21 High-Performing Cold Calling Scripts For Bankers

“Hello [Name], I’m [Your Name] from [Bank]. We’ve helped businesses like [Company Name] increase cash flow by 20%. How would a similar impact on your bottom line sound?”

Possible Objection: “I’m not interested.” 

Context: First impressions are crucial in banking relationships. Decision-makers in businesses are constantly bombarded with pitches and sales calls, making them naturally skeptical of unsolicited contact. They’re likely to be protective of their time and quick to dismiss what they perceive as just another sales call. 

Hi, “[Name], it’s [Your Name] from [Bank]. Our new [Product] is designed to [xxxx], and has saved clients an average of 15% on [transaction fees]. How would that impact your operations?”

Possible Objection: “We’re happy with our current setup.” 

Context: Informing existing clients about new offerings. Clients may be comfortable with their current setup and resistant to change.  However, existing clients often have established routines and may be resistant to change, even if it could benefit them. They might fear disruption to their current processes or be unaware of how new banking products could address pain points they’ve simply grown accustomed to.

Hello,”[Name], [Referrer] mentioned you’re looking to streamline payroll. We’ve helped [Similar Company] cut processing time in half. Curious how that might benefit [Company Name]?”

Possible Objection:“I don’t recall that referral.” 

Context:Reaching out based on a mutual connection. The prospect may not remember or trust the referral. The prospect may not immediately recall the referral or may be cautious about unsolicited calls regardless of the source. There’s also the possibility that the referrer overstated the prospect’s interest or need. 

“[Name], it’s been a while. I remember your focus on growth when we last spoke. Our new business credit line has been a game-changer for similar clients, accelerating their expansion by 30%. Worth a quick chat?”

Possible Objection:“We switched banks a while ago.” 

Context:Client relationships in banking can cool for various reasons – perceived neglect, a bad experience, or simply being lured away by competitors. The challenge is to acknowledge the past relationship while focusing on the new value you can provide without seeming desperate to win back their business.

“[Name], many [industry] businesses struggle with cash flow during [specific season]. We’ve developed solutions that smooth out these bumps. How do you currently manage this?”

Possible Objection:“We don’t have those issues.” 

Context:Targeting known industry challenges. Some businesses might not recognize or admit to having these issues. However, business leaders may have grown so accustomed to these pain points that they no longer recognize them as solvable problems. Alternatively, they might be reluctant to admit to these challenges, seeing them as personal failures rather than common industry issues.

[Name], we’re offering complimentary financial health checks to industry leaders like yourself. No strings attached. What’s the harm in a fresh perspective?”

Possible Objection:“We’re not looking to switch banks.”

Context:Providing value upfront to build trust. Prospects might be skeptical of “free” offers. However, “free” offers are often met with skepticism, as decision-makers assume there’s always a catch or a hard sell coming. The challenge is to convey the genuine value of the review while assuring the prospect that it’s not just a thinly veiled sales pitch.

“[Name], our new mobile platform, has reduced transaction times by 40% for clients. How would that impact your team’s productivity?”

Possible Objection:“Our current system works fine.” 

Context:Highlighting digital banking innovations. Some businesses may be resistant to technological change. However, many businesses, especially in traditional sectors, may be resistant to technological change. They might fear disruption to their established processes, worry about the learning curve for their staff, or be concerned about the security implications of new digital tools.

“[Name], by bundling our [new service] with your current package, you could actually lower overall costs. Would you be open to a quick review of how this could streamline your operations?”

Possible Objection:“We’re trying to reduce our expenses.” 

Context:Expanding relationships with existing clients. Businesses may be trying to streamline vendors, but many businesses are focused on streamlining operations and reducing the number of vendors they work with. The challenge is to demonstrate how additional services can actually simplify their financial management and potentially reduce overall costs.

“[Name], cybersecurity is crucial. Our new system has prevented over 1,000 potential breaches this year alone. How confident are you in your current protections?”

Possible Objection:“We’re worried about data breaches.” 

Context:Highlighting advanced security features. Businesses may be wary of changing systems due to security risks. Many companies have experienced or heard about devastating cyber attacks, making them cautious about any changes to their financial systems. They may be operating under the “if it’s not broken, don’t fix it” mentality, even if their current systems are outdated and vulnerable.

“[Name], our flexible loans have helped similar businesses increase inventory by 25% without straining cash flow. How might that impact your growth plans?”

Possible Objection:“We’re not looking to take on debt.” 

Context:Access to capital is crucial for business growth, but many companies are debt-averse, especially in uncertain economic times. They may have had negative experiences with inflexible loan terms in the past or be unaware of how tailored financing could fuel their growth without straining their cash flow.

“[Name], by integrating personal and business finances, our clients have seen a 15% increase in overall wealth growth. Curious how that might look for you?”

Possible Objection:“I have a separate financial advisor.” 

Context:Expanding personal banking relationships to business owners. Prospects may separate personal and business finances. For many business owners, personal and business finances are deeply intertwined, yet they often manage them separately. They may have longstanding relationships with personal financial advisors and be unaware of the benefits of integrating their business and personal financial strategies. 

“[Name], recent regulatory changes have caught many off guard. Our compliance toolkit has saved clients an average of 20 hours per week. How are you staying ahead?”

Possible Objection:“We have in-house compliance teams.”

Context:Helping businesses navigate complex regulations. Many companies, especially larger ones, have invested in in-house compliance teams. They may feel confident in their ability to navigate regulatory challenges internally. However, they might be unaware of the latest regulatory changes or underestimate the resources required to stay compliant.

“[Name], even occasional international dealings can impact profits. We’ve helped reduce foreign transaction fees by up to 30%. How might that affect your bottom line?”

Possible Objection: “Our international transactions are minimal.” 

Context:Many companies may underestimate the impact of international transactions on their bottom line, viewing them as occasional necessities rather than an area for optimization. They might be unaware of the hidden costs and inefficiencies in their current international banking practices.

“[Name], our green banking solutions have helped clients reduce costs by 10% while boosting their eco-friendly image. Interested in seeing how?”

Possible Objection:“We’re focused on profitability, not sustainability.” 

Context:Sustainability is becoming increasingly important in the business world, but not all companies have embraced it as a priority. Some businesses, particularly in traditional industries, may view sustainability initiatives as costly distractions from their core operations. They might not see the connection between environmental responsibility and financial performance. 

“[Name], our cash optimization tools have helped similar businesses increase interest earnings by 25%. How would that impact your financial planning?”

Possible Objection:“Our current cash management is fine.” 

Context:Effective cash management is crucial for business success, yet many companies operate with suboptimal practices simply because “that’s how it’s always been done.” They may not realize the potential for improvement in areas like liquidity management, payment processing, or yield optimization. 

“[Name], our AI forecasting has predicted market shifts with 90% accuracy. How might that level of insight impact your strategic decisions?”

Possible Objection: “We’re skeptical of AI in finance.” 

Context:Artificial Intelligence is transforming many aspects of business, including financial planning and forecasting. However, many business leaders remain skeptical of AI, particularly in financial matters where they feel human judgment is crucial. They may have concerns about the reliability of AI predictions or fear losing control over their financial decision-making processes.

“[Name], we’ve developed solutions specifically for the [industry] sector. Our clients have seen a 35% reduction in industry-specific financial challenges. How are you addressing these unique hurdles?”

Possible Objection: “Our industry is unique. Off-the-shelf solutions don’t work for us.” 

Context:Providing banking solutions tailored to specific industries. Businesses may not realize the benefits of industry-specific banking. Many businesses have grown accustomed to working with generalist banking solutions, adapting their processes to fit standardized offerings. They may be unaware that specialized banking solutions exist for their specific industry or skeptical that a bank can truly understand their unique needs.

“[Name], fraud tactics are constantly evolving. Our prevention tools have saved clients an average of $100,000 in potential losses this year. How are you staying ahead of these threats?”

Possible Objection:“We’ve never had issues with fraud before.” 

Context:Financial fraud is an ever-present and evolving threat to businesses. However, many companies, especially those that haven’t experienced significant fraud incidents, may underestimate their vulnerability. They might believe their existing processes are sufficient or that they’re too small to be targeted by sophisticated fraud schemes. 

“[Name], businesses offering financial wellness programs report a 25% increase in employee productivity. How might that kind of boost affect your operations?”

Possible Objection:“Employee finances aren’t our concern.” 

Context:Employee financial stress can significantly impact workplace productivity and overall business performance. However, many employers view their employees’ personal finances as outside the scope of their responsibility. They may not see the connection between employee financial wellness and company performance, or they might be concerned about overstepping boundaries.

“[Name], our supply chain financing has helped businesses extend payment terms by 45 days on average without straining supplier relationships. How would that impact your working capital?”

Possible Objection:“Our supplier relationships are fine as they are.”

Context:Supply chain management is critical for many businesses, but the financial aspects of supplier relationships are often overlooked as an area for optimization. Companies may be operating with traditional payment terms and processes, unaware of how modern supply chain financing solutions could benefit both them and their suppliers.

“[Name], our crisis management solutions have helped businesses maintain 85% of their pre-crisis revenue during economic downturns. How resilient is your current financial strategy to unexpected shocks?”

Possible Objection:“We have our own crisis management plans.” 

Context:Economic uncertainties and unforeseen global events can have significant impacts on businesses. While many companies have general crisis management plans, they may not have specifically addressed financial resilience in times of crisis. Some businesses may feel that their existing cash reserves or lines of credit are sufficient, or they may be reluctant to plan for worst-case scenarios.