Non-bank financial service institution

Challenge: 
  • The client has subsidiaries across the non-bank financial service value chain and was experiencing business acquisition challenges with its front line staff.
  • Challenges faced were in the area of confidence and depth of knowledge of the organization's products 
  • Team leads and regional managers lacked the required leadership and mentoring skills. 
Approach: 
  • We embarked on a year-long learning and development programme comprising questionnaires and surveys, interviews with line managers, class room delivery, virtual sessions, online LMS platform interactions and two assessment tests
Value Provided by Quramo Advisory: 
  • We conducted mystery shopping reviews at various business locations and played back footage for classroom learning
  • Integrated role plays, video sessions, exercises for in class and virtual session delivery
  • Reports were delivered and presented to the head of the Academy after each stage of the project  
  • Prepared and administered participant assessment questions and collated results 
  • Conducted a multi-dimensional feedback framework, administered electronically
  • Conducted a customer experience seminar for the client
  • We highlighted opportunities for new business lines, prioritized by relative attractiveness of potential overtime
  • The required capacity (technology, human and culture) was also articulated  as well as the group structure and  incentives for a sustainable and scalable an integrated professional service firm
  • We delivered the following:
    • The Need for harmonization of standards across country offices 
    • Need for the identification of risks across the region
    • Need for a well-defined cost and revenue sharing model
  • We delivered a robust, scalable shared service and IT architecture
Client Benefits: 
  • Prior to the year long customer acquisition program, staff were  weak in product knowledge and their ability to translate features into benefits. However, after exposure to the learning and development intervention, staff were more confident in their application of market penetration techniques.