An Evaluation of Sales Training in the U.S. Banking Industry

Charles M. Futrell; Berry, Leonard L.; Bowers, Michael R.
November 1984
Journal of Personal Selling & Sales Management;Nov84, Vol. 4 Issue 2, p41
Academic Journal
This article discusses sales training in the U.S. banking industry. Although sales training is common in many firms and industries, some corporations and industries are just beginning to develop sales training programs. Often, firms attempt to strengthen the sales function when competitive and economic pressures intensify, requiring a stronger marketing presence to compete. Such is the case in the U.S. banking industry, as of November 1984. The article presents information on a study which examines the extent and level of sales training among the U.S. banks. The study was based on a sales training model. The model is divided into the four phases of planning, organizing, directing, and evaluation. Planning involves organizational analysis, operational analysis and salesperson analysis. In the decade of the 1980s, banking is undergoing a genuine revolution involving new competitors, new deregulated services and new customers. Clearly, many banks are in the process of reexamining their marketing efforts to strengthen their competitiveness.


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