A fall in the profitability of the conventional sales force had forced this organisation to re-examine the mix of its distribution channels. Key to this strategy was the use of independent financial advisors to add value to client service beyond the point of sale.
A new sales organisation was created that increased the effectiveness of the advisors. The sales force was provided with customised, state-of-the art technology support and a streamlined sales process. The legacy branch network was redefined to better service the customer catchment areas. A new performance management approach was devised.
The new business model increased advisor-customer contact time by 50% and sales per week by 80%.