Rapid sales process audit for lending

The questionnaire consists of 15 questions and should take approximately 15 minutes to complete.

Before starting the questionnaire, we need some basic information about you. Note that the results of the assessment will be sent to the email address provided below.

Email Address:

First and Last Name:

Contact Phone Number (please provide in the international format, including the country code):

Company Name:

Country:

Rapid sales process audit for lending

* Questions 2, 10 and 12 are optional depends on given answers in previous questions; all other questions require responses.

1. Does your organization set specific front-office targets (KPIs) for loans disbursements/credit portfolio increases?

1. Yes, we have individual (i.e. loan officer-level) monthly/quarterly targets

2. Yes, we have group (i.e. branch- or regional-level) monthly/quarterly targets

3. Yes, but targets are set irregularly or partially (i.e. only for certain branches or individual products)

4. No, we do not have set targets

2. What are those KPIs based on?
(select all that apply)

1. KPIs are divided into periods (months, quarters) and based on previously-adopted annual KPIs/annual budget

2. KPIs are based on the volume/number of disbursements from the previous month/quarter

3. KPIs are based on the volume/number of disbursements from the previous month/quarter plus an average growth figure (e.g. 5–10%)

4. KPIs are based on the volume/number of disbursements from the same month/quarter of the previous year plus an average growth figure (e.g. 5–10%)

5. KPIs are based on the specific features/volume of the the loan portfolio of each loan officer

6. KPIs are based on an analysis of the market potential of each area

3. Who has the key responsibility for meeting targets/sales plans on disbursements?

1. Head office-based managers

2. Regional managers

3. Loan officers

4. Branch managers

5. Shared between the head office and branch-level staff

4. What information about time efficiency is available for management?
(select all that apply)

1. Average time to complete each credit cycle process

2. “Picture of the day” information (average loan officer performance)

3. “Picture of the day” information (individual loan officer performance on specified days)

4. Loan officer workload level over time (completed operations divided by total working time)

5. Notifications/alerts when a loan officer is overloaded or underloaded

6. Planned tasks for loan officers over the coming days/weeks

5. Which credit operations are the responsibility of loan officers in your organization?

1. Customers acquisition, consultations, business analysis/application processing, site visits, disbursement, monitoring, debt collection

2. Customers acquisition, consultations, business analysis/application processing, site visits, disbursement

3. Consultations, business analysis/application processing, site visits

4. Consultations, business analysis/application processing, disbursement

5. Consultations, business analysis/application processing

6. Loan officers have one of the above responsibilities and are also involved in non-credit product operations

6. Do loan officers use sales scripts or standards for product presentation?

1. Scripts are developed, regularly-updated and used by loan officers

2. Scripts are developed but are used randomly (i.e. their use is not controlled well)

3. There are no scripts/standards

7. Has a system been implemented to test loan officers’ skills?

1. Yes, loan officers are regularly-tested on their knowledge of products, processes, principles and sales

2. Yes, but testing is irregular and/or on specific, narrow topics

3. No, we do not have such testing

8. Has a system been implemented to train loan officers on sales/customer relations?

1. Yes, all loan officers attend training (both internal and external) on various topics on a regular basis (at least once per year)

2. Yes, all loan officers attend internal training on various topics on a regular basis (at least one per year)

3. Yes, all loan officers attend specific sales training on a regular basis (at least once per year)

4. Yes, but such training activities are conducted irregularly and/or do not involve all loan officers

5. No, we do not have such training activities

9. Are external credit staff evaluation mechanisms “mystery shoppers” used?

1. Yes, we use such mechanisms on a regular basis (at least once per year)

2. Yes, but the use of such mechanisms is irregular/has been been used once

3. No, we have never used such mechanisms

10. What was the end-result of an external credit staff evaluation report?

1. The recommendations were discussed by management, and appropriate changes were made (e.g. updated procedures, staff trained)

2. The recommendations were discussed by management but were not fully-adopted

3. The recommendations were not taken into consideration by management

11. What tools are used for tracking potential customers/leads?

1. We have a full customer relationship management (CRM) system integrated into our core banking system; loan officers are required to track leads on regular basis

2. Our loan origination module serves as a reasonable system for lead tracking; loan officers are required to track leads on regular basis

3. We use Word/Excel-based tracking tools; loan officers are required to track leads on regular basis

4. We have specific tools for tracking leads; however, its use is not mandatory, and it is not regularly-used

5. We do not have a tool for tracking leads

12. Which data is available to branch managers, regional managers and head-office coordinators?
(select all that apply)

1. The exact number of consultations delivered by each specialist within a specified period

2. The exact number of new, current and former customers who applied for a consultation

3. Loan amounts and products requested by customers during consultations

4. Contact details for each lead

5. Agreements reached by customers and loan officers during consultations

6. Next steps/follow-up activities scheduled for each lead

7. Response time for each lead (i.e. the timeframe for loan officers to follow up)

8. Status of the lead (e.g. on hold, follow-up call completed, expecting a decision, repeat meeting scheduled, application signed)

13. Do you have a standard action plan for how to deal with clients after the first meeting/consultation (i.e. follow-up rules)?

1. Loan officers have clear rules for when to call clients, what to say and what to offer; this is monitored regularly

2. Loan officers have a recommended set of actions, but there is no regular monitoring

3. There are no such standardized rules

14. What customer acquisition channels does your organization use?
(select all that apply)

1. Television and radio advertisements

2. Internet/social network advertisements

3. Outdoor advertisements

4. Direct marketing by loan officers, bank employees and agents (outside of branch locations)

5. Alternative sales channels (e.g. call center, online chat, online applications, partnerships)

6. Other

15. Which of the following indicators does your organization use?
(select all that apply)

1. Conversion of consultations into loan applications (sales hit rate)

2. Share of new clients in monthly/quarterly disbursed loans

3. Non-credit products sold by loan officers (cross-sales)

4. Current customer retention rate (customers who paid off their loan recently) by loan officer/branch

5. “Reanimation” rate of dormant customers (customers who paid off their loans some time ago) by loan officer/branch

6. Time between first client meeting and loan disbursement

7. Cost of the loan process (i.e. the cost from sale to disbursement for one loan)

8. Product profitability

9. Loan officer/branch profitability

10. Number of marketing activities per loan officer/branch