Action, not words 

Active senior management commitment is the key to success as Huthwaite International implements behaviour change at Živnostenská Banka (Živno) and it delivers measurable bottom-line benefits, too.

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How to win customers and influence people 

When the Milan-based Unicredito Italiano banking group acquired majority shareholdings in seven Eastern European banks, it soon became clear to them that something more than straightforward sales training was needed if they were to take full advantage of the fast-growing, economic environment in which these new subsidiaries operated. They recognised the need to upgrade people's soft skills - through a credible programme of cultural and behavioural change, while taking account of the multi-cultural environment. On top of this was the need to realise a rapid and measurable return on investment. Beginning with their Czech subsidiary, Živnostenská Banka (Živno), they appointed Huthwaite International to help. The results speak for themselves.

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The nine great myths of sales 

Successful selling is not all about bullish wide boys flogging you products you have no use for says sales guru, Peter Belsey.

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Some dos and don'ts of driving change 

A typical change agent's frustration can perhaps best be summed up by the following question: "why is it that no-one else in the organisation can see that if our business is not going forward, it is going back - and that standing still is not an option?"

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More than a financial expert 

published in Business Money

Knowledge is no longer enough - intermediaries need to embrace "selling" to successfully differentiate themselves in today's competitive market. Peter Belsey, financial services sector head, explains.

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Strong leadership drives successful change at Živno Bank 

Following its earlier aquisition of majority shareholdings in seven banks in the former Communist-bloc, Milan-based Unicredito Italianio approached Huthwaite in mid-2004 to emded a fully customer-centric sales approach. The banks requirements went much further than simply sales training, what it needed was a credible, high quality approach to cultural and behaviour change, which would be both consistent across national boundaries and, critically, link with other change projects already underway. It was agreed that the behaviour change would be trialled initially at Czech subsidiary, Živno, seen in its marketplace as a strongly traditional private bank. A key part of the change process was to help private bankers expand their skills, as Živno sought to expand its client base from the ultra-high net worth to the mass affluent.

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Sparebanken Vest making a splash in Norway  

When it comes to changing behaviour, few companies want to dive in without testing the water. However, at one of Norway's largest savings banks, taking the plunge became a reality when results began to exceed expectations.

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Creating a customer-focused sales culture 

When the question that drives all your bank's advertising is "How can we help you today?" First National Bank wanted to mobilise the sales skills of staff at all levels throughout their organisation. In a highly undifferentiated industry, how do you set yourself apart, in the hearts and minds of your customers, adding value both to their experience and your business? Once this objective has been set and with thousands of employees in hundreds of locations to consider; how do you then go about achieving it? To read the full article download the pdf below.

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Bank Austria-Creditanstalt chooses consultative approach 

Gyorgy Beck of Huthwaite Hungary and Dr Gyorgy Barany, Director of HR for the bank, discuss the use of SPIN^® selling to develop a consultative selling approach for the bank's Corporate Account Executives.

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