Identifying the concept, causes and consequences of salesforce culture (The case: Bank Mellat)

Competition in the banking industry is based on the ability of bank staff to deliver high quality customer service. Sales leaders often attribute the organization's success to its culture. A culture based on innovation, teamwork and empowerment. Therefore, the purpose of the present study is to provide a model to identify the concept, causes and consequences of the sales force culture in Bank Mellat and then to quantify and validate it using Partial Least Squared (PLS) technique .In this study, using Grounded theory based on Strauss and Corbin's (1998) theory and conducting in-depth semi-structured interviews with 15 banking leaders and senior executives, the sales force culture model in Bank Mellat was extracted in 43 concepts, 8 subcategories and 4 main categories. Then, the research hypotheses were formulated and quantitatively tested at the branch level of Bank Mellat (with a sample size of 360) based on the process model and propositions obtained from the first stage. In 2nd part of the study, in addition to validating the model, all the hypotheses were confirmed.The results showed that the competitive environment and changes in business parameters had a positive and significant effect on sales force culture in Mellat Bank and its establishment has consequences for the bank, customers and staffs.