Develop and Motivate a Winning Sales Team

Welcome to the Sales Solutions Webcast

Accelerating Sales Performance An Overview of the Profiles Sales Solution Set

Presented by Al Rainaldi

Diverse Base of Marquee Customers

• Global employee assessment solutions company • Full range of instruments to select, evaluate and develop sales people • Exceptional science, web-based delivery technology and client service • Assessments used in over 120 countries worldwide • In business for over 20 years • Proud to work with exceptional clients

Customer Highlights

Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer

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Why we’re here today…

How to get the most of out what you have to maximize your sales productivity.

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Let’s look at what’s possible…

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I’d like to thank Profiles International for their excellent work on the case study we have been using with the Lens Care Group. These are the forty-five sales representatives who took a product line from $80,000/month (or a million a year) to $1 million a month in six months. They projected $7 million the first year and ended up at $10.5 million.

The Profiles’ Sales Solution Process

• Objective sales analysis of the current sales team(s) (Sales Utility Analysis)

• Identifies and separates the teams into three distinct production groups

Top – “Stars” Average – “So-So’s” Bottom – “Passengers”

• Objectively identifies strengths and weakness in both hard and soft skill areas

• Build customized coaching and training for each team member.

• Consistently monitored improvement • Provided real-time feedback to leaders

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The Development of Your Sales Team

Profiles Sales CheckPoint™

Profiles Sales Assessment™

Profiles Sales eLearning

System Profiles Sales CheckPoint™

Utility Analysis

Sales Utility Analysis

“Utility analysis is a quantitative method that estimates the monetary value of benefits generated by any intervention based on the

improvement it produces in worker productivity, including computing a return on their investment in implementing it”

- Bernstein, Allen L. “A handbook of statistical solutions for the behavioral sciences”. New York: Holt, Rinehart and Winston.

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Example…”Al’s Sales Team”

• 10 Salespeople • Total quota of $8,400,000 • Total sales of $8,203,000 • Average sales of $820,300

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The results of the analysis revealed

• Top (2): – Total sales: $2,200,000 – Average quota Performance: 184%

• Middle (3): – Total sales: $2,960,000 – Average quota Performance: 115%

• Bottom (5): – Total sales: $3,043,000 – Average quota Performance: 67%

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Worrisome Gaps

• Bottom Performers average just 67% performance against quota

• Middle Performers average 115% performance against quota - 48%-points more than Bottom Performers

• Top Performers average 184% performance against quota - 68%-points more than Middle Performers & 116%-points more than Bottom Performers

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So What?

• Top performers prove more can be done • No one was hired for Middle or Bottom performance • Every Middle or Bottom performing position is an

opportunity cost to ClientCo • Sales are being lost unnecessarily • Something can be done

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Performance Improvement

Additional Annual Sales

New Total Sales

Raise one Bottom to average level quota

performance of Middle $452,467 $8,655,467

Raise ALL Bottom to average level quota

performance of Middle $2,262,333 $10,465,333

Raise one Middle to average level quota performance of Top

$603,667 $8,806,667

Raise ALL Middle to average level quota performance of Top

$1,811,000 $10,014,000

Raise the ENTIRE TEAM to the average level quota performance of the Top

$7,211,000 $15,414,000

Imagine the Possibilities…

So how can we help you?

…make profound and sustainable changes without adding additional sales people….

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A Good Starting Point





Utility Analysis


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The 7 Universal Sales Competencies and their 19 Skill Sets are listed below

1. Entrepreneurial Approach • Reflects entrepreneurial attitude • Time optimization • Sets effective goals

2. Understands the Prospect

• Recognizes buyer behavior • Understands the purchasing

process

3. Develops Appropriate Solutions • Uses feature and benefit

solutions • Knowledge of products

4. Prospects Proactively • Identifies prospects • Gets appointments

5. Manages Selling Process • Understands client-centric selling • Establishes rapport • Identifies prospect's needs • Counsels prospect

6. Closes the Sale • Explores prospect's options • Presents ideal solution • Overcomes objections • Closes effectively

7. Manages Sales Relationships • Secures the relationship • Develops the relationship

Feedback is reported in the following sections:

• Executive Competency Overview • Skill Set Summary • Critical Skills Alignment Summary • Executive Summary • Skill Set Analysis • Survey Summary of the 79 Items • Survey Comments • Development Overview


• Precisely targets developmental needs

• Enables more effective coaching and communication

• Aligns sales priorities

• Improves productivity and

retention

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Critical Skills Alignment

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Your Action Plan You cannot risk leaving your sales development to chance; planning is essential. How many times have you stated to yourself or others your intentions to act but fall back into old habits? Successful sales people follow through on development plans when the development need is directly linked to a sales challenge or pain point. The most significant development opportunities take place on the job and are totally under your control. People tend to play to their strengths – choosing to utilize one sales skill over another due to their personal proficiencies. They have the knowledge and experience to use certain skills in almost any situation. If you don’t favor or simply lack proficiency with a sales skill that is deemed important to being successful, there are two steps you can take immediately.

1. First, if you know what to do differently to improve a skill or behavior, do it!

2. Second, create an Action Plan. Your plan need not be complex. Most often, your best course of action for personal and professional growth and development is obvious and easy to recognize.

The results from the Sales CheckPoint you recently completed identified the following Development Opportunities, although there might be others that are identified as you go through this process.

• Identifies prospects – Recognizes the characteristics of ideal prospects and focuses time and activities on those with the highest probability of becoming good clients.

• Uses feature and benefit solutions – Develops and offers solutions by communicating product characteristics and identifying how those characteristics will satisfy the prospect's needs.

• Secures the relationship – Stays in front of client and prospect's needs and establishes opportunities to generate contacts and do more business with them.

Development Summary Overview This section reviews the average ratings for each Skill Set. Both ratings for you and your Sales Manager are shown. In this section we have grouped the Skill Sets based on the average ratings and where they fall in relation to the Favorable Zone. The results for each Skill Set are sorted and grouped together based on whether you and your Sales Manager identified them as critical. Within each grouping, scores are sorted by the average scores of your Sales Manager. Here is how your results are grouped:

• Mutually Selected Strengths – The Skill Sets shown here are those which both you and your Sales Manager rated in the Favorable Zone. These are clearly strengths that should be emphasized, but they should not be glossed over as there is always room for improvement. Discussions should focus on how to use these strengths to help develop those areas that may need improvement.

• Selected Strengths of Sales Manager – These Skill Sets are those where the average scores of your Sales Manager were in the Favorable Zone. There should be open communication between you both to determine reasons for the differences between these ratings. It is important to align your expectations with those of your Sales Manager regarding these Skill Sets.

• Selected Strengths of Sally – You rated these Skill Sets in the Favorable Zone, but your Sales Manager did not agree. Meet with your Sales Manager to help you understand why some of your behaviors were found wanting. Work together to align your expectations with regard to these Skill Sets.

• Areas for Development – Obvious opportunities for development are the Skill Sets that neither of you rated in the Favorable Zone. Training should be considered to help you become more effective in your sales activity. Pay particular attention to those Skill Sets identified as critical by either you or your Sales Manager. 20

The Next Step





Utility Analysis


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Can they do the job?

How will they do the job?

Do they want to do this job?

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• Expected Behaviors

• Coaching

Recommendations

Sales Rep Matched to the Performance Model

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What can I expect from him?

Behavioral Considerations • Mr. Smith generally focuses on timely results. However, his pace may lag when attending to

several clients at once.

• He is moderately energetic; his work pace will be stable and methodical for the most part. However, when the workload reaches extremes, you may notice an increase in his response to stress.

• On occasions that require extra hours of work, he may feel more stress as the duties of this sales position make demands on his personal time.

• Mr. Smith acts with a sense of urgency if he takes time to reenergize on occasion.

What will he require from me?

Management Considerations • Maintain open communication and observe his energy level, providing opportunities when

possible, for him to gather his reserves. Congratulate his efforts to stay driven and energized in his sales activities.

• Provide a structured environment in which to work and maintain short-term goals to help him monitor his effectiveness for achieving long-term sales goals.

• Discussions with him should explore the possibility that the pace of this sales position may sometimes lead to frustration and an eventual reduction in satisfaction and performance.

• Coach him on effective time management techniques and provide occasional rewards for efficient and timely sales results.

Development Area

Prospecting Mr. Smith understands the need for prospecting and is willing to invest some of his energy in doing so. He tends to be most effective in prospecting when it is done in brief spurts of activity rather than over an extended period of time. He tends to enjoy a great deal of self-sufficiency and flexibility in his approach to developing a list of projects.

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1. Prospecting 2. Closing The Sale 3. Call Reluctance 4. Self-Starting 5. Working With A Team 6. Building and Maintaining

Relationships 7. Compensation Preference

Critical Sales Behaviors This section describes what kind of sales behavior Ms. Brandes could demonstrate if properly trained for the position under consideration. If she is a good match to the position this information is very important. If Ms. Brandes is not a good match to the Job Match Pattern you have developed for this position, you should disregard the comments made in this section. However, if you have other sales positions available you should re-run the Profiles Sales Assessment with the Job Match Patterns developed for those positions. Should she be a good match for any of these other positions, then use this section of the report to support your decision. Prospecting Ms. Brandes will usually pursue prospects until she has them appropriately qualified. Sara understands the need for prospecting and is willing to invest some of her energy in doing so. Trusting her own ability to develop an approach, she will tend to display innovation in developing a list of prospecting and qualifying them for a sales call. Closing the Sale Ms. Brandes is usually willing to move toward a close from the very beginning of the presentation. Her confidence and competitiveness are quite high. Sara is willing to adapt her closing approach to fit the situation, demonstrating good perseverance in the need to make the sale. She also has the relatively high level of drive to be motivated by the process of making a sale.

Seven Critical Sales Behaviors

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Follow with Sales Training





Utility Analysis


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Pro Selling Client-centric Solution Selling for Entrepreneurial Professionals

• The Entrepreneurial Mindset • Understanding Your Attitude • Selling Time & Activity Optimization • Understanding Buyer Behavior • Understanding the Purchasing Department • Understanding Features, Benefits & Solutions • Knowledge of Products, Services and Solutions • Identifying and Targeting Your Prospects • Getting a Meeting • Overview of Client-centric Solution Selling • Establishing Rapport and Starting a Relationship • Uncovering Your Client’s Needs • Exploring Options in a Consultative Way • Presenting the Ideal Solution • Overcoming Objections • Closing the Sale • Securing the Relationship • Growing the Relationship

Sample lessons

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Testing for Understanding

• Module Quizzes to test understanding of concepts

• Learner can retest and request coaching before testing again

• Course Certification • Testing and tracking

drive accountability, which helps drive results.

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Facilitation Meetings

• Sales Coaching & Advising

• Help drive accountability

• Help reinforce concepts as needed

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• Over 50 modules and 184 specific lessons target all “needs improvement” areas

• Not a “one size fits all” process • Custom fit for each team member • Nothing is left to chance

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Re-Evaluate Your Sales Team





Utility Analysis


• 19 Skill Sets grouped into 7 Universal Sales Competencies

• Precisely targets developmental needs

• Enables more effective coaching and communication

• Improves productivity and retention

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Critical Skills Alignment

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The Development of Your Sales Team





Utility Analysis

What’s next?

1. Select a sales team that has at least 3 salespeople

2. Profiles will complete a comprehensive analysis of that team (complementary)

3. At the very least, have the bottom performers enroll in the “Sales Solution Set”

4. Everyone enrolled this month will receive a minimum 20% savings on the best decision you’ll make this year

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Q & A

Questions?

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Thank you for attending our webcast!

Accelerating Sales Performance

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Contact Us

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14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636

Website: http://www.profiles.com.sg

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Develop and Motivate a Winning Sales Team

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