March 16, 2026 | info
But the Entire Organization Enjoys the Revenue?
Let’s talk about the elephant in the room.
Every financial institution proudly announces “company business targets.”
But in reality, everyone inside the organization knows the truth.
They are sales targets.
The Reality Inside Most Lending Institutions
Sales owns the pressure.
Credit owns the power.
Operations owns the process.
But when it comes to revenue responsibility…
Only one function is accountable.
Sales.
The Beginning-of-Month Psychology
If you ask any sales professional honestly, they will tell you this.
The first 8–10 days of the month are always cautious.
Not because business isn’t available.
But because pushing too aggressively early can backfire.
If a case gets rejected or stuck in credit queries,
your pipeline for the month weakens immediately.
So what happens?
• Early month → hesitation
• Mid month → controlled push
• Month end → pressure explosion
This cycle repeats every single month.
The Most Common Line Sales Hears
“Target is yours, not ours.”
“Sales earns incentive, credit does not.”
Technically correct.
But strategically flawed.
Because without sales, there is no business to evaluate, process, or approve.
Let’s Say It Clearly
Sales is the engine of any company.
Business flows through that engine.
And when business flows:
• The company earns profit
• Employees get increments
• Promotions happen
• ESOPs are granted
• Bonuses are paid
Every vertical benefits from the revenue created by sales.
Yet when targets are discussed…
Sales stands alone.
Important Clarification
This is not about asking credit to compromise underwriting.
Risk discipline is critical.
But there is a difference between:
✔ independent risk assessment
and
✖ complete detachment from business responsibility.
Sales and credit should work shoulder to shoulder, not across a divide.
Imagine a Different Approach
What if:
• Sales and credit discussed cases earlier
• Structuring happened before submission
• Risk flags were identified proactively
• Rejections reduced significantly
That would improve both growth and asset quality.
After 30 Years in This Industry…
I still wonder:
Why are business targets owned by only one department?
Shouldn’t revenue creation be a shared organizational responsibility?
I’m curious to hear honest views from:
• Credit professionals
• Sales leaders
• Risk teams
• Bank/NBFC executives
Should business targets remain sales-only?
Or should the organization own them collectively?
