BMO and Sprinklr define the standard for enterprise social selling in financial services
As Sprinklr's definition partner for Sprinklr Distributed, BMO built a governed social selling program across every line of business, turning social engagement into a direct driver of revenue for the bank.
The Challenge
BMO has always been a brand that leads when it comes to trust, innovation and digital engagement. Building on its move to a unified social stack, the bank saw social selling as the next opportunity: a strategic business capability that could strengthen client relationships and drive measurable revenue across the organization.
To get there, BMO needed to move beyond fragmented point solutions and bring social selling into its broader enterprise social media operating model, with the consistency and visibility to support teams across the bank. In financial services, that also meant building in the governance and oversight needed to keep every interaction compliant, so employees could engage on social with confidence.
What has made Sprinklr especially valuable for us is that it supports the complexity of a highly regulated enterprise while still giving us the flexibility to innovate.
The Solution
As Sprinklr's definition partner for Sprinklr Distributed, BMO helped define what enterprise social selling looks like for financial institutions. The bank had begun unifying its social stack on Sprinklr's core social products. It then replaced its existing social selling vendor and co-developed the technology with Sprinklr, shaping capabilities that have become foundational to compliant digital engagement across the industry.
"What has made Sprinklr especially valuable for us is that it supports the complexity of a highly regulated enterprise while still giving us the flexibility to innovate," says Nick Nunes, BMO's Managing Director and Head of Enterprise Social Media. "That combination of governance, scale, and adaptability has been critical to how we've built and expanded our programs."
Today, Sprinklr is the technology backbone for BMO's enterprise social media operating model. At its core is the bank's Advocacy and Enablement framework, a set of programs designed to support brand-safe, impactful social engagement for every segment of BMO's workforce:
- Social Selling for sales teams and regulated employees
- BMO Share for non-regulated, non-sales employees
- BMO Share for Senior Leaders, the bank's Executive Social program
Social Selling, powered by Sprinklr Distributed, is run by a fully centralized team that works with 16 teams across all lines of business to tailor support while keeping governance consistent. BMO keeps co-innovating with Sprinklr on new capabilities, from advisor website integrations to a connection with its own creative platform that helps employees publish compliant, on-brand content.
Social selling is where we've seen the largest direct revenue impact. It's helping sales teams and regulated employees build relationships, prospect, and drive meaningful revenue growth through social channels.
The Outcome
"Across these programs, social selling is where we've seen the largest direct revenue impact," says Lisa Mac, Director, Social Selling at BMO. "It's helping sales teams and regulated employees build relationships, prospect, and drive meaningful revenue growth through social channels."
Participants in the social selling program have reported hundreds of millions of dollars in revenue influenced through their participation, and their activity has also driven millions of dollars in advertising equivalent value for the bank.
"BMO transformed social selling from an emerging capability into a strategic enterprise asset," says Sprinklr CEO Rory Read. "Today, their program is recognized as a best-in-class example and a North Star for financial institutions looking to modernize advisor-client engagement."
