Strategic Sales Management Models and Financial Performance in Barclays Bank of Kenya Ltd

Abstract

This study investigated strategic sales management models and financial performance in banks. Various aspects of sales management models were highlighted and investigated including their links to financial performance within banks. Other studies have identified strategic sales models within the banking industry in Kenya and also in East Africa. The study utilized a case study of Barclays bank of Kenya to be able to understand the use of strategic sales management models, their impact, challenges and how they can be mitigated, and the success factors in their implementation. One such challenge that was highlighted by the study was performance swings, where the sales volumes would be unstable and even unpredictable. Others include risks associated with fraud, operational and credit losses, mis-selling and brand risks were also highlighted as key challenges associated with strategic sales management models. This also included the methodologies employed by organizations to monitor the performance of the sales management models. The study also established the factors that influence the selection of strategic sales management models. The study established that the use of strategic sales management models has an impact on the financial performance of the organization. It resulted into increased market penetration and a growing customer base, all of which positively influenced by the gross sales. Other non-financial outputs associated with strategic sales management models such as market relevance, increased brand confidence, and overall customer confidence in the organization were established and their links to financial performance.