A world-leader in global banking and financial services, BNP Paribas has long recognised the importance of skills training in providing its customers with the level of service they expect. Huthwaite took care to completely understand their needs before recommending a SPIN®-based approach which was delivered to more than 1,200 banking staff throughout 2008 and early 2009.

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Should you cast the win/win ethos of negotiation out of the window because of the current crisis?

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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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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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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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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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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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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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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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