Are you getting value for your investment sales commisions ? Or are you paying your sales people to churn the book ?
It is often difficult to tell what the basis of commissions should be for asset gatherers. Only about 15% of deposit growth comes from new customers, so targeting and rewarding new customer acquisition - which is certainly a good idea - is not scoped wide enough to drive the kind of volume needed to grow your portfolio.
If you target new accounts or new products, suddenly you face the problem that about 20% of account growth comes from money switching between products. This means that a good chunk of sales is really product churn. If that is the case then sometimes you're paying sales people for nothing...at best. Even if the churn were 100% upselling (moving customers into more profitable products) the cost of commission can negate the return on the program. When the churn flows from higher to lower return products the program will get into a deep financial hole very quickly. 
Of course about 65% of the growth in your book will come from new money, so what you really want to do is target this specifically.
One way to get at the "new money" number is to look at change in each customer's total deposit /investment book. Taking a consolidated view of each customer's assets and liabilities eliminates the effects of internal money movements like churn, renewal, relocation and movements across channels or business units as well. The downside is that you lose the ability to track sales by product, location, channel and business unit in the process.
The other solution we have found useful is to develop a "flow of funds" analysis that identifies the component types of money flows - new, product switches, renewals, etc. - that make up portfolio changes at the account level. By driving the analysis down to this low level reporting of sales, cross-sales, renewals and the rest is enabled in multiple dimensions (branch, sales person, campaign, product, etc.)
Flow of funds is extremely difficult to do with transaction data because transactions typically carry only half of the source / destination information necessary to understand the money flows. It can, however, be derived from standard CIF data (periodic snapshots of balances) by applying some specialized analysis logic.
The opportunity to improve sales targeting, performance measurement and compensation efficiency by 20% or more is yours for the taking if you choose to stop paying for churn.
