The beginning addresses the question of what sales controlling generally deals with. Various literature sources illustrate the range of services of effective sales controlling. A focal point of this book is the management of sales frequency, exemplified by Krems Bank and Sparkassen AG. The empirical section therefore investigates to what extent sales frequency and sales power can be measured in bank sales and how this can be represented for smaller to medium-sized banking institutions. Furthermore, it explores whether it makes sense to display sales frequency and sales power at the employee level in the sales plan and to measure sales staff against these metrics. The key to sales controlling lies in the connection of various evaluation systems and their data preparation for all hierarchical levels in bank sales, as well as their availability and reliability. The resulting measures must be consistently and effectively applicable to the entire sales apparatus.