large and nearly half of the small banks have enterprise-wide data warehouses. Most departments, with the exception of telemarketing, have access to it.