Banks that wish to remain competitive in the 1990s should seriously consider replacing their traditional transaction-oriented sales approach with a needs-oriented retail sales philospohy. This is particularly true of banks that wish to augment their income stream with commissions from the sale of investment products such as mutual funds. These investment products, which have traditionally been obtained from brokerage houses, offer banks a promising avenue by which to boost income streams that have been pared by the declining margins available on loans and deposits. Unfortunately, the highly structured staffing hierarchies of most retail banks make investment-led sales difficult to operate. Measures that banks can take to reduce resistance to such sales include encouraging revenue-sharing and reciprocity among bank divisions, and implementing shadow-accounting and compensation systems that provide equitable rewards for sales generated.