BANK OF AMERICA | Reference-based sales planning synthesis
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BANK OF AMERICA
Local Market Expansion &
Integrated Client Growth
Sales Plan | Planning framework based on the reference material supplied
DOCUMENT CONTROL
DETAIL
Planning horizon
2025 priorities through July 2027 initiative window; long-term relationship depth
Prepared
29 September 2026
Status
Reference-based planning document; not represented as an official Bank of America internal plan
Geographic scope
United States local markets, with business-line opportunities described in the source brief
Use and accuracy note.
This document organizes the supplied reference content into a usable sales-planning structure. It
does not assert undisclosed quotas, budgets, market rankings, staffing assignments, or operational procedures. Company
scale figures and public-program details reproduced from the supplied brief should be checked against current official
disclosures before external use.
CONFIDENTIALITY: This is a reference-based planning synthesis, not a company-issued document.
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1. Executive Summary
The documented direction is to deepen primary client relationships and grow client acquisition and retention by connecting
capabilities across Consumer Banking, Merrill and Private Bank, Small Business, Business Banking, Commercial Banking,
Investment Banking, Global Markets, and enterprise payments. Local-market expansion is the organizing lens: identify relevant
U.S. market opportunities, build local relationships, and coordinate coverage across the businesses where appropriate.
The plan is relationship-led rather than quota-led. The supplied reference identifies categories of clients, channels, and
measures, but does not provide sales quotas, market-by-market priorities, conversion assumptions, or operating budgets.
Accordingly, the measures below are presented as tracking dimensions—not invented targets.
A separate, time-bounded growth commitment in the supplied material is the Critical Infrastructure Finance Initiative: eligible
activity measured across primary-market lending, investing, capital markets, and advisory transactions, with a stated $250
billion target covering January 1, 2026 through July 4, 2027. This initiative is described distinctly from ordinary sales targets.
Planning outcomes
Outcome
Planning interpretation grounded in the reference
Relationship growth
Acquire and retain clients; expand primary relationships and depth across businesses.
Integrated coverage
Create cross-business opportunities and referrals, matching client needs with relevant capabilities.
Local relevance
Use local market opportunities and financial-center presence where appropriate.
Digital engagement
Use digital banking and named platforms to support acquisition, engagement, and servicing.
Infrastructure activity
Track eligible activity against the publicly described initiative window and scope.
2. Sales Objectives
Objective
Documented intent
Boundary
Expand primary
relationships
Increase acquisition and retention; deepen existing
client relationships.
No numeric relationship quota
supplied.
Grow across businesses
Connect consumer, wealth, business, commercial,
corporate, and institutional capabilities.
Cross-business examples are
reference pathways, not mandatory
routing rules.
Increase financing and
advisory relationships
Develop lending, capital-markets, investment-banking,
and advisory opportunities.
No transaction or revenue target
supplied.
Improve digital
engagement
Use digital banking, mobile/online engagement, Erica,
and CashPro.
No adoption or conversion target
supplied.
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3. Target Markets and Relationship Landscape
The supplied reference identifies client groups at different points in the banking relationship lifecycle. It does not rank them by
priority, define eligibility, or assign geographic market tiers.
Client / market group
Relationship context noted in the reference
Consumer households
Consumer Banking relationships; possible connection to wealth-management capabilities
where relevant.
Small businesses
Small Business relationships with a pathway to Business Banking.
Middle-market companies
Commercial relationship growth, lending, treasury and payment services, and potential
investment-banking opportunities.
Large corporations
Corporate Banking, Treasury and Payments, capital-markets, and advisory capabilities.
Institutional clients
Institutional relationships and Global Markets capabilities.
Wealth-management clients
Merrill and Private Bank relationships; investment relationships and managed assets.
Infrastructure developers and
investors
Potential participation in eligible financing, investing, capital-markets, or advisory activity
under the infrastructure initiative.
4. Products, Services and Value Proposition
The reference supports a broad, integrated financial-services proposition rather than a single product pitch. Sales conversations
should be anchored in documented client needs and the capabilities below; the source material does not define pricing, product
eligibility, underwriting criteria, or service-level commitments.
Capability
Relevant offer / role described
Consumer and digital
banking
Digital banking; mobile and online customer engagement; digital acquisition and servicing.
Wealth management
Merrill and Private Bank relationships; investment relationships; banking-to-wealth connections;
assets and balances managed.
Small business and business
banking
Small Business-to-Business Banking relationship expansion.
Commercial banking
Middle-market coverage, lending solutions, treasury and payment relationships, and
investment-banking opportunities.
Corporate and institutional
Treasury and payments, capital-markets and advisory relationships, and Global Markets
capabilities.
Enterprise payments
CashPro for commercial clients; treasury and payments solutions.
Infrastructure finance
Eligible lending, investing, capital-markets, and advisory activity in specified infrastructure areas.
Value proposition: access to connected banking, wealth, financing, payments, markets, and advisory capabilities through
coordinated relationship coverage. This is a synthesis of the supplied portfolio and pathway references, not a verbatim
corporate claim.
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5. Sales Strategy and Coverage Model
Local market expansion
• Identify priority U.S. markets using company-established priorities; the supplied reference does not name specific markets or
ranking criteria.
• Expand financial-center presence where appropriate, as stated in the reference; no expansion schedule or location list is
provided.
• Build local client relationships and use local opportunities to develop new relationships.
• Coordinate retail, wealth, and commercial teams around relevant client needs; extend coordination to other businesses when
the opportunity warrants.
Integrated client growth
Starting relationship
Potential connected capability in supplied reference
Consumer Banking
Wealth Management
Small Business
Business Banking
Commercial Banking
Investment Banking
Corporate Banking
Treasury and Payments
Institutional clients
Global Markets
These are illustrative cross-business pathways provided in the reference. They should not be interpreted as automatic referrals,
guaranteed eligibility, or a substitute for client consent and applicable controls.
Digital sales and engagement
• Use digital banking and mobile/online engagement for acquisition, ongoing engagement, and servicing.
• Erica is identified as an AI-enabled client experience; CashPro is identified for commercial clients.
• No digital channel conversion targets, campaign cadence, or AI use-case operating rules were supplied.
6. Sales Channels and Client Touchpoints
Channel / role
Contribution identified in the supplied material
Financial centers
Local presence and relationship building.
Digital banking
Digital acquisition, engagement, and servicing.
Relationship managers and wealth
advisors
Relationship development and connection to wealth-management capabilities.
Business and commercial bankers
Business and middle-market relationship growth, including lending and
treasury/payment opportunities.
Investment bankers
Investment-banking, capital-markets, and advisory opportunities.
Global Markets teams
Institutional client and markets relationship coverage.
Enterprise payment platforms
CashPro and corporate/commercial payment engagement.
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7. Customer Acquisition, Retention and Expansion
Acquisition
Pursue new client relationships across the named market groups using local opportunities, financial-center presence where
appropriate, and digital banking engagement. The source identifies acquisition as an objective but provides no lead-generation
process, campaign plan, or acquisition target.
Retention and relationship deepening
Support retention by developing primary relationships and expanding relevant product and service connections across the
bank. Track relationship depth and retention measures where internally defined. No retention playbook, service cadence, or
product-per-client goal is supplied.
Cross-business growth
Use the pathways in Section 5 as prompts to identify unmet client needs and appropriate internal partners. Cross-business
referrals and relationship expansion are named measures and growth mechanisms in the reference.
Wealth growth
The reference calls for acquiring new Merrill and Private Bank relationships, expanding investment relationships, connecting
banking clients with wealth capabilities, and increasing assets and balances managed across wealth businesses. No asset
target, advisor coverage model, or segment qualification is specified.
Commercial and corporate growth
The documented opportunity areas include middle-market relationship expansion; treasury and payment relationships; lending
solutions; investment-banking opportunities; and broader capital-markets and advisory relationships.
8. Critical Infrastructure Finance Initiative
The supplied material describes a $250 billion target for eligible activity from January 1, 2026 through July 4, 2027.
Measurement is described across primary-market lending, investing, capital-markets, and advisory transactions. Treat the
target as an initiative-level commitment—not an annual sales quota or a target assigned to an individual team.
Eligible area named in reference
Planning treatment
Digital infrastructure; data centers and computing
infrastructure
Opportunity areas for eligible initiative activity.
Semiconductors and telecommunications
Opportunity areas for eligible initiative activity.
Energy and power infrastructure
Opportunity areas for eligible initiative activity.
Transportation
Opportunity area for eligible initiative activity.
Electric transmission and grid modernization
Opportunity areas for eligible initiative activity.
Water systems
Opportunity area for eligible initiative activity.
Critical minerals and mining
Opportunity areas for eligible initiative activity.
Measurement caution:
The supplied description does not provide detailed qualification rules, attribution methodology,
exclusions, or category-level allocations. Confirm official program definitions before classifying or reporting transactions.
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9. Sales Measures and Management Review
The following indicators are explicitly listed in the reference. They are measurement categories only; no numeric targets,
baselines, formulas, reporting frequency, owners, or thresholds were provided.
Measure category
Use in plan
Target / definition status
New client relationships
Track acquisition activity.
Not supplied
Checking-account growth
Track consumer relationship entry/depth.
Not supplied
Client retention
Monitor relationship persistence.
Not supplied
Products per relationship
Monitor relationship breadth.
Not supplied
Wealth-management
relationships; assets under
management
Monitor wealth relationship and managed-asset
expansion.
Not supplied
Commercial loan growth
Monitor commercial financing activity.
Not supplied
Treasury-services revenue
Monitor treasury/payment relationship contribution.
Not supplied
Investment-banking activity
Monitor opportunities and activity.
Not supplied
Digital engagement
Monitor digital interaction.
Not supplied
Cross-business referrals
Monitor integrated coverage activity.
Not supplied
Measurement framework
• Establish definitions, baselines, reporting cadence, and accountable owners through approved company processes; these
were not supplied in the reference.
• Review acquisition, retention, relationship depth, digital engagement, and cross-business activity together to avoid treating
isolated product volume as the sole indicator of growth.
• For the infrastructure initiative, track eligible activity using official scope and attribution rules; do not infer category-level targets
from the aggregate commitment.
10. Execution Timeline
Period
Reference-supported milestone / emphasis
2025
Investor Day establishes strategic priorities and growth opportunities.
2026
Continue local-market, digital, relationship, and business-line growth.
January 1, 2026–July 4, 2027
Execute the Critical Infrastructure Finance Initiative; supplied reference states a $250 billion
aggregate target over this period.
Long term
Increase relationship depth and integrated client coverage.
11. Responsibilities and Resources
The reference identifies participating functions and channels but does not assign named owners, staffing levels, budgets, or
governance. The table below is a functional alignment of the described capabilities, not a formal RACI.
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Function / channel referenced
Role indicated by source material
Retail / Consumer Banking and financial
centers
Local relationships, consumer acquisition, digital and checking-account
engagement.
Wealth businesses, Merrill and Private Bank;
wealth advisors
Wealth relationship acquisition and expansion; connect banking clients with
wealth capabilities.
Small Business and Business Banking
Develop small-business relationships and connected business-banking
opportunities.
Commercial Banking / commercial bankers
Middle-market growth, lending, treasury and payments.
Corporate Banking / Treasury and Payments
Corporate relationships, payment and treasury opportunities.
Investment Banking and Global Markets
Investment-banking, capital-markets, advisory, and institutional opportunities.
Digital banking / CashPro
Digital engagement and commercial enterprise payment platform use.
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12. Risk Considerations and Planning Assumptions
• Market prioritization: no named priority markets or decision criteria were supplied; do not present a market ranking as
company policy.
• Client suitability and eligibility: cross-business pathways are opportunity prompts, subject to applicable client needs, eligibility,
consent, and controls.
• Metric interpretation: listed KPIs lack definitions and numeric targets; align definitions before comparing performance.
• Initiative classification: use official eligibility and attribution rules for infrastructure activity; the supplied reference provides
broad activity types, not detailed rules.
• Capacity and cost: no sales budget, resource allocation, hiring plan, or channel-cost assumptions were supplied.
• Currency of scale statements: the supplied brief states figures as of July 2026. Verify figures against official, dated company
disclosures before external publication.
13. Company Scale Context (as supplied)
The supplied reference content reports nearly 70 million clients, approximately 3,500 financial centers, about 15,000 ATMs,
approximately $4.9 trillion in client balances across wealth-management businesses, and relationships with approximately
8,000 Global Markets clients, stated as of July 2026. These are contextual scale indicators, not sales targets. The figures have
not been independently verified for this document.
Context measure
Supplied figure / date
Clients
Nearly 70 million (July 2026)
Financial centers
Approximately 3,500 (July 2026)
ATMs
About 15,000 (July 2026)
Wealth-management client balances
Approximately $4.9 trillion (July 2026)
Global Markets client relationships
Approximately 8,000 (July 2026)
14. Reference Basis and Verification
This plan is based on the reference content supplied with the request, including stated strategic priorities, client groups,
relationship pathways, channels, measures, timing, scale indicators, and infrastructure initiative details. No source URLs or
underlying company filings were supplied in the brief; therefore, this document does not claim independent verification or quote
a specific public sales plan.
Before adoption or external distribution, validate all public claims against current Bank of America primary sources, including
the relevant Investor Day materials, company newsroom announcements, and official business-line disclosures. Confirm the
$250 billion initiative scope and dates, scale metrics and as-of date, official terminology, and any required legal or compliance
language.
End of document
