Finance sector product portfolio from mercuri international

Winning, keeping and growing customers
How financial businesses can benefit
from using Mercuri International
Overview

Win
clients

Our financial sector clients choose Mercuri
International to help them win, grow and keep
clients.

Mercuri
International
equips financial
businesses,
their leaders
and their
people to…

In the financial sector we are able to demonstrate
a strong track record of RoI, in a rapidly changing
world, where organic growth is crucial, but selling
has to be done in a way that fits with regulation
and enhances reputation.

Keep
clients
Grow
clients

By working with Mercuri International you can be
confident of balancing both opportunity and risk
management.

What to use Mercuri for

Who uses Mercuri?

Our focus is clear: “win, keep and grow clients”

Corporate and commercial banks

In practice that means

Retail banks

• Relationship management

Wealth management

• Selling

Insurance – Life & non-Life

• Sales Management

Investment

• Strategic Account Management

Private Equity

• Negotiating

Asset backed lending

• Presentation and pitching skills

Professional Services

• Customer service
• Managing internal relationships

Direct and intermediated distribution

• Sales campaigns e.g. product launch/relaunch, sector campaigns

Sales leaders

• How good selling avoids mis-selling and
manages risk
• Bespoke programmes

Relationship management
Business Development
Customer Service

More about Mercuri International
A quick insight into Mercuri in the changing world of sales
http://www.mercuri.net/content/mercuri-international-corporate-presentation
A short video showing our sector view and why our clients use us
https://vimeo.com/43178969
www.mercuri.net

How we work
We use a blended approach to developing customer-facing people.
This is both more effective and more efficient than more narrow traditional methods and has been
made possible by advances in technology which have been leveraged by our dedicated Mercuri team.
This blended approach is based around our strong five step methodology.

Our track record
The Financial & Professional Services Sector is a key focus sector for Mercuri International.
Globally each year Mercuri International works with 240,000 participants in 18,000 workshops for
15,000 companies.
This includes working with 50% of the world’s top 50 financial institutions over the past 10 years.
Participants rate us highly. E.g. 99% of 350 corporate bankers would recommend the Mercuri
“Relationship-based Negotiating” programme to a colleague. Overall rating 4.84/5.
They change their opinions when they learn with us: e.g. 24% improvement in confidence over 6
months.
They change the way they work when they learn with us: e.g. double the number of new business
presentations made in the 6 months following a Compelling Selling programme
The results improve when they work with us: e.g. 41 pensions consultants generated £1.92Mn of
incremental business in the 3 months following a “Professional Selling” programme

“Provides outstanding service, and a proven track record for delivering
superior sales training and improving the impact of the
sales organization.”

“We believe that Mercuri is an excellent choice for a strategic,
long-term partner to help an organization evolve its selling
strategy.”
If you are considering any project to improve the way you win, keep or grow customers then Mercuri
International is an obvious provider to speak with – high impact, high quality, high reputation.

Contact at Mercuri International
Richard Higham, Global Practice Leader
Tel: +44 7712 588757
Email: richard-higham@mercuri.co.uk

2 ½ day high intensity simulation

Raising the Bar:
Taking client-facing skills to the next level
Background
One of the best ways to develop powerful effective selling skills is to put them to the test and then find ways to take
them up a level. Mercuri International’s Raising the Bar workshops have helped professionals from across the
financial & professional services sector do just that.
Instead of starting with theory and moving to application, Raising the Bar is all about learning by doing.
Small teams compete to win business from a simulated client over series of meetings from first exploratory contact,
through getting to the real issues, putting forward a solution and handling concerns and challenges to gain commitment.
The scenarios are specially designed for you. A high-energy, enjoyable and stimulating way to lift the business result.

Topline summary

Practicalities

Can be a stand alone event or as a final event for
the Professional Selling programme.

Options to run this programme either as a 2 ½ day
session for groups of 12 with 2 facilitators to provide
detailed feedback or as an even more intensive 1 ¼ day
session with a larger Mercuri team.. This option
increases investment but reduces lost opportunity cost
and operational impact.

 Pre-workshop contact and content to set the scene
 Opening briefing for teams to introduce the scenario
 Teams carry out meeting one – initial contact
Debrief and agree learning points
 Teams carry out meeting two - understand ,
quantify and qualify the client's requirements

 Debrief and agree learning points
 Between meetings teams work on live sales issues

A library of proven Mercuri scenarios already exists.
These can provide a starting point for your specific
situation. The relevance and credibility of the scenario is
all important and should be co-developed.
Teams should work on live sales issues during the
programme.

 Build relationship and prepare for meeting three

Where possible your own sales leaders support the
coaching.

 Teams carry out meeting three – communicate the
offer

Participants and leaders have said:

 Debrief and agree learning points
 Teams carry out meeting four – handle objections
and gain commitment

Final presentations and winners announced
Agree individual and group actions

Some results
 102% year on year income growth for 12 teams
compared to 25% for a control group

 Took a targeted relationship from <£1mn to
>£30mn p.a. over a three year period

 Won the first piece of business immediately
following attendance on Raising the Bar

 A project commissioned by a private equity
house generated an incremental $1.67Million of
gross profit in the first 30 days and “our best
quarter in seven years”.

“The knowledge of top relationships has increased
radically. We’ve never known them better than we do
now.” Taxation Partner and Relationship Leader
“Delivered and executed to a very high standard. High
pressure but a lot of fun, with lots to take away & apply”.
Head of SME Banking
“A great two days of learning. I don't think that I have ever
learnt more on a previous course and all can be used
straight away.” RM Large Corporate Banking
“This is a course that will produce better performance
quickly, allow individuals to recognise performance
improvements, sharpen & improve good performance &
build on team-work to achieve results.”
Director Asset-Backed Lending
“Categorically the best training we’ve ever done. My
people are still talking about it and using it. I learned a
huge amount about my people and we’ve seen real
improvement” MD Private Equity

Blended learning programme with 2 day workshop

Relationship-based financial negotiating

Background
This programme has been run extremely successfully for over 400 Relationship Managers, Directors and
salespeople across the sector from corporate banking, through real estate to investment sales and risk
management.
It is a highly interactive programme with three major negotiation practice sessions. One is a generic scenario but
the two main sessions use scenarios created specifically for the audience and reflect current business issues e.g.
margin, exposure, ancillary business, ratios.

Topline summary

Practicalities

Before attending the workshop, participants select
from a range of pre-work – articles, podcasts etc. and
complete a negotiating questionnaire

This programme runs over 2 days for groups of 12 with
2 facilitators to provide detailed feedback.

 Kick-off negotiating session “Ambrosia & Uturpia”
 Introduction and personal objectives from
questionnaire

 The 5 step Relationship-based Negotiating Model
1.

Understand your relationship goals

2.

Assess the situation and create context

3.

Plan your offer

4.

Manoeuvre and bargain

5. Move forward
 2 Practice sessions using business-specific
scenarios

 Make it happen – action planning

Some results
 99% of all participants would recommend to a
colleague

 95% described content as highly relevant or
relevant

 The 18% who said they were not confident
negotiating on behalf of their firm dropped to
only 3% three months after the training.

 Before the training over 70% said they found it
difficult to read the other side’s ploys. This
dropped to under 30%

 Over 100 examples of positive changes in
behaviour after 3 months

 Over 50 examples of RoI after 3 months e.g.
>£1m reduced exposure
>2% margin improvement
Refinance and increase income by £132k

It has also been run for larger groups with extra
observers (Mercuri or client). It can be run in 1 and 3
day formats and integrated with other input e.g. legal
or financial.
A library of proven negotiating scenarios already
exists. This provides a good starting point for creating
business – specific scenarios.
The training requires a main room and segregated
breakout rooms/areas for the negotiations.

Participants have said:
“My preparation is much more geared to negotiation. I
listen more in meetings giving time for the client to
express themselves. I look for positive outcomes rather
than just brick-walling with barriers.”
Bank Relationship Manager
“I better understand the power in negotiations and
appreciate the customer objectives better than previously.
Additionally I approach negotiations with several options
where possible as opposed to one.”
Real Estate Finance Specialist
“I am now more confident and not afraid to challenge and
negotiate. I’m more comfortable explaining reasons why
the Bank may insist upon certain conditions or rates etc.”
Corporate Bank Relationship Director
And their leaders have said
“I am really delighted with the response to this
programme. Without doubt it is the most appropriate and
effective programme we have delivered” Strategy Director
“Excellent!” Head of Professional Services Sector
”

2 day Experiential Business Simulation

Strategic Thinking
and Leadership Development

Background
The financial sector by it’s nature can sometimes look purely at the numbers and forget about the people
making the decisions that create the numbers. We can assume that poor or unexpected results come from
bad decisions or ill judgement. Increased operational success for us lies in realising that this is not
necessarily the case.

Topline summary
Six capital-intensive companies are competing for
customers in a highly competitive, rapidly changing
marketplace.
Participants take on the role of the management
team – comprised of finance, production, marketing
and corporate intelligence.
Their challenge is to make the right investments at
the right time and to get the required return.
Teams manage the strategic, operational and
financial variables that will help lower costs and
penetrate new markets.
Tough investment decisions lie ahead:
• Invest now…or later?
• Pursue all markets… or just a few?
• Take the lead… or be an early follower?
• Borrow money… or earn it first?
• Stick to the basics… or pursue the cutting edge?
Teams learn to better utilize financial statements and
financial ratios as planning tools to boost productivity
and profitability over a 10-year period.
Working together, they increase their awareness of
the complex nature of inter-departmental financial
relationships.
And in the process, they understand what it takes to
pull in the same direction – as well as how to bring
their new skills and insights into reality.

Some results
 100% of all participants would recommend to
a colleague

 100% said they were very confident or
confident that they would be able to apply their
learning in their role

 100% said they were completely satisfied or
very satisfied with this learning event

Practicalities
This programme runs over 2 days for up to 24 people in 6
teams of 4 with 2 facilitators to provide comprehensive
facilitation.
After a short introduction as to the mechanics of the game,
the 2 days are filled with the teams own business activity.
Everything they decide to do, in each financial year, is
recorded in their workbook and at the end of the year the
team has to produce a Profit and Loss report and balance
their Balance Sheet.
The training requires a large room with a large circular
table for each team playing the game.

Key Results
• Heightened business literacy and financial acumen.
• Deep understanding of the overall business impact
of financial decisions.
• Alignment around the “big picture” and a deeper
level understanding of strategy.
• Increased responsiveness to internal and external
customer needs.
• Improved productivity through better teamwork,
communication and coordination.
• Better decisions for optimal allocation of resources.

“The simulation was facilitated in a very professional
manner and was the most engaging program I have done
during my time in the bank”
“A variety of different points of view. Insightful.”
“ Totally engaging, always open to questions and created
the opportunity to spark “
“All presenters showed great enthusiasm and were deeply
engaging. Great energy and I am really delighted with the
response to this programme.” Director

Blended learning: workshop and on-line

Sales Management: Lifting sales performance

Background
Leading a sales team in the financial sector is neither simple or easy. As well as the challenges faced by sales leaders
in other sectors, there are issues of risk, exposure, capital utilisation and regulation to face. Then there is the relentless
pressure on time!
Mercuri International have been developing sales managers around the world for about 50 years. The financial sector
team have applied this broad-based expertise to the specific needs of sales leadership in the financial sector.
This blended programme is centred on a two day workshop and uses a range of innovative approaches to enhance
both efficiency and effectiveness.

Topline summary

Practicalities

Before the training, participants view a compelling
video from a business leader, identify their current
levels of expertise, identify areas for growth and gain
a quick overview of the programme.

The workshop is usually run over 2 days.

The two day workshop is highly participative and
focuses on motivating and equipping managers to
change the way they lead their sales teams.

 Turning the business plan into the sales result by
managing activity and competence.
levers to deliver the result.

 Motivation
perform”

–

encouraging

“the

Using three

willingness

They then receive the on-line post-work modules at the
rate of one a week for a month following the workshop.
Each module involves approximately one hour of work.
A range of implementation support tools can be made
available.
The programme can be adapted for major corporate midmarket, SME and retail situations.

to

Some responses

 Improving sales performance – getting the best
from top performers, “the mighty middle” and underperformers.

 One-to-ones.

Participants receive their on-line pre work 1-2 weeks
before the workshop.

More than a chat less than an

appraisal

 Joint visits /co-listening– the most powerful tools
available to the sales leader?.

 Sales team meetings – how to make them
productive and valued

 Implementation – participants practice and critique
the way they will communicate one key element of
their action plan to their sales team.

“The Mercuri trainer really understood our business”
“It’s amazing what we can still learn”
“There is much that we think we know but need to
remember to do!”
“Immediately applicable back into the business”
European Wealth Management Sales Leadership Team
“Your trainer delivered a great course, quickly winning the
respect and trust of the sales leaders in the room creating
an environment where they were challenged and able to
apply the learning. I received feedback from the
participants after the training saying it was some of the
best training they had ever received and it had been a
great investment of their time..”
Academy Head Corporate Bank

 Following the workshop participants receive weekly
on-line follow up helping them implement and
deepen one element of the programme per week

Some results
“Mercuri International has made a significant
contribution to our sales management, our sales
skills and our sales processes. Their innovation,
industry understanding and delivery have helped us
build the sales culture across the wide range of
businesses that make up the bank”
Head of Corporate Sales Top 20 global bank

“The whole workshop makes us realise that there are
always areas to improve. We think we know these things
but we now realise we are not mastering these
ideas. This is really helpful and makes us want to
improve.”
Team Leader Institutional Banking


Strategic Thinking
and Leadership Development
Background
The financial sector by it’s nature can sometimes look purely at the numbers and forget about the people
making the decisions that create the numbers. We can assume that poor or unexpected results come from
bad decisions or ill judgement. Increased operational success for us lies in realising that this is not
necessarily the case.

Topline summary

Practicalities

Six capital-intensive companies are competing for
customers in a highly competitive, rapidly changing
marketplace.

This programme runs over 2 days for up to 24 people in 6
teams of 4 with 2 facilitators to provide comprehensive
facilitation.

Participants take on the role of the management
team – comprised of finance, production, marketing
and corporate intelligence.
Their challenge is to make the right investments at
the right time and to get the required return.

the 2 days are filled with the teams own business activity.

Teams manage the strategic, operational and
financial variables that will help lower costs and
penetrate new markets.


Tough investment decisions lie ahead:
• Invest now…or later?
• Pursue all markets… or just a few?
• Take the lead… or be an early follower?
• Borrow money… or earn it first?
• Stick to the basics… or pursue the cutting edge?

• Heightened business literacy and financial acumen.
• Deep understanding of the overall business impact
of financial decisions.
• Alignment around the “big picture” and a deeper
level understanding of strategy.
• Increased responsiveness to internal and external
customer needs.
• Improved productivity through better teamwork,
communication and coordination.
• Better decisions for optimal allocation of resources.

Teams learn to better utilize financial statements and
financial ratios as planning tools to boost productivity
and profitability over a 10-year period.
Working together, they increase their awareness of
the complex nature of inter-departmental financial
relationships.
And in the process, they understand what it takes to
pull in the same direction – as well as how to bring
their new skills and insights into reality.

Some results
 100% of all participants would recommend to
a colleague

 100% said they were very confident or
confident that they would be able to apply their
learning in their role


Key Results

“The simulation was facilitated in a very professional
manner and was the most engaging program I have done
during my time in the bank”
“ Totally engaging, always open to questions and created
the opportunity to spark “
“We found it to be profoundly valuable. By experiencing
the positions of senior management, our sales people
gained a newfound appreciation for what our customers
experience in their jobs and developed a greater ability to
talk the customer’s language. We require every
representative to take this training. It was exceptional.”
Director

3

+ 2 day workshop

Compelling Selling
Classic sales training with a modern edge
Background
Compelling Selling takes the proven principles of consultative selling techniques and applies them to the specific needs
of winning and growing clients in the financial and professional services sector.
While the workshop can be used on a stand-alone basis it works best when combined with tools from the
implementation toolkit.

Topline summary

Practicalities

Before the training we work with the business to agree
the key issues that need to be addressed using
Mercuri analysis tools where appropriate.

The programme is normally run over 3 + 2 days with a
gap of 4-8 weeks between parts.

The focus of this programme is on professional selling
and can be applied to either transactional or
relationship selling.

Before the workshop we should co-author scenarios to
use in the various practice sessions / role plays.

•

•

•
•
•
•
•
•
•
•
•

"Where Is This Going?"
• The context for financial selling in a
challenging market.
• The need to identify and leverage
“compelling events”
The seller as trusted advisor
• How RMs add value and bring the whole
organisation to work effectively for the
client.
Selecting the right clients and opportunities
Techniques for making the approach
Engaging with the Client
Building and maintaining rapport, accelerating trust
The detectives: Understanding the client: and their
compelling issues
The offer they can't refuse , forming and
communicating the offer
Resolution: Objections, Pricing, Inertia and delay
Gaining Commitment
Relationship planning and activity management

Some results
41 senior corporate pensions consultants involved
in a Compelling Selling programme (combined with
tele-mentoring) generated €2.6Million of
incremental business attributed directly to the
training (analysis by client’s own actuaries)
This generated cost cover out of extra income
within 12 weeks
It generated more than 4:1 payback within the
financial year.

Normal group size is 12 with one facilitator.

Requires a large room to allow for practice sessions in
small groups or a main room with syndicate rooms.
Can use video where appropriate.
Coaching guides available for filed observation.

“Excellent programme, well structured, phased build-up of
body of knowledge to allow for easy assimilation.”
Relationship Manager Business Banking
“I must admit I was sceptical about this training but I really
learned a lot. It confirmed a number of points but
challenged me in areas where I had either become
complacent or had never acquired the underlying skills. It
was productive but also highly enjoyable”
Corporate Pensions Specialist
“Mercuri International have worked with us to design and
deliver a challenging and innovative learning and
development programme to support our Relationship
Managers and Directors. Mercuri understands our desire
to be recognised as the No1 Relationship focussed Bank
and have the right approach and experience to develop
our people” . Director Major Corporates
“The programme helped the team realise they did not
“know it all” and that there were new skills to be gained
and old skills to sharpen. We’ve seen a real difference in
the way they work with their intermediaries.”
National Sales Director Life & Pensions


Business Finance for Everyone
Creating a cash awareness culture
Background
How much more success could your organisation achieve if EVERYONE within it thought like business
owners – so they could base their future decisions on sound and organisationally consistent business
thinking.
This programme brings financial statements to life through its simple, visual hands on model of a
company.

Topline summary
Participants form the incoming management team of
A&O Inc. – an established company that is facing
some tough challenges.
The team will attempt to take the company from
mediocrity to excellence via a series of exercises
designed to elucidate the foundation of business in a
company.
Teams learn how to monitor cash flow, prioritize
customers that bring profit today but also to build
long-term profitability, maximize utilization of staff and
measure results in the balance sheet and income
statement.
Participants of all levels can gain new skills or build
on prior experience to:
• Read and interpret financial statements
• Identify critical elements affecting profitability
• Analyze financial ratios and KPI’s and make
priorities accordingly.
Participants will explore the cause-and-effect of
relationships that govern a company’s financial
statements and develop an intrinsic business sense
that will govern their future decisions in everyday
work.

Practicalities
This programme runs over 1 day for up to 24 people in 6
teams of 4 with 1 facilitator..
the day is filled with the teams own business activity.

Key Concepts
•

Business finance and Key performance indicators

•

Balance sheet and Profit and loss statement

•

Cash flow and Working capital

•

Utilization of staff and Multi-skilling

•

Delivery efficiency

•

Tangible and intangible assets

•

Market value


Some results
 97% of all participants would recommend to a
colleague

 96% said they were very confident or confident
that they would be able to apply their learning
in their role


“This surpassed our expectations by a wide margin. [It] not
only gives us a foundation to build on – it also creates
enthusiasm and gets people involved..
These are essential components for our development
program.”
“In one of our factories we came up with £1 million
worth of potential improvements as a direct result of the
business simulation.” Manager

Blended programme

Convince and influence
with your sales presentation
Background
The seller of the 21st century has to be a charismatic technophile: charismatic so as to influence your customers, which
means being able to change their opinion when required; a technophile because technology strengthens the power of
influence, provided you use it properly and know when and where not to use it.
It is the combination of charisma and judicious use of digital and multimedia tools that endows the seller with the
strength to convince and influence.
This learning path will develop these two closely-linked dimensions for the participants.
This course consists of nine online modules, a face-to-face seminar, and tests before and after.

Online modules
Online modules: 15 to 30 minutes each with support
materials. The modules will involve a time
commitment equal to one working day
1. Why sales presentations are boring
2. Face-to-face presentations vs. written proposals
3. How to structure a presentation
4. How to link the presentation to the sales situation
5. How to improve the visual impact of a presentation
6. Presentation design
7.

Visuals and PSE : Picture superior effect

8. How to lead meetings
9. Written proposals

Two day workshop
The levers of influence: form and substance, rules of the
communication and prerequisites
• The SARA structure
• ERD levers: Eloquence, Relevance & Decisions
- Eloquence: develop energy, tone, rhythm,
verbal and body language
- Relevance: demonstrate the interest for the
customer
- Demanding: influencing a decision in our favour
Combine persuasive techniques by using the computer
and PowerPoint properly:
• The seller IS the presentation, not PowerPoint
• How to strengthen impact and avoid “Death by
PowerPoint“
• How and why to “give up" all the words on the slides
that the customer won’t read
• How to handle a meeting without using PowerPoint as
a "prompter“
• When to turn off the computer (“Black") and why, and
the resulting gain in impact
• How, why and when to switch between digital and
analog

Some responses
“I found the programme challenging and sometimes
uncomfortable but the impact on my presenting has been
radical.” Senior consultant: Professional Services
Leaders have said:
“I’ve been positively surprised by how this has changed
the team’s presentations for the better and one other thing
- they enjoyed themselves!”
Sector Head: Financial Institutions

Equipping teams for product and market campaigns

Online Competence Benchmark

Background
The Online Competence Benchmark allows you to measure the skills, knowledge and attitudes of your people and ensure
these competences are aligned with your business, strategy and goals. This allows you to plan targeted, prioritized and
cost-effective development and then measure improvement. It helps improve competitive strength and make the most of
L&D budgets.
It was developed specifically for clients in the financial and professional services sector where it has proved itself with
major organisations including three of Europe’s Top 10 insurers, A Big 4 accountancy and a top3 risk manager. It has
been continuously improved based on work with these businesses and as and with global leaders in the IT, biomedical
and engineering sectors.

Topline summary

Practicalities

 We start by working with you help you define and

The whole process is run on-line, saving time and
administrative costs.

calibrate the skills, knowledge and attitudes you are
looking for in your teams.

 This process is made much faster and more
effective by starting with Mercuri’s extensive
libraries, based on our 50 years of experience and
covering many roles e.g. relationship managers,
strategic account managers, sales leaders, business
development, marketing, project managers, sales
support, client service teams.

 The library can be used as is, edited or redrafted.
 We build a communication plan together and brief
participants, their managers and learning
specialists.

 Individuals complete a questionnaire, rating
themselves on a scale divided into bands e.g.
emerging, experienced, role-model.. They identify
the competences they believe are most important
for success in the role.

 Managers rate their team-members in the same way
 The manager and the individual validate the
“scores” and agree on areas of focus.

Allow about six weeks from kick-off to reporting.
The questionnaire takes about 45 minutes to complete. A
manager can rate a team of 8 in 90 minutes. The
validation meetings typically take 90 minutes.
There are a number of options that can be switched on or
off as required.

Some responses
”Very open discussions and the team is seeing it as a real
opportunity to identify their key development areas. The
system is working really well for us and I’ve had really
positive feedback”
National Sales Manager Business Services
“For the first time we are basing our development
decisions on facts and not guesswork”
Head of Professional Development Life Assurer
“I found it really helpful to step back and think hard about
how good I really am in this role and where I need to
improve.” Global Lead Partner, Professional Services.

 .The individual receives a report comparing them to
others and/or a benchmark and identifying existing
development tools to help them grow.

 The business receives powerful reports that give
compelling insights into gaps in competitive
strengths and priorities for development. These
reports can be cut by e.g. region, role, sector etc.

Some results
“We had high expectations when we commissioned
this work but the competence benchmarking
worked far more smoothly and has given us far
greater insights than any of us had expected!”
Head of Corporates Top 10 Insurance Co

“This was a great starting point for our compelling selling
programme. It gave the team an appetite to learn and
helps us measure improvement”
Sales Director Pensions Provider
“We used the OCB to demonstrate the links between
competence development and sales performance . We
reprioritised our training and saved enormous amounts of
time on our old manual product knowledge testing and
skills assessment. We estimate £400k saved over 2
years” Head of Branch Performance , Investment &
Protection provider

Face-to- face workshop

Applied Best Practice
Building effective ways to win and grow business
Background
When selling skills are supposed to be in place but just don’t seem to be have the effect they should, then Applied Best
Practice may well be the way to solve the problem.
Applied Best Practice focuses sales teams on specific sales situations. It starts with what current good practice looks
like and challenges people to ensure they are at least at this level and then to reach for the next level.
The programme is very interactive and relevant. It leaves no room for complacency and makes use of managers as
coaches to maximize implementation.

Topline summary

Practicalities

Before the training, we work with selected individuals
to agree a good baseline and shoot a short video of
the key stages of the sales process.

The programme is normally run over 3 days and follows
the same pattern through the stages of the sales process.

The video shows “OK plus” behaviours which would
not cause real problems but which could be improved
on..

•

Introduction to topic

•

View video scene e.g. “Engage with the client” or
“Address concerns”.

The programme works through the four key stages
of the sale:

•

Compare good and great and agree possible
improvements.

 Engage with the client – build rapport, get the
meeting off to a good start, position oneself/the
offer/the firm.

•

Trainer input on key concepts.

•

Practice in small groups with video.

•

Immediate feedback in small groups on video from
coaches.

 Form and propose a relevant solution

•

Plenary session to agree further improvements.

 Address concerns and objections and gain

•

Practice and review again to embed improvement.

commitment

•

At the end of the workshop individuals confirm their
action plans. Plus the best ways of working (e.g.
positioning statements, question banks, proofs,
objection banks) are agreed and documented.

Plenary session on agreed commitment to make
improvements.


 Understand the client and qualify their requirements

Coaches and participants agree implementation.

Some results
Applied Best Practice has proven itself in a range of
financial settings including:
Commercial Banking
Asset Finance
Fleet Solutions
Trade Finance
Financial Institutions
Structured Finance
Pensions
Private Banking
Insurance

“My very first appointment following the Applied Best
Practice course … went unbelievably well. I used several
of the techniques we had worked on and the FD really
opened up. At the end the FD said he would recommend
us to the board …The proposal was subsequently
approved.”
Commercial Bank Relationship Manager
“”I learned more about my people and what they actually
say and do in front of customers than I would ever have
expected”
Regional Director Cash Management
“We did more business with this offering in the quarter
following the training than we did in the previous three
quarters combined. Part of this was because the
marketing campaign came good but a lot of the success
was down to the Mercuri training.”
Corporate Marketing Manager

Winning, keeping and growing profitable relationships

Relationship Management

Background
At a time when product-pushing, the “hard sell”, and mis-selling are in the news, professional relationship management
has never been more important. Jean-Laurent Bonnafé, CEO, of BNP speaking to the Financial Times about his global
strategy said he wants to be remembered for “client satisfaction: The winning banks are those that can achieve
confidence and trust.”
Antonio Horta-Osario, CEO of Lloyds Banking Group confirms this thinking when he said : “Issue-by-issue and
scandal-by-scandal the faith and trust in our industry has been eroded. Why? Because I believe that many
banks lost sight of their core values and became complacent, non-customer-focused and inefficient.”
Mercuri International’s Relationship Management programmes can help you develop your RMs to build trust, manage
risk and at the same time generate sustainable growth that enhance both the bottom line and your business’ reputation.

Topline summary

Practicalities

 The programmes have been used successfully
across the sector; from professional services, through
banking to insurance and investments. They can be
used for dealing directly with the client or with and
through intermediaries. The size of relationship may
vary from a complex global corporate through an SME
to an individual client.

 There are several ways Mercuri can help you develop

 There are cross-overs with a number of other

 We will work with you to find the best approach

Mercuri programmes such
Management and cross-selling.

as

Key

Account

 At the heart of the programmes are skills such as:
 Selecting the right relationships to focus on,
 Relationship planning,
 Building a trust-based relationship,
 Understanding the client,
 Forming, prioritising and proposing the right
solutions in the right way,

 Handling difficult situations (internal and external)
and gaining incremental commitment.

 Acting as the prime point of contact and leading
virtual teams
specialists

of

product

partners

and

other

 Managing the relationship through its different
phases.

Some results
"When I was a pensions consultant I went on a
Mercuri International course on relationship
management. The live case study I focused on was
an intermediary which was then generating ~£1m a
year. I applied what I learned on that course and
(with a lot of hard work) we saw the £1m a year grow
into £24m a year over the next 3 years. I have no
doubt that the Mercuri course was instrumental in
helping me achieve this” Head of Specialist Sales

your Relationship Managers using our 5 step process.

 They range from short sessions at a conference or a
sales meeting , through a one-day workshop for
graduates to a full 3+2 day blended programme with
pre-work and an implementation toolkit.
balancing commercial effectiveness with operational
efficiency.

Some responses
“Our challenge was to raise the bar of both our newest
and most seasoned relationship managers. Mercuri
International invested time to tailor and expertly deliver a
course for our unique needs and context. It not only
pushed the limits of our most experienced/ cynical
managers, but continues to deliver top and bottom line
benefit to the business.”
Head of private banking for corporate client executives
“Mercuri facilitated a 2 day client scenario that allowed us
to understand in-depth the individual abilities of our
Relationship Managers, across a broad range of skills,
knowledge and behaviours. The course learnings have
driven a new training and development focus and a
revised product deployment approach. Both will provide
positive outcomes for our people and our clients.”
MD share dealing services
deliver a range of training courses supporting our
Relationship Managers and Directors. Mercuri
understands our desire to be recognised as a top
relationship-focussed bank and have the right approach
and experience to develop our people”
Global Sector Head Corporate Banking

Strategy Workshop

Key Account Management

Background
What proportion of your income comes from your key or strategic accounts? 25%? 50% ? Even higher?
A Mercuri survey of 84 financial businesses showed an average of 49% of income coming from the top 10% of
customers.
The prizes are great but KAM programmes carry significant risk; with money, time and reputation all being put on the
line. KAM programmes impact on the whole business not just the sales function. So it is important that the business as
a whole understands and agrees on the issues and implications of working with strategically significant relationships.

Topline summary
The workshop brings together senior leaders from a
range of disciplines – distribution, origination,
operations, risk, finance, compliance., product
partners.
The morning focuses on gaining a common
understanding of what KAM means in practice
• “What’s at stake?” - the risks and opportunities of
a KAM programme.
• Trends and themes in today’s strategic account
management
• “What does good KAM look like?” – The Mercuri
International / University of St Gallen survey of 560
European businesses.
• The components of effective strategic account
management:
• Critical success factors – hard-earned lessons
from experience
• Feedback from “Fit For KAM” questionnaire
completed before attending the workshop..
The afternoon concentrates on one selected area to
get a concrete outcome on the day e.g.
 Selection criteria and segmentation
 The structure of virtual account teams and their
roles
 Account planning
 Measurement

Some results
“Working with Mercuri International specifically on
scoping out a key account management process
and redefining our structure has proved invaluable
in propelling our business model forward in terms of
increased sales productivity. The projects have
had a measurable impact on the business result”
Head of Sales European Financial Institution

Practicalities
The workshop is usually run in one day.
It works well with between 6 and 15 participants.
Participants receive a “Fit for KAM?” questionnaire to
complete before coming to the workshop.
The workshop can be run on or off site.
It can be used for both direct client situations and when
working through distribution..

The Mercuri/St. Gallen KAM
model

Getting to grips with key account management

KAM Development Toolkit

Overview
Managing strategically significant relationships is both demanding and fulfilling for the individual and of critical
importance to the business. Both opportunity and risk are high. For example, a Mercuri team has been working with a
leading global player to help them take their income from their global accounts from $800mn to $1.8Bn.
While not all scenarios are on this scale, the stakes for key account managers are always high! The role is a complex
one, requiring a portfolio of skills which few salespeople, relationship managers or technical specialists will have been
able to acquire in their careers to date.
We have developed a number of approaches to help equip those who lead or aspire to lead these major relationships.
Because each situation requires a different approach this sheet shows examples of ways we have approached the
challenge of strategic account management. Everything we do in this field is based on a very strong research-based
model co-developed by Mercuri International and the University of St. Gallen.

Examples
•

•

•

Key account manager training:. We have a
very strong range of modules for developing
strategic account managers. The modules cover
the 5 dimensions of key account management –
strategies, solutions, people, managing,
measuring. They are designed to equip those
managing major relationships with skills,
techniques and tools to “understand and analyse”
and then to “plan and realise”. Working with the
national accounts team of a major pensions
provider we ensured there was a common
understanding of KAM across the restructured
team and that the critical tools were in place and in
use.
Key account management tools Some of our
clients have some tools they need in place, but
few have all they need to achieve maximum
effectiveness. We work with the client team to
review and refine existing tools and where
appropriate to provide and adapt tools from the
Mercuri KAM toolkit. Tools include:
• Selection criteria
• Stability indicators go/no-go analysis
• Account plans
• Account team structures and ROAD
maps
• Cross selling analysis
• Measurement tools
An investment manager had 2 main issues. It
was not prioritising account management
resources in line with corporate strategy and its
account plans were so cumbersome they were not
being used. The Mercuri team worked with the
client’s project team and within a month had
selection criteria (“The AttAcc planner”) and a
simple account plan in use.
Key account management self-study library:
Over 30 articles and guides for strategic account
managers – from “Leading virtual account teams”
to “Working with the C Suite”. A global insurer
used this library as a way of providing immediate
content and support for its International and
National Relationship Leaders while longer-term
development was put in place.

•

Key account simulation: In this highly interactive
simulation account leaders have to create an
account plan for a complex, multi divisional account
operating in multiple geographies. They then need
to execute the plan over several years to achieve
the desired business result. This has proved a very
stimulating and highly time-efficient way of working.
A professional services firm used the simulation to
build analytical thinking and provoke its KAMs to
stretch themselves.

•

Coaching on live account plans: This can be
done with individuals, with small groups of account
managers or with core account teams. The focus is
on a live account. The process starts with analysis
of the current situation and identifies current or
potential problems and opportunities. Over an
agree period the coach helps the team make the
required changes to improve the result. We worked
with 4 account teams in a leading actuarial
consultancy to develop new ways of working with
their clients – a global energy company, a
supermarket, an insurance company and a bank.

•

Measure and improve competence: Using our
experience of working with strategic account
managers around the world and our access to a
very strong technology team we have developed the
Online Competence Benchmark which allows our
clients to measure the KAM capabilities of its
relationship leaders, identify the improvements
required, plan very focused, aligned development
and then measure improvement. A “Big 4”
accountancy firm has used the Mercuri OCB as part
of its global accounts programme to identify the
learning gaps for its lead partners.

A blended and innovative online learning programme

Professional Selling

Overview
This programme allows professionals to build their client facing skills, working in their own time over a thirteen
week period. The online learning takes about an hour a week and is supported by coaching sessions.
The materials have been developed specifically for the needs of client facing people in the financial and
professional services sector.
The programme make use of innovative learning technologies to combine maximum effectiveness with minimum
operational impact.

Topline summary

Practicalities

The programme

Each weekly module contains a fifteen minute
animated Rapid Learning with the key points of the
subject.

Opening coaching session
1. Introduction and opening self-analysis
2. Plan for growth – identifying which clients and
solutions will deliver the result
3. Make hard choices - picking the right clients &
opportunities
4. Compelling selling – finding the issues to make
your selling compelling
Second coaching session
5. Approach tactics
6. Planning and preparation to increase efficiency
and effectiveness
7. Engaging with the client - building trust fast
8. Understanding the client - getting to the heart of
clients’ issues
9. Building and communicating relevant solutions
Third coaching session
10. Managing a pipeline
11. Resolving concerns and gaining commitment
12. Growing the relationship
13. Making it all happen
Final coaching session

To access Professional Selling for yourself and
see examples of the different materials click
here:
PROFESSIONAL SELLING
Or cut and paste this link into your browser:
http://mercuri.lms.epistema.com/data/modules/cr
ossknowledge/interfaces/session_autoregister.p
hp?session_id=47602&guid=9E74404C-25B2E440-ED4C-8919EB720206&group_id=675

There is a Mercuri Essential – a downloadable
summary
There are further resources including articles, “Skill
Sharpeners”, Podcasts and practical sales tools
Each week there are questions and exercises to
confirm progress.
The coaching sessions provide an opportunity to
support the learning and to answer questions on
applying the ideas.
When Professional Selling is used by a number of
people from the firm it can be followed by workshops
such as Raising the Bar

“The content is very relevant for my role as I need to
build my business development skills”
Accountancy Manager
“It’s been good to be able to fit the learning in without
losing billable hours and valuable client time”
Client Director – Employee Benefits Consultancy
“The programme has given me practical tips and tools
that I have been able to put to use immediately with my
clients” Corporate Bank Relationship Manager
“Professional and effective – the look and feel are just
what we hoped for”
Business Academy Lead Commercial Banking

”

A dynamic, challenging and motivating 1 day event

Professional Selling: Kick-off Event

Overview
The financial and professional services sector is going through dramatic changes: market volatility; geo-political
and macro-economic shifts; regulatory pressures; client and consumer perceptions.
Against this background there is a need for and expectation of growth in economic profit and market share.
This needs to be achieved in line with a rightly increased focus on risk and treating customers fairly.
Mercuri International continue to believe that well conceived and executed professional selling complements good
risk management. This session sets out to stimulate and challenge sales teams and their leaders to bring together
the ethical and the entrepreneurial ; profitability and professionalism.

Topline summary
The day
The morning is based around a very focussed case
study ‘Finworld’.
Faced with changing market conditions the group has
to predict the success and plan the KPIs of a team of
five sales professionals. As they work through the
case, they are challenged with a range of issues:
1. What’s happening in the market?
2. The what and why of sales strategy
3. The right size and shape of the sales result
4. Selling activity – the keys to success
•
Quantity
•
Direction
•
Quality
5. Competence – the ability to do
•
Knowledge
•
Skills
•
Attitude
In the afternoon we work on a range of topics that
can be adapted to the needs of the group. These
topics can include:
• What makes a rainmaker?
• What does it mean to be a trusted advisor?
• The effective relationship manager
• The mind of the buyer and the mind of the seller
• Team selling
• Differentiated Selling
• Introduction and overview of Professional Selling

Practicalities
The day is led by Richard Higham – Global Practice
Leader – Financial & Professional Services. He will be
supported by another member of the Mercuri sector team.
The day can be used with different sizes of audience; from
a dedicated team to a complete sales-force.
It is possible to break this material up for shorter sessions
e.g. at a conference or sales meeting.

To see and hear Richard speak, view these videos:
https://vimeo.com/43178969 https://vimeo.com/43173641

“A really strong session delivered by someone who
clearly knows what he’s talking about”
National Sales Director, Asset Finance
“Richard is an engaging speaker who delivered on brief
for our audiences…He has the gift of making … an
intense session clear and enjoyable.”
Programme Director, Postgraduate International Selling
Programme
“Very articulate and yet extremely pragmatic”
Director Strategic Insights Programme, international
insurance

Equipping teams for product and market campaigns

IMPACT projects

Background
Over the years we often heard from clients who had tried a product launch or a market campaign which had not
worked. Frustrated and concerned, they now wanted us to do some training to put things right.
We always responded but realised that our clients were missing opportunities, wasting resources and increasing risk
through this approach. So we decided to take the initiative. IMPACT projects help you get off on the right foot and
achieve the optimum result from the very start. They focus on the application of existing skills to a specific market
challenge.
They are not concerned so much with a particular sales theory but more on how well your people are using it.
Everything is about real-world activity to make the most of the opportunities.

Topline summary

Practicalities

 Before the training we work with a small team

The workshop is usually run over 2 days.

including sales management, marketing and
experienced sellers to identify the way things are
been done today, inc. likely barriers to success
and what “good” looks like. We record examples
of steps in the sales process.

 Over a two day period (with evening session)
teams work together on refining and improving the
way they will work on the campaign.

 This could include interactive sessions on profiling
and approaching target prospects or highly
interactive product knowledge sessions using
games etc.

 Through Day 1 the participants are developing
and personalising the tools they will use e.g.
positioning statements, question banks, proofs,
objection banks.

 In the evening there is some engaging, fun
learning e.g. product quiz, panel of experts etc.

 Overnight the Mercuri team gather and edit the
work done on day 1 and convert it into a draft
sales playbook.

 Day 2 is spent practising and refining key aspects
of the sales process to give people confidence to
apply this immediately in the market-place. This
ends with planning clear actions for the coming
days and weeks

Some results
 Pensions Consultants introducing a new offering
for SMEs. Product knowledge up by 60%; number
of actual sales visits up 100% over quarter following
project.

 Commercial banking introducing a new
relationship management package: Won more
cases in the quarter following the project than in the
three quarters preceding it.

We prepare a workroom with product information,
branding material etc. (for example for a medical company
we created a side ward with the high-tech bed they were
selling while for a trade finance project we had visuals
from their target markets)
Video/audio recording can be used as required.
After the workshop the draft playbook is quickly edited and
distributed. A range of implementation support tools can
be made available.

Some responses
“ The people who were going to be involved in selling the
SME offering were either nervous, complacent or naïve.
They knew this campaign was coming but they weren’t
ready for it. The IMPACT Project was a real wake up
call.”
SME Programme Leader: Pensions Consultancy
“It’s so much better being involved all the time instead of
just sitting there while a product manager talks at you. I
learned a lot by just getting on with it and then being
challenged on how I could improve.”
Commercial Bank Relationship Manager
“High energy and really practical. It gave me confidence
to get out there and win business from the start.”
Business Banking Business Development Manager
“It was great. I was able to solve real world problems that I
knew I’d face with my partners. It paid off in the very first
negotiation with them.”
Bancassurance Protection Consultant / Channel Manager

Achieving client growth through cross-selling

Cross Selling

Background
For many financial businesses cross-selling has been seen as the best way of increasing the value and stability of
customer relationships. When it works well it can achieve both these things but all too often it leads to product pushing
and even mis-selling.
The client does not always see why it is to his advantage to take multiply products ant there are significant barriers to
success. The main six are: (1) Negative or neutral recognition and reward systems (2) Lack of trust between
individuals and departments (3) poor product knowledge and knowledge management (4) Undeveloped cross-selling
processes (5) Undeveloped cross-selling skills (6) Undeveloped sales management of cross selling.
Mercuri International’s approach to cross selling in the financial & professional services sector can help you manage
risk and reputation while building relationships and profit.

Topline summary
 Mercuri International’s expertise in helping you
address cross-selling issues can be applied in
several different ways from consultancy through
awareness sessions to skills training.

 Sometimes this can be as a stand-alone cross
selling project. At other times the cross-selling
agenda is woven into a more general sales,
relationship management or sales leadership
programme.

 This expertise has been used by professional
service firms, banks, insurers and risk managers. It
can be applied in B2B, B2C and B2B2C settings.

 There are cross-overs with a number of other
Mercuri programmes such as Key Account
Management, Relationship Management. And the
range of selling programmes.

 Consultancy could involve improving the
effectiveness and efficiency of knowledge
management or the development of cross-selling
processes to bring product expert in at the right
point in the buying cycle..

 Awareness sessions might be a question of
designing and facilitating cross-silo “product fairs” or
launch events.

 Training cross-selling could be simulation based
using generalist relationship managers alongside
product specialists or could be based on skills
development e.g. managing referrals.

Some results
Four bank teams involved in shipping (ship finance,
ship broking, hull insurance and cargo insurance)
identified 23 previously unseen cross-selling
opportunities on the day.
9 of these were converted over 6 months.
Bank owned lessor saw 25% volume growth after
changes to reward systems and process.

Practicalities
 There are a number of different ways Mercuri can help
you improving your cross-selling. using our 5 step
process.

 They can range from consultancy and project
workshops through short sessions at a conference or a
sales meeting , to blended programmes combining
face-to-face sessions with on-line work.

 We will work with you to find the best approach
balancing commercial effectiveness with operational
efficiency.

Some responses
“The workshop made us think. We were challenged and it
was not always comfortable but the day produced not only
a changed mind-set but really practical tools that began to
be used immediately."
Head of private banking for corporate client executives
“Mercuri facilitated a 2 day client scenario that allowed us
to understand in-depth the individual abilities of our
Relationship Managers, across a broad range of skills,
knowledge and behaviours. The course learnings have
driven a new training and development focus and a
revised product deployment approach. Both will provide
positive outcomes for our people and our clients.”
MD share dealing services
deliver a range of training courses supporting our
Relationship Managers and Directors. Mercuri
understands our desire to be recognised as a top
relationship-focussed bank and have the right approach
and experience to develop our people”
Global Sector Head Corporate Banking

Customer service for profitable customers

Customer Service Programmes

Overview
The current emphasis on restoring customer confidence and trust; reducing reputational risk; focussing on customers’
real needs and building strong, loyal relationships means that customer service is even further up the financial
services agenda.
As customers become increasingly knowledgeable, confident and demanding, meeting and exceeding expectations
becomes increasingly challenging. The programme examples below are how Mercuri can help the business deliver
on its promises to stakeholders. Calling on our Swedish roots we have developed an approach to customer service
that sits well with the times we live in and has proved itself with clients ranging from airlines, through utilities to banks.

Examples
Customer Service Management
This training will provide you with the necessary tools
for building and managing a target-oriented
business. It will map and develop a process-oriented
way of working as well as providing you with
knowledge and skills for following-up and improving
results. The training contains tasks that are directly
applicable to your business.
Target group/scope. You are responsible for
managing a service department, contact centre or
similar. 2 + 2 days.

World-class Customer Service
How do you measure if you provide – world-class
customer service? You will receive tangible tips for
creating measurable and distinct result improvements.
What must we follow-up and why? We will explore the
meaning of world-class service.
Target group/scope. You are a Manager/Head
responsible for the quality of the customer service
provided by your company/organization and you wish
to further improve this level of service. 1 day.

Co-listener training
Companies working with qualitative co-listening and
coaching have more qualitative customer calls,
happier employees and more satisfied customers which of course have positive effects on their
profitability. You will have the opportunity to practise
the tools which you then may use for co-listening in
your everyday working situation.
Target group/scope. You are a Manager, team
leader, coach or customer service employee and wish
to improve your co-listening skills, whether it's on the
phone or in personal meetings. 2 days

Efficient customer communication
What does good service and caring for customers imply?
We will focus on phone customer meetings. Being able to
conduct efficient phone calls, taking and maintaining the
initiative, carrying out a good needs-analysis, giving the
buyer information they need and closing professionally.
Target group/scope. You are a customer service, helpdesk or contact centre employee. 2 days.

Selling on in-coming calls
Incoming phone calls are wonderful sales opportunities.
You will receive a clear model for turning a "problem
solving" call into a sales conversation.
Target group/scope. You handle incoming phone calls in
a customer service or contact centre department and wish
to improve your sales impact. 2 days.

Help – the customer wants to leave
One of our most important phone calls is the one when the
customer says they wish to leave. This training will provide
you with a reliable method and practical tips for becoming
more successful in convincing the customers to stay on.
Target group/scope. Everyone who has customer
contacts wishing to improve their ability on retaining
customers. 1 day.

Professional e-mails
More and more customers choose e-mail as a means for
communication with their providers. It's challenging to
answer a question or complaint from a customer via email. It’s not easy to communicate simply and directly,
avoid misunderstandings and keep the customer satisfied.
Target group/scope You handle customer errands via email or letters and you wish to improve your ability to write
easily understood, customer-friendly answers. 1 day.

Ongoing implementation support

Making it happen!
The Implementation Toolkit

Overview
“Ten new ideas are good… but one new idea put into practice is even better”
This comment from Mercuri’s founder Heinz Goldmann underlines the critical importance of putting training into
practice or to put it another way, to turn “learning into earning!”
It is clear that most adults need frequent small reminders and stimuli rather than learning only in big chunks. Many
client facing people have a pragmatic, activist approach to learning which needs to be recognized and supported.
Here are some of the ways in which Mercuri International approaches the challenge of helping financial
professionals put their learning into practice.

Examples
•

Manager briefing: If the participants’ managers
have a clear grasp of what their people are
covering before they attend training then they can
engage actively before the training and know how
to coach after the training. Working with an
actuarial consultancy, implementation of account
plans went from <30% to >70% when “Coaching
Awareness Calls” were introduced for line
managers.

•

Tele-mentoring: Participants receive a series of
one-to-one or small group follow up calls to
stimulate retention, answer questions and focus on
real-world application with clients. 30 pensions
consultants generated £1.92mn of incremental
business in the three months of a post-course
tele-mentoring campaign.
Coach the coach; Apply the tele-mentoring
approach but to internal coaches or line managers,
agreeing a specific campaign plan and monitoring
changed sales activity and business result. Using
this approach with a central European bank on a
four month asset-gathering campaign, branches
hit 100%-203% of stretch targets for high net worth
customers .
Coaching observation checklists: Managers of a
life assurance office received checklists to use
when observing consultants in the field.
Skill Sharpeners & Sales play book. Following
their involvement in Mercuri sales training , an
international group of wealth managers received a
weekly article or “skill sharpener” by e-mail. These
were combined with tools from the training (e.g.
positioning statements, question banks and
objection banks) into a sales playbook that is now
standard issue for the sales force. The approach
has been replicated for specific
markets/campaigns.
Aides-memoires: Participants are provided with
prompt cards to review immediately before going
into sales visits. “I keep in my folder and take a
quick look before I go into meetings. It keeps me
on track.”

•

•

•

•

•

SMS/e-mail prompts. A weekly prompt is sent to
each participant after the programme. These light
one-line communications are designed to jog the
memory and stimulate implementation on the
principle of “little and often”. Being used by a Gulf
bank to support sales leaders and relationship
managers. “We don’t want the learning to get lost in
the pressures of daily business. This simple
approach keeps the learning front of mind.”

•

Full blended learning: A global bank is using this
approach for sales team leaders around the world
following a 2 day workshop. Mercuri have designed
five post call modules that take an hour a week to
complete and include calls to action and video
interviews with leaders “Leaders like the look and
feel of these modules. They’re quick to do but also
give some really good back-up material”

•

Call the sales expert: For an agreed period
following the training, participants have access to a
hot line which they can call if they are having
difficulties in applying the learning with their clients.
Access by voice, text or e-mail “I only used it once
but it helped me secure a seriously big deal.”

•

Coaching cafes: This way of working is more
appropriate for office-based sellers. A coach is
available on site on specific dates following the
training and can be booked for one-to-one or group
coaching sessions or used on a drop-in basis.

•

Access the blog “Selling Financial Services” at
http://selling-financial-services.com for stimulating
commentary and practical ideas. Other media are
in development.

Finance sector product portfolio from mercuri international

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