‘Can your frontline salespeople really sell?

Are you making these 13 sales mistakes?

This extended report covers: • 2 big myths about sales people• 13 very common sales mistakes • 13 sales training tips; and • 13 secrets of top salespeopleGrab a cupper and a highlighter ... and enjoy Andrew Priestley’s report.

The award winning Sales Profilemeasures how you rate in 13 skills linked to high performance in a high value, multi-step sale. It shows you exactly what’s working and what isn’t.

It’s incredibly useful information ... but you have to take the test!

H H H H H“There is nothing else as good as the Sales Profile anywhere.”

2 Big Myths about Selling

Two Myths

Recently I was chatting with a sales manager working in the highly competitive pharmaceuticals industry. His biggest concern is salespeople who say they can sell … but can’t. His biggest frustration is the attrition rate and turnover of sales people.

At the opposite end of the spectrum is the owner of a fencing contractor and supply company that struggles to find good salespeople for a product that almost sells itself!

It seems that good sales people are hard to find.This is a myth for two reasons.

Myth #1: The ability to sell is one skill. When people talk about sales and selling they infer that the ability to sell is just one skill. In fact the ability to sell in a high value, frontline sales role is the combination of at least ten skills – and in varying degrees - depending on what you sell and your unique sales process. And all of that has to be underpinned by a positive attitude and a high drive to succeed in a frontline sales role.

Myth #2 Good sales people are born that way.You know how it goes. Sales people are born with the gift of the gab or the ability to sell ice to eskimos. You’ve either got it or you haven’t. That sort of thing.

In fact, the research shows us that the best sales people are highly trained and receive ongoing training. That is more predictive of success in a sales role. And typical well trained people outperform so called raw talent.

Having worked with a diverse range of industries and thousands of salespeople I am convinced that the primary reason sales people fail is because of poor or wrong sales training, a lack of support; a poor product; or a sales process that is mismatched to the buying context.

And it doesn’t matter how good a salesperson you are if protocols or laws restrict your ability to sell. As an example, the tendering process may not permit you to close a prospective client.

So even if good sales people may be hard to find there is a ready supply of people who can be trained to become proficient sales people provided you can clearly identify exactly what training and support is required.

The problem is most people have an inflated opinion of their own skill set; and most employers guess the skill set when hiring.

The Sales Profile is specifically designed to remove this guesswork, conjecture and self flattery. Now you can check if you are any good in sales and where you specifically need training or coaching.

What exactly are top sales people doing that makes them top sellers?I was formally trained to sell prestige real estate. But I soon discovered that not all that was taught in the classroom worked in the field. And because I was on 100% commission I started on a quest to discover what tactics, techniques, skills and systems actually do work with real people in real situations.

I also started to research where the sales tools and tech-niques I had been taught had come from.

As a result I developed a sales profiling tool for sales people called the Sales Profile.

Since then I have gone on to provide sales training with companies world wide. An important aspect of that success has been profiling of the sales skills of frontline sales people in order to give them the most bespoke feedback and sales training possible.

This article explores the key findings of that long-term study and what subsequently appears in the Sales Profile.

The Problem with Learning from ‘The Best’

You need to understand that most sales trainers totally believe that what they are teaching works. But as I discovered most sales trainers have no idea where their techniques and tactics actually came from.

And most sales people have no independent measure of what works. They ask you to rely on their anecdotal success stories - often other people’s success stories which have been repackaged as their own.

Research drivenI am qualified in psychology and there is a maxim that is shared with the medical profession: do no harm.

This should apply to selling as well!

There is a rigour in psychology that demands that any concept we suggest will benefit others. Psych degrees insist you are well-read and that you dig very deep into the back-ground of concepts and practices you believe to work.

Well sales and selling has such a background, too.

Every sales technique you can think of has a pedigree. Someone, somewhere came up with it. It just might surprise you what that pedigree is.

For example, many of the sales techniques you and I were trained in were lifted directly from print advertising. It was assumed that what worked in print must work in face–to-face selling.

10 Sales Skills and 3 Sales Drivers

That fallacy was disproved nearly 100 years ago but I was still being taught these print based sales techniques nearly 70 years later and wondering why they weren’t working.

I thought it was me! I thought I was no good at selling.

Sales training 1860sEven though we’ve been selling forever we only started to formalise sales training around the 1860s.

We can now make more stuff to sellAs the industrial revolution took off the ability to mass produce meant we could produce more than we could consume. By necessity we had to sell more. Household income trebledBy 1901, household incomes and disposable income had trebled (USA). This meant people had more money to spend.

The big three fund some researchBy 1915, three industries - real estate, automobiles and insurance – all big-ticket items - required sales systems designed to move more product

In the early 1920s, the real estate and insurance industries commissioned studies into selling and in 1922, a notable psychologist E K Strong at Standford University produced a landmark study into sales and selling. Essentially, he collated as much information as he could into the history of sales and performed a meta analysis of the available top selling sales training programmes of the day, and then issued a report.

What Strong foundStrong identified a small range of robust sales skills that appear in just about any high value, multi-step sale such as knowledge, prospecting, qualifying, presenting, closing, objections handling. Subsequent research continues to merely replicate Strong’s findings.

I have added one or two aspects to this list of skills based on information that Strong did not consider in the 1920s (readiness, rapport, customer service, administration); and I have placed the skills in the optimum order that has been commonly observed in just about any sale. What’s new? What is new is that skills alone are not predictive of sales success. I have identified three moderators to sales success: attitude, drive and the ability to influence. I think the most important being the drive to succeed in a sales role.

High Drive Low SkillsAs I typically see, someone with low scores on sales skills but high drive to succeed will usually outsell someone who is highly skilled but has low drive to succeed.

The best configuration obviously is high drive and high skills.

13 TraitsI looked at many sales programmes. One such programme had 84 sales skills but practically, as a coach or trainer where would you even start? What I found is those 84 skills distil down to about ten key skills.

So here are the common sales skills and in the most common order:

• Readiness• Knowledge• Prospecting• Rapport• Qualifying• Presenting• Closing• Objections• Customer Service• Administration

But I also discovered three tendencies that moderate those skills. They are:

• Attitude• Drive • Influencing

How the Sales Profile worksThe Sales Profile rates your strengths in those 13 traits on a scale on zero to 100%. Optimum scores range 70 - 80%

You do not want 100%. Here’s why.However, you do not want to score 100% because at that level you are unselling people. Very high scores look like the stereotype pushy salesperson!

Very low scores <25%Very low scores suggest much more training and closer supervision is required. For example, it is a dumb idea to hire a sales person and then leave them to their own devices. I have repeatedly seen the trail of damage an unsupervised low performer can wreak on a business.

Ideally, you want to score around 75% on each trait.

So let’s look at each trait.

Readiness, Knowledge and Rapport

Readiness

Mistake#1 You are not ready to sell OR you put someone in the field who is just not ready to sellA lot of salespeople are simply not ready for frontline selling. They are given a territory and a minimum of training, and left to there own devices. When they fail to convert sales they are fired.

If your sales people aren’t ready you are wasting time and money and there is a quantifiable opportunity cost. So what is readiness?

Readiness means you feel sufficiently ready to start independently selling with the minimum of supervision. Readiness is linked to the drive to succeed in frontline sales. In short, you feel confident enough in your own skills and abilities to pick up a phone, go visit a prospect, gather information, qualify and present and ask for a sale.

Readiness applies throughout your sales career because things change. As you know some sales people can lose their edge. For example, from 2007 to 2015 we experienced the global financial crisis. A lot of markets dried up and a lot of high performing sales people suddenly experienced the shock that they couldn’t sell anymore.

You need to check your Readiness score and the score of your sales people. A low readiness score will potentially diminish any of the other scores even if other skill scores are high.

Sales Training Tip: Simply ask your sales people, “Do you feel ready to sell?”

Knowledge

Mistake #2 You simply lack knowledgeAgain, too many sales people are given a basic overview of the features, advantages and benefits of a product or service and are then expected to sell it with confidence. They often lack sales aids, ongoing training and rarely are they monitored or supervised in situ.

Contrast this with Apple’s pre-launch sales training for the iWatch. Sales people received two solid weeks of training and two hours of coaching per week ongoing! Why would Apple invest in that level of training unless it worked?

But in most scenarios I encounter sales people receive minimal training. They don’t learn about their products or services, warranties, guarantees or related marketing. They know little about customers or market places. They rarely know what the competition is doing or even what laws they are required to observe.

If your people lack knowledge they will always under perform and you will see that reflected in the revenues.

So it goes without saying that much of what makes someone feel ready to sell is their knowledge of sales theory, products, services, processes, customers, markets and competitors.

A high score on knowledge says you might know a lot - in theory - but you may not be applying what you know. Only your sales results will prove that reality.

A low score always indicates the need for regular on-going training. Note: you do not need to be a walking Wikipedia - you need to know enough to feel ready to sell.

Sales Training Tip: Again ask a simply question. Do you know enough about our products and services etc to sell with confidence?

Rapport

Mistake #3 Not knowing what ‘rapport’ is and how to establish itBefore you read on take a moment to consider what you think rapport is and means. And ask your sales people.

I bet they agree rapport building is conducive for selling. But how do you build rapport? Extensive research shows that what most people consider to be rapport building is actually annoying to most customers! It lands as insincere and overly familiar.

What we know is: Rapport is greatly misunderstood.

Rapport building is considered to be a staple of frontline selling because it is intended to put someone at ease.

Drive

Low

High

SkillsHighLow

Train/Replace

Train/Monitor/ Supervise

Monitor/ Supervise

Monitor/ Measure

Figure 1: Drive and Skills Matrix

Prospecting and Qualifying

However many sales trainers make a hash of teaching rapport building skills. Sales people can emerge with a personality by-pass. Rapport building often lands as saccharine and insincere to invasive to downright high on the creepy scale when done badly. Very high scores land as insincere, overly familiar, time wasting to manipulative. Very low scores land as cold and remote and engender distrust.

What typically passes for Rapport is feigning interest in someone’s hobbies. You are taught to scope a customer’s office and start a conversation about some unique item such as a trophy or a painting to get them talking.

That typically backfires. For example, imagine if they have chatted with three other salespeople recently who all said, ‘Tell me about this golf trophy’.

This might be why a potential customer seems reluctant to make small talk.

If you are in frontline sales you need to know how you rate in Rapport building.

Sales Training Tip: Ask your sales people to explain and then demonstrate ‘rapport’. Then observe who seemed to be good at rapport building and try to identify what they said or did that worked. Then test that in the field!

Prospecting

Mistake #4 Hating prospecting and cold calling Most sales people I’ve met hate prospecting. They confuse the term with cold calling which they equate with doing something distasteful or manipulative. They certainly don’t see that they have a legitimate right to enquire if someone needs their goods or services. And they certainly don’t recognise the enormous opportunities to gather frontline intel that can be used to shape a better offering. Instead they see prospecting as a numbers game rather than what could easily be viewed as an important if not scientific process.

Prospecting is essentially your ability to contact a warm or cold lead and potentially get permission to commence a sales conversation.

Very high prospecting scores look like indiscriminately calling anyone with a pulse. It’s the churning and burning leads typified by the sayings such as ‘It’s a numbers game’. “Some will, some won’t, so what?” That sort of thing.

Low scores suggest a fear of rejection and indicate what we call ‘approach avoidance’. Either way, low and high scores suggest more training and closer supervision.

People who struggle to prospect invariably have had no ongoing training or monitoring. Or measuring.

For example, very few sales people understand their call ratios. I make five calls a day, 40 weeks a year, because I want 25 clients each year. An that’s how many calls it takes to get 25 clients a year.

By the way be very wary of ‘no prospecting’ systems. Believe me we still have to engage prospects some how. Usually these hands off systems come with a hefty software and ongoing maintenance, training and upgrade price tag.

It is the opposite of believing in the sales leads fairy where you come to work every day where 25 new customers magically appear wanting to buy. (Marketing is a form of prospecting).

Sales Training Tip Ask your team what prospecting means, where qualified leads come from and how to prospect. This makes for an invaluable training session. You will identify skills and prejudices.

Qualifying

Mistake #5 Thinking customers hate being qualifiedCustomers hate it when you ask them questions, right? It’s intrusive and presumptuous and manipulative. Right?

Wrong. The reality is most customers actually want the help and even input from a salesperson. In fact most people appreciate it when a salesperson takes the time to understand their wants and needs so that they make a more informed purchasing decision – no matter how big or small the sale.

But what passes for qualifying is at best guesswork and conjecture.

Technically, most sales people assume what a customer wants. Then they ask questions that try and steer the customer towards what the have already decided! And that’s what customer’s hate even if they don’t realise what’s happening themselves.

As far back as the 1920s, EK Strong stated that the obligation of a salesperson was to identify the explicit needs of the customer and only sell to those explicit needs. Somewhere, it got lost in the translation because most sales people anticipate what your implied needs are then assume the sale. But often they are wrong.

Importantly, guessing a customer’s needs does not work anywhere as effectively in a frontline sale as spending time letting a customer tell you what they explicitly want.

Closing and Handling Objections

Top sellers qualify for explicit requirements rather than force a sale that approximates the customer’s needs.

The test for mis-selling is a poor closing rate and sales reversals.

Sales Training Tip: A lot of research was done around record-ing sales presentations and measuring who did most of the talking. Poor sellers actually speak six times more than the customer. Top sellers still talk but only when it is time to talk. So when is it time to talk and when should the cus-tomer talk? This is a good training question to ask your sales people.

Closing

Mistake #7: Fearing the ‘close’Closing is asking for the business. Poor salespeople hate to ask for the business. Top sellers ask for the business.

When should you close. Whenever! I recently saw two sales where the sale was an identical product. The person who made the most sales attempted to close more often. I am a big fan of the trial close because it lets me and the customer know if we are getting warm.

Customers actually like it because it helps them check their explicit problems and needs and the strength of their commitment to resolve those issues via a purchase.

Closing is the holy grail of sales trainers for years. There are hundreds of books and courses on closing.

When I was doing my formal sales training we had to learn and memorise about 40 closing techniques. There was the Hand grenade, The Porcupine Close, and the Puppy Dog Close etc. Guess what? They work. They really do, but closing at this level can look and feel grimy.

Plus customers are much smarter now. They know when they are being closed. And the law has caught up with closing techniques by issuing Cooling Off periods. We now assess closing in terms of returns and sales reversals.

Closing in fact is a key part of any sale and good sales people are trial closing throughout their presentation. You are checking in with the customer and trial closing repeatedly throughout a sale whether you realise it or not.

The customer’s responses are shaping your presentation and steering the questions you ask.

Closing courses aim to make this natural transaction conscious because poor closers miss obvious selling cues. Low scores land as a fear to ask for the sale.

Of course, it can go over board too. Very high scores land as scripted, pushiness and manipulation.

You definitely will get value from the Closing score.

Again, closing simply means asking for the sale. And in my opinion a close is actually a wonderful opening especially if I end up with a client that continues to do business with me ongoing.

Sales Training Tip: Ask for the sale. As my nana used to say, if you don’t ask the answer is always ‘No’.

Objections

Mistake #8 Hating customer objections This will sound counter intuitive but when a customer objects its actually a good sign.

Whenever I train a salesperson I ask them to collect objections. When I was training to sell prestige real estate I was told to memorise 24 objection handling techniques but I found it too confusing. In the end, I gave up and decided to collect objections instead. I collected 168 objections over six weeks. What I discovered was all of those objections distilled down to five basic categories.

Once I knew those five objections it was very easy to under-stand a customer genuine concerns and address them. After a while I built those five objections into my presentation and prevented them from even arising in most cases.

You’d think objections comes before closing but in fact it comes after a close. Closing is simply asking for the busi-ness. If they customer is not ready to buy you will get an objection which if you handle results in a sale – usually. Most high value sales go through a cycle of trial close, ob-jection, trial close, objection etc until the customer agrees on a purchase.

You should note that many high value sales will not include a closing or objections phase because you have to submit your proposal to an independent bid assessor via a formal tendering process.

I once coached some engineers who had terrible closing and objection scores but it didn’t matter because all of their proposals had to be vetted via a tendering process. A huge insight that I learned years ago is that skills are just skills but they have to matched to your sales process to be meaningful. So a lot of sales people are out there teaching closing despite it not being a feature of their clients sales process! (NB: Strong did not account for high value multi-step sales or the tendering process in his studies).

Service and Administration

That said, knowing your closing and objections scores are important.

Sales Training Tip: Collect objections for six weeks and try and categorise them. For example a lot of objections are about money (the price) and value getting mixed up. See what you can discover.

Service

Mistake #9 Thinking service comes laterCustomer service comes after the sale, right? No, the service cycle starts right at the very start of the sale, continues dur-ing the sales and then after the sale. You are servicing from the get-go.

We know that customer care and customer service are key elements before, during and after any sale now. Customer care is anything you do to help a customer make a buying decision and customer service is what you do after a sale to maintain the sale or resolve any post-sale issues.

High scores on service suggest you will over-service a customer and while that is counter-intuitive to most sales books you can actually over-service a customer into becoming a sales reversal or a lapsed customer or a negative advocate for your business. You kill the customer with kindness. It can look like pestering a customer.

Secondly, you over service to the degree that you kill any profit in the sale.

Low scores show up as neglect and care and service grievances. Importantly, at low levels a customer is actually an interruption to your day! Often when I work with sales teams I pick up a palpable sense of angst if not animosity to customers. This is true where low service scores exist. If you have a culture of disparaging customers behind their backs then be warned. Customers actually pick it up directly or indirectly. Be warned.

Rate your customer service on a scale of 1-10. If your score 9 and 10s then you are doing something the customer likes. 6-8 and your customer is actually ambivalent. And 1-5 the customer is actually having a negative experience and will actually go away and tell others you deliver bad service! (I didn’t make this up. Its called the Net promoter Score.)

Sales Training Tip: Google the term Net Promoter Score and be prepared to be learn what top companies do to ensure customers are satisfied to refer both you and your products and services.

And why ... and why not!

Administration

Mistake #10 Thinking the sale concludes with the saleNo, the sale concludes once the paperwork is done – accurately- and sent and the money is banked. I am stunned at just how bad good salespeople are at administration. They love the sale and hate the paperwork part of it. Administration is all about the accurate processing of a sale at all stages i.e., quoting, ordering, invoicing, shipping. Incredibly, despite amazing technology and CRM systems sales people are still incredibly lax around the administra-tion of a sale.

High scores are usually scenarios that involve massive amounts of annoying pen work and paper chasing and hoops customers (and salespeople) have to jump through; and someone with a high admin score usually wastes time dotting I’s and crossing ts and double handling paperwork.

Low scores are usually forgotten orders, delivery mistakes, errors and omissions that frustrate customers, suppliers, admin staff and sales people. A low score says you make mistakes in the are of admin and that could be costing you customers.

Sales Training Tip: Spend time and identify exactly how a sale is a administered in your business. You may be shocked to find its over administered or gaping holes!

Take the test nowYou can take the Sales Profile test right now by clicking on

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Attitude and Drive

The three moderatorsUnderstand that above list of skills are familiar to most sales people. Improving skills is the sales trainers stock-in-trade and they aim to lift your skill set in these key areas.

But the Sales Profile assesses three key performance drivers too. They are attitude, drive and influence.

Good skills training should improve your attitude to sales, lift your drive to succeed in a frontline sales role and positively impact your ability to influence others changes.

But interestingly, if I just focus on improving your attitude, your drive to succeed in a frontline sales role and your ability to influence others your sales skills will improve.

So the drivers impact the skills.

For example, someone with high drive to succeed in sales and low skills can and will usually out-perform someone with high skills but low drive. The Sales Profile uniquely assesses both sales skills and performance drivers elements together because the moderators are highly predictive of sales success.

With that in mind, let’s explore the three sales performance drivers.

Attitude

Mistake #11 You need to stay positive all the timeYou do but there is a tipping point where a positive atti-tude becomes insincere and flaky. If you are trying to hard to please and putting on a happy face your customer sees it for what it is. They actually distrust it when you are too pumped.

So how high is too pumped? Well the Sales Profile says once you tip over 85% you at risk of being too pumped. At 95% you are probably living and breathing motivational CDs.

Attitude is essentially about the level of positivity and optimism required for sustained success in a frontline role if not life. You need a positive attitude but here’s where psychology can help.

Very high scores on attitude land as over enthusiasm and flakiness. You come across as too pumped and insincere. Too optimistic and living in la-la land. A lot of MLM companies used to do high end rah-rah sales training sessions akin to a religious rally where the team are evangelised. Research doesn’t actually support this as effective. In fact we all know quiet achievers who appear to have the IQ of a geranium and the personality of an old shoe.

Low scores are indicative of negativity and optimism which are the salesperson’s enemy. Negative top sellers usually have a hot product that sells in spite of their attitude.

Because this is a moderator it is a very important tendency to review.

Sales Training Tip: Over the next week pay attention when you are feeling in your zone and your customer likes it too. You may find you are happy and positive but genuine and low key.

Drive

Mistake #12 Thinking all you need are sales skillsI have asked many sales people to rate their own skills and then looked at their results. Simple Target, Actual and Variance (TAV) or Actual, Mean and Rolling Mean (AMR) stats will provide the reality check. If skills were the answer I’d push skills but we know that you need the drive to succeed in sales as well.

Drive reflects your drive to succeed in a sales role and it includes your resilience and determination to push through set backs and obstacles.

A very high drive score indicates you are single-issued focused and will not take no for an answer and this lands as intimidating. You used to be able to push a customer that hard but those days are pretty much gone if not illegal.

Customers today will rate their experience on public social media sites and there is nowhere to hide once that review hits cyberspace. Its there forever.

A very low score says frontline sales is not for you unless and until you do extensive ongoing training.

Right now we are in a season where you need a high drive to succeed in frontline sales.

Sales Training Tip: Get your cell phone and turn on the voice recorder and answer this question: why do I want to be in sales? Why sales? Keep answering the same question over and over for at least 20 minutes. See what comes out.

Influence and two big tips

Influence

Mistake #13 Thinking influencing is somehow the gift of the gab, ad-libbing or winging itInfluencing is not an ad hoc skill. Its not ad-libbing, coercing or trickery. You actually need to be well prepared to influence. The most influential people are actually quite empathetic and considerate. They listen and reflect on what is being said and what they know and their responses demonstrate care – and that’s what makes them influential.

Influencing is the ability to influence others and incorporates listening, relating and includes preparedness and empathy. Basically, your success is dependent on your ability to influence others and to that degree you will succeed (or not).

A very high score suggests pushiness but it also suggests you will do all the talking and appear as manipulative and self-centred and having an agenda.

A very low score suggest you are timid or ill-prepared and usually the customer feels embarrassed and uneasy about your lack of spark and awkwardness. Importantly, they will usually fail to buy because they lack confidence in you and your company.

Sales Training Tip: Look up ‘influencing’. Top sellers are very influential. It’s a deep skill. Study influence.

Bonus Mistake: The skills are not isolated, they interactUnderstand, that most employers, sales people, sales coaches and sales trainers look at these skills and tendencies in isolation as if they are separate.

Ironically, when someone says they are good at sales they are doing the opposite – merging these skills as if they were one skill. We know that they relate to one another and so while the sales profile gives you rating on these items individually – you are encouraged to carefully look for connections. Start with obvious ones like qualifying and closing. Or presenting and qualifying.

For example, the moderators impact the skills.

But a low attitude will impact your ability to influence and drive. And poor influencing will impact your ability to present.

So you are looking for connections and relationships.

My biggest tip

You need to view the skills report as it relates to your sales process. I can’t emphasise this enough.

I repeatedly see companies receive comprehensive sales training in all skills where they probably only needed sales training in one or two aspects.

I once sat in on a three-day sales training for an engineering firm. Two days were devoted to closing and objections but the tendering process prevents closing and handling objections. So they didn’t need that training.

Ironically, most engineers are brilliant presenters but struggle with qualifying. So they will over-deliver information.

I recently met a sales professional who only needs training in one skill who at glumly then resentfully in a three-day workshop feeling his time was better spent out in the field. He was calculating the money he was losing! He only came alive for the 30 minutes that touched on the area he felt he needed support in. I know this because when he completed the Sales Profile it showed exactly what he knew to be true.

He would have done better with a sales coach who focused attention on that area.

You need to match skills to your process otherwise you will waste time, money and opportunities by getting this wrong. Strong did not address this issue in his study.

Lastly, the Sales Profile can help you better determine how to measure success and this is a topic for another time. So ...

Should you take the Sales Profile test?I have to say ‘yes’. But you’ve read this report – what do you think? Do you think you would benefit by completing this test?

The repeated feedback we get from sales people is they were glad they did so. I have had top sales trainers say, “There is nothing else like this out there that gives this feed-back as accurately and usefully as the Sales Profile.

One client said they had looked for eight months and tried many systems but couldn’t find anything to compare.

Companies that use the Sales Profile repeatedly say there is nothing this comprehensive and this easy to understand. That’s why it’s used worldwide. And in Spanish.

For individuals it is a perfect tool that will give you a clear heads up on your sales skills and recommendations on what training or support is needed next and why.

Take the Test

“High performing salespeople are like rocket fuel for your business!”

The Sales Profile

The Sales Profile measures your drive to succeed and how you rate against 13 skills associated with high performance in frontline sales.

You get easy to understand graphs of your results, an appraisal of the 13 skills and bespoke feedback to how you answered key questions.

Use your Sales profile to understand exactly what is working and what needs fixing.

Importantly, your chart can be used to better match your skills to the sales processes used in your business.

If you are not completely satisfied you can ask for a full refund and receive one with only one question asked: How can we improve the Sales Profile and make it even better?

If you are in Sales Training or Sales RecruitmentThe Sales Profile is an excellent resource for your clients especially if you are an individual trainer, a sales training organisation, or coach or Recruitment Company.

Get your personalised detailed report of 13 high performance selling skills and the measure of your drive to succeed.

White-labellingIt is available as a private-label service that can be badged with your own corporate branding. For more info please email

privatebranding@thesalesprofile.com

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If you manage a Sales TeamGet your team members to take ownership and responsibility by them highlighting their own profile. Quickly assess individuals sales skills and drive and identify appropriate training needs.

For large numbers of sales individuals and teams we offer a bespoke reporting service where training needs can be grouped and identified. For further info please email

teams@thesalesprofile.com

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