ASPEN CONSULTING GROUP, INC.
6084 S. OAK CANYON DRIVE
SALT LAKE CITY, UTAH 84121
PHONE: 801.277.9548XFAX: 801.424.2334

SALES & SERVICE CULTURE SURVEY
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Asset Size

 <$500 MM
$500 MM - $999 MM
$1 B - $4.99 B
$5 B+
After reading each statement, provide the response that best describes how it applies to your financial institution. Please provide only one response for each statement. If a statement does not apply to your institution, please use the “Never” response.
Please answer ALL questions.
The response choices for each statement are "Normally", "Sometimes" or "Never"
ORGANIZATIONAL ENVIRONMENT
1. Our employees would rate their benefit plans very favorably compared to those provided by other employers in our market area.
Normally Sometimes Never
2. Our employees would rate the level of service they receive from our Human Resources Department as being very good.   
Normally Sometimes Never
3. In our financial institution, employee performance reviews are conducted on time.
Normally Sometimes Never
4. Our employees would give a high rating to the level of service and cooperation that they receive from other departments when addressing customers’ problems or concerns (service from departments such as Research, Depositor Servicing, Loan Servicing, etc.).   
Normally Sometimes Never
5. We survey our employees to obtain their feedback on our employee benefit programs, products and services.
Normally Sometimes Never
6. Our internal departments have formal standards of service.
Normally Sometimes Never
7. The employees of our internal service departments (such as Research, Check Processing, Credit Cards, etc.) are measured on the level of service they provide to employees on the front line (i.e., customer contact employees).
Normally Sometimes Never
8. We encourage employees to use our institution’s services by providing them with information on the benefits of using our services at their employee orientations and as new services are introduced.
Normally Sometimes Never
9. We actively promote our banking services to our employees.
Normally Sometimes Never
10. We pilot new services with employees before offering them to customers.
Normally Sometimes Never
11. We provide discounts and other incentives for employees to use our banking services.
Normally Sometimes Never
12. We conduct formal research to determine the extent to which our employees use our products.
Normally Sometimes Never
13. Our employees can easily articulate our institution’s sales and service philosophy.
Normally Sometimes Never
SITUATION ANALYSIS
1. We measure the skills of our sales personnel by routinely conducting formal shopper surveys of our branches.
Normally Sometimes Never
2. We measure the product knowledge of our sales personnel with formal product knowledge testing.
Normally Sometimes Never
3. We measure the attitude of our sales force by conducting a formal sales and service attitude survey.
Normally Sometimes Never
4. We measure the telephone skills of all employees who take customer calls by routinely conducting a formal telephone shop.
Normally Sometimes Never
5. We periodically measure the time required by branch managers to complete their various assigned tasks to determine the amount of time available for sales management.
Normally Sometimes Never
6. We periodically assess the time members of the sales force devote to sales versus service and operational activities.
Normally Sometimes Never
7. We routinely communicate to employees the results of any surveys or shops we conduct.
Normally Sometimes Never
8. We maintain a customer database that computes customer profitability and use of bank products and services.
Normally Sometimes Never
9. We continually measure customer deposit attrition.
Normally Sometimes Never
HUMAN RESOURCE DEVELOPMENT
1. Our recruitment and selection process for Teller, Platform Sales, and Branch Manager positions emphasizes those attributes that are necessary for selling.
Normally Sometimes Never
2. All of our Teller, Platform Sales, and Branch Manager job descriptions emphasize the responsibilities and accountabilities for selling.
Normally Sometimes Never
3. Our performance appraisal process for personnel in customer contact positions requires the evaluation of sales performance, service performance and sales management (for managers).
Normally Sometimes Never
4. We have established a career path for sales personnel.
Normally Sometimes Never
TRAINING
1. We have regularly scheduled sales training sessions for teller personnel.
Normally Sometimes Never
2. We have regularly scheduled sales training sessions for platform sales personnel.
Normally Sometimes Never
3. We have regularly scheduled sales and sales management/coaching training for Branch Managers.
Normally Sometimes Never
4. We have established a service training curriculum for all customer contact positions.
Normally Sometimes Never
5. We have established a sales training curriculum for each category of sales position.
Normally Sometimes Never
6. We have established a sales management curriculum for personnel in sales management positions.
Normally Sometimes Never
7. We have a formal process for employees (including managers) to provide feedback on their sales training programs.
Normally Sometimes Never
GOALS & MEASUREMENT SYSTEMS
1. We establish sales or referral goals for tellers.
Normally Sometimes Never
2. We establish sales goals for platform sales personnel.
Normally Sometimes Never
3. We establish sales team goals for each branch.
Normally Sometimes Never
4. Our sales personnel are involved in the goal setting process.
Normally Sometimes Never
5. Our goal setting system places a heavy emphasis on individual goals.
Normally Sometimes Never
6. We do not consider cross-sell ratios to be a productive goal setting and measurement technique.
Normally Sometimes Never
7. Our sales personnel can track their own progress toward goal attainment.
Normally Sometimes Never
8. Performance towards goals is measured and reported monthly.
Normally Sometimes Never
9. We publish the sales results within ten business days following the period of measurement.
Normally Sometimes Never
10. In our financial institution, the total of the branch retail sales goals equals the institution’s retail sales goals.
Normally Sometimes Never
PHYSICAL ENVIRONMENT
1. Our branches have excellent directional signs. In other words, customers entering our branches clearly understand where to go to obtain the service they seek.
Normally Sometimes Never
2. The teller stations in our bank are designed to provide our customers with privacy. Customer conversations with a teller are protected from another customer at an adjacent teller’s station.
Normally Sometimes Never
3. The platform sales stations in our bank are designed to provide a maximum amount of privacy to our customers when they are opening a new account or applying for a loan.
Normally Sometimes Never
4. The platform sales stations in our bank have been designed to provide the most effective seating arrangement for sales and communication.
Normally Sometimes Never
5. We aggressively communicate our sales message in our branch offices through the use of merchandising, brochures, posters, etc.
Normally Sometimes Never
PSYCHOLOGICAL MOTIVATION
1. When we are launching a campaign to introduce a new product or to sell an existing product, we make an effort to sell employees on using the product and/or the value of the product for the customer.
Normally Sometimes Never
2. We provide our sales force with information about competitive products, competitive rates and with an assessment of how our products compare to those of our competitors.
Normally Sometimes Never
3. When we are launching a campaign to introduce a new product or to sell an existing product, we routinely advise all sales employees of the objective of the campaign, the target audience, and the length of the campaign, and provide them with copies of all advertisements, examples of direct mail, etc.
Normally Sometimes Never
4. We provide our employees with the results of all marketing campaigns.
Normally Sometimes Never
5. We formally recognize the achievements of top sales personnel on a regular basis.
Normally Sometimes Never
6. We conduct regularly scheduled sales meetings at levels above the branch.
Normally Sometimes Never
7. We encourage Branch Managers to conduct frequent sales meetings.
Normally Sometimes Never
8. We routinely produce a publication specifically designed to support selling and recognize sales performance.
Normally Sometimes Never
FINANCIAL INCENTIVES
1. The philosophy of our incentive system is to reward for performance only above a threshold or goal.
  Normally   Sometimes   Never
2. The amount of the financial award for each sale is directly related to the value of the business sold.
  Normally   Sometimes   Never
3. Participants in our sales incentive system are able to keep their own score. In other words, our employees know how much they have earned at any time during the measurement period.
  Normally   Sometimes   Never
4. Selling is the primary responsibility for those individuals who are participating in the sales incentive program.
  Normally   Sometimes   Never
5. At least 50% of the payouts in our incentive program are based on individual measurement and reward.
  Normally   Sometimes   Never
6. Our incentive payments are sufficient to motivate behavior.
  Normally   Sometimes   Never
7. Our incentive payments are sufficient to create personal dependency on incentive compensation.
  Normally   Sometimes   Never
8. Our incentive rewards are received by employees within two weeks following the end of the measurement period.
  Normally   Sometimes   Never
9. We calculate and pay incentives on a monthly basis.
  Normally   Sometimes   Never
10. Cash is the primary award in our incentive program.
  Normally   Sometimes   Never