Customer relationships have gained prominence in improving sales outcome in banking industry, as rise in competition coupled with similarity in product and services has reduced dependence on traditional product-driven selling approaches. This study investigated customer-oriented sales strategies and relationship management as determinants of banking sales success. The study aimed to identify customer-centric sales practices adopted by banks, the relationship management practices related to banking performance and how both dimensions contributed to sales outcomes. A systematic literature review using the PRISMA framework was applied which led to the selection and synthesis of twenty-five peer reviewed journal articles. Findings indicated that banks increasingly relied on customer-oriented selling, personalized interaction, advisory engagement, cross-selling practices, as well as structured CRM systems to strengthen customer retention and deepen service usage. Relationship management practices improved performance by maintaining customer loyalty, curbing switching behaviour, and increasing lifetime value of customers. Evidence further indicated that sales success emerged when customer engagement was supported by continuous relationship management rather than isolated selling efforts. The study concluded that banking sales performance improved when customer-centric selling operated alongside integrated relationship management practices that sustained long-term customer interaction.