In part 1 of this article, published last week, we discussed how to improve platform sales performance through better information and more focused incentives. In this concluding part, we examine how the platform can draw strength from other parts of the bank in its drive to become more relevant to the customer.
Despite careful value-proposition design, virtually no one is wise enough - or brave enough - to claim that a test-tube idea will be a "killer app" in the marketplace. One can hypothesize the details of a product and service offering. But to field a winning campaign, the seller must submit its proposition to a sample customer subsegment, using what it learns from this interaction to refine the elements of its offering before rolling it out to larger customer populations with characteristics similar to those of the test subsegment.