When that happens nobody is underperforming. They are executing the structure they were given.
Selling Excellently™, our ten-module B2B sales method, for branch, relationship and distribution selling. Built from a diagnosis of whether the constraint is capability or the targets themselves.
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We have worked with banking and financial services teams including Axis Bank and Open Financial, where the gap between the stated strategic priority and the target structure is a pattern across the sector rather than a feature of any one business.
Book a 20-Minute Diagnostic CallSelling Excellently™ is our method for complex B2B selling: ten modules covering the full arc of a deal, from creating opportunities through to closing and holding the account. For BFSI teams the diagnosis most often weights four:
Establishing the customer’s actual requirement before a product is named. The highest-leverage change in most branch conversations.
What you get: customers sold what actually fits them, which is what keeps them.
Why this product, for this customer, in terms they can act on, rather than features and rate.
What you get: conversations won on fit rather than on rate.
Rate objections, competitor comparisons, and the customer who has already decided elsewhere.
What you get: fewer customers lost to a competitor’s rate.
Converting a target review into a development conversation, inside the rhythm managers already run.
What you get: managers who improve how targets are hit, not only whether they were.
Where the diagnosis finds the target structure itself is the constraint, that becomes the work rather than training. Sales OKR Consulting →
Two days of core training, inside a three to six month engagement.
Onsite, live online, or blended.
English, with Hindi, Gujarati and Tamil through certified trainers.
Typically 12 to 20, maximum agreed during scoping.
Branch sales and relationship managers, mutual fund and wealth teams, insurance distribution and agency teams, NBFC and lending sales, branch and regional managers.
A certified Selling Excellently™ trainer.
Individual and branch targets are met and the business is not moving.
Your stated strategic priority and your incentive structure pull in different directions.
Product gets led with, and the customer’s requirement is established afterwards, if at all.
Managers review whether the number was hit, not how it was hit.
You have run training before and the behaviour did not survive the quarter.
Leadership names one priority. The target structure rewards another. The structure wins, in every branch, every quarter. This is not a failure of discipline. It is people responding rationally to what they are measured on.
Question If you asked a branch manager what matters most this quarter, would their answer match the board’s?
Compliance and risk mean structures are designed centrally, reviewed by several stakeholders and changed infrequently. That is sound practice. It also means a network can be executing a structure that was correct eighteen months ago and points at a priority the business has moved on from.
Question When was your target structure last changed, and what changed it?
The conversation opens with product and rate. The sale closes often enough that nobody questions it, and the relationship stays shallow. In advisory and distribution businesses, establishing the requirement first is what suitability obligations already expect.
Question In your last twenty conversations, how many established the requirement before a product was named?
Interviews at both levels, target and incentive review, how managers spend their week.
Sales DiagnosticsLive coaching and AI-based practice, so behaviour survives turnover and a busy quarter.
Sales Training ReinforcementRequirement-first conversations and product mix against strategy, baselined at diagnosis.
How We WorkIn this sector the diagnosis sometimes recommends target restructuring rather than training, and we will say so if that is what we find.
Conversations where the requirement was established before a product was named.
Product mix against the stated strategic priority.
Cross-sell and relationship depth, rather than transaction count.
Conversion from conversation to qualified opportunity.
Manager coaching conversations held, against reviews conducted.
Retention of the behaviour across a quarter and across new joiners.
Baselined before the programme begins. Targets and review points agreed in writing.
Yes. The diagnosis identifies where behaviour and targets have drifted apart. How any change is implemented has to work inside your approval framework, and we build with that from the start.
Yes. The pattern shows up across BFSI sub-sectors. What differs is the distribution structure and therefore where the gap sits.
Then that is the finding and you get it in writing. It is a more useful answer than a programme that was never going to move the number.
We sample branches and regions rather than auditing every one, and agree the sample with you first. A pattern that holds across a well-chosen sample holds across the network.
We build the coaching into the review they already run, rather than adding a meeting. A manager checking whether the target was hit and a manager developing how it gets hit are different conversations, and most were only ever asked for the first.
You tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales training for banks, insurers and financial services teams where branches hit their targets but the business does not grow. We build needs-based discovery and stronger customer cases, and where the target structure itself is the problem, we fix that instead of training around it.
If any of the questions on this page were uncomfortable to answer, twenty minutes on the phone is a reasonable place to start. If the gap is not capability, we will say so.
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