Case story

More Valuable Customers with Better Experiences at Nordea Private Banking

The goal

In the financial world, it’s easier than ever to replicate products. Thus, differentiating solely based on products has become challenging. For Nordea Private Banking, this shift underscores the importance of customer interactions in standing out from competitors and becoming the preferred choice

"We must always stay ahead and engage with our customers effectively. In the financial sector, product replication is simple, but we can differentiate through customer advisory. Good customer experiences create loyal customers."

Hence, Nordea and Grete sought a partner to enhance their abilities in delivering superior customer experiences.

Leaders who make things happen

Nordea Private Banking and Grete emphasized that this development should not be a one-time effort but rather instill lasting habits and results.

“We can all be enthusiastic after attending a training, but often, things fade away over time. What’s crucial is that our new skills become part of our daily routines, and we continually enhance our competencies”, Grete states.

To integrate development into their daily work, leaders received training and guidance on how to sustain advisors’ growth amid their busy schedules.

"Our leaders have fostered an exceptional training culture, and it's fantastic to see that we're receiving a lot of positive feedback on the results of our training,"

She adds that there has been a shift in mindset from showcasing skills to a focus on continuous improvement.

Simultaneously, leaders actively use the learned tools in one-on-one dialogues and team follow-ups, creating a strong emphasis on elevating customer experiences as a natural part of their daily routine.

Short weekly training sessions are key

Teams are formed across countries, engaging in short weekly training sessions. These sessions often last just a few minutes, sometimes proving sufficient to develop each advisor’s and leader’s skills.

“We achieve great results with these short sessions. We’ve systematized training and give feedback to each other on a much higher level than before,” they report.

The desire for development has grown as the results of training have become more evident. “I’ve received a lot of feedback on direct customer cases where we’ve used the tools and achieved excellent results. We’ve cultivated a constant desire to improve.”

Often, recruiting and training sales reps can be a long-term process when it comes to complex sales as in Bizzkit’s case. With a Sales Operating Model, Bizzkit can get new salespeople up and running more quickly, as well as ensuring that all salespersons have the necessary skills and the right knowledge.

A Sales Operating Model is therefore not a rulebook. It is more for inspiration for the salespersons, where they can also quickly gain insight into what works.

Both Online and On-site

The training has taken place both online and on-site, and Grete finds this combination to be a significant advantage. “The initial part was on-site, followed by a transition to digital. It has worked very well, and the feedback has been excellent.”

The Result

"We've had a tremendous increase in the number of new customers,"

Reflecting on the collaboration with Intenz, Grete concludes, “It has been impressive, and I must acknowledge that Mads Winther (consultant) and Intenz have been highly competent in every aspect of the process and have contributed with fantastic energy.”

Furthermore, the process has:

Cultivated a robust training and feedback culture.
Strengthened leaders’ abilities to develop advisors.
Fueled a strong desire for continuous development among leaders and advisors.
Enhanced customer experiences through advisor competency improvement.