To increase profitability, customer loyalty (offering the ability to listen and expected by custome

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Some major food retailers are now considering to change their financial services towards a model of the type of retail banking "full-service" [1]. The major challenge in the coming years will then be to improve the performance of their distribution of financial products and services. The projects are many. This will include an evolution of
To increase profitability, customer loyalty (offering the ability to listen and expected by customers advice) and to process transactions with greater added value (sale of increasingly complex), distributors computrition must provide the means to upgrade the skills of the vendors, and direct them to the role of the Council.
To do this, two levers available to them. Distributors must firstly intensify staff training. Today, the resources devoted to training are indeed still limited because financial products computrition are generally issued through sales of the parent company. They can recruit from the other sectors that offer expected competencies. These include the retail banking (for product knowledge and regulatory aspects), or sector retail (for customer service, high quality). For example, Carrefour plans to transfer 1,500 employees in S2P Carrefour working locally for its banking subsidiary, in order that they are devoted exclusively to financial services.
To support the development of staff, discussions should be conducted on the following key points: Animation and motivation networks: how to adapt better remuneration policies and systems of bonuses and incentives? Deploying tools sales support and advice: what tools make available vendors / consultants future (CRM tools, business computrition intelligence, personalized learning for interactive internal Internet portals ...)? What tools to measure staff performance? Training coordination with the network: how to ensure consistency computrition in customer relationship management (common initial training with the distributor's network ...)? How to reassign staff teaches financial areas?
The changing role of staff must be part of a broader strategy to upgrade outlets, with the aim of legitimizing the status of "retail banking" in the eyes of customers. Today, the "credit points" or "financial Spaces" are often providing spaces not facilitating computrition customer proximity, the council or the deed of sale. Move towards a true branch distributor in particular, support the picture distributors computrition in the segment of financial products and their credibility on innovative products. The underlying challenge is to move from a logic point of sale to a logical agency.
To do this, a prerequisite is to properly identify customers expectations and attendance modes outlets, and measure the benefits in terms of brand promotion valve and that of the subsidiary bank. The evolution of retail spaces is analyzed according to the following analytical areas: Materiality / recovery of banking: Packaged solutions (more services booklets, box ...) The communication strategy around products (in order to enhance the extent of the range), prioritizing such as high-profit products or products call: communication computrition media, POS ... The appearance of financial areas and choice of window stickers more or less elaborate: openness to galleries of the sign, transparency, consistency with the universe distributor, visibility, accessibility computrition ... modes agencies configuration spaces Board / sell spaces computrition payment / cash ...
Note however that distributors are constrained by the size of their physical computrition spaces. If the low distribution costs and structure (compared to traditional banks know) are a definite asset for the distribution of financial products, the fact remains that today distributors knew a real problem optimization their distribution network. The evolution of the financial points of sale and other credit points towards areas like banking agency certainly need to "recover"