Properly managed and utilized bank sales forces have far greater potential for raising profits than even the most severe cost-cutting measures. However, the senior sales personnel of most banks spend more time with the administrative and service aspects of customer transactions, rather than interacting with the key decision makers within customers' organizations. The organization and management of bank sales forces should be redesigned to enable them to provide the greatest value for their institutions. They should be permitted to spend enough time giving the right customers the services and products they want. The elements of a model for increasing profits include an increase in the number of revenue-generating days, an increase in the number of transactions each officer sees, and an increase in the number of proposals closed. The foundation of an effective sales force is an effective and realistic bank marketing strategy that includes the identification of customer segments to be served, the proper design of products and services to be offered, and people capable of communicating with customers.