Test Profiles Report

Improving Sales Performance In |<ClientCompany>|

An analysis by |<SBPCompany>||<PreparationDate>|

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The Potential for Dramatic Sales Improvementsin |<ClientCompany>|

This analysis was prepared by |<SBPCompany>| on |<PreparationDate>| for |<ClientName>| of |<ClientCompany>|, and is based upon the information provided on the |<#Salespeople>| salespeople who currently produce total annual sales of |<CurrentTotalSales>| (details of the team who were analysed are included in Appendix 1 of this report).

An Analysis of Sales Performance in |<ClientCompany>| In |<ClientCompany>|, the average sales level is |<AverageSales>|. With a different approach to managing salespeople for maximum performance, total sales could be raised, over time, from the current |<CurrentTotalSales>| level to a new level in the range of |<1Bottom2MiddleTotal>| to |<TotalSalesAllStars>|. This report will show how this can be done.

How did we come to this conclusion?No one who has ever managed a sales team needs to review the considerable research on the topic to know that all sales teams have top, middle and bottom performers. It’s a disappointing fact that not all salespeople perform at the highest possible level.

|<ClientCompany>| is no different to every other sales organisation we have ever studied in this regard - with top, middle and bottom performers in the team we analysed.

Every sales position producing less than the top performing positions, represents a significant opportunity cost to |<ClientCompany>| - the loss of sales that you expected them to achieve when the position was originally filled. After all, no one ever recruits a salesperson with the thought that they might achieve average or bottom performance - all recruiting decisions are made with the intention of achieving maximum sales results from the position.

Anything less than top performance is a lost revenue opportunity for the organisation.

To identify the extent of this opportunity cost to |<ClientCompany>| the first thing we did was analyse your sales performance numbers to objectively identify who are your Top, Middle, and Bottom performers.

To do this we used a technique known as 'Utility Analysis', which separates salespeople into three tiers ('Top', 'Middle' and 'Bottom' performers) using an objective analysis of their sales performance. The outcome of that analysis is presented in Table 1.

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It’s obvious that when you recruited these team members you were aiming to put someone in each of these sales positions who could perform at the level of your Top Performers - but somehow things didn't work out as planned.

For every sales position where you are getting less than the Top Performer performance level against target you have a significant opportunity cost - sales you are missing.

So what?The implications are clear. In maximising sales from this team, the goals for sales management should be:

i. Raise the sales output of the Bottom performing positions upwards toward the level of the Middle and Top performers

ii. Raise the sales output of the Middle performing positions upward towards the level of the Top performers

iii. Manage each individual member of the team to maintain sales output from all positions at the maximum possible

Doing so would have a dramatic impact on the sales performance of the |<ClientCompany>| sales team.

The analysis in Table 2 shows you just how much such improvements could impact |<ClientCompany>|'s bottom line - raising sales to somewhere between |<1Bottom2MiddleTotal>| and |<TotalSalesAllStars>|.

A critical point is that such improvements in sales results could be achieved WITHOUT adding any more salespeople to the team. Also, once the ability of these people to produce sales at a higher level is achieved then this increase in sales is something that |<ClientCompany>| will enjoy every year. This is NOT a once-off impact on your bottom line of the type driven by special promotions or once-off offers.

It is clear that there are significant financial advantages to |<ClientCompany>| from focusing on achieving such an improvement in its sales team.

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Table 2: What If?Current total sales for the analysed team are |<CurrentTotalSales>|.

If you were able to make the following performance improvements here are the impacts you could expect on your bottom line:

Performance Improvement

Additional AnnualSales

New Total Sales

Raise just one Bottom Performer's target

performance to the average level of the Middle

Performers

|<1Bottom2Middle$>| |<1Bottom2MiddleTotal>|

Raise ALL Bottom Performer's target

performance to the average level of the Middle

Performers

|<AllBottom2Middle$>| |<AllBottom2MiddleTotal>|

Raise just one Middle Performer's target

performance to the average level of the Top Performers

|<1Middle2Top$>| |<1Middle2TopTotal>|

Raise ALL Middle Performer's target performance to the average level of the Top

Performers

|<AllMiddle2Top$>| |<AllMiddle2TopTotal>|

Raise the ENTIRE TEAM's target performance to the average level of the Top

Performers

|<TotalSalesAllStarsIncrease>| |<TotalSalesAllStars>|

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How can |<ClientCompany>| raise the performance of its Middle and Bottom Performers?In Profiles we use a tool called the ‘ProfileXT Sales’ (PXTS) that will help you profile your entire sales team. The PXTS will produce a detailed analysis of your top, middle and bottom performers. When we profile salespeople, we identify the specific attributes of your top people that make them capable of such high performance – and then we’ll provide guidance on how to manage, coach and train each of your salespeople to reach the same top performance level. These profiles will not only show you what makes the difference between these three classes of salesperson – but will tell you precisely how you can manage your bottom and average performers so that they begin to raise their games to achieve at the same level as your top performers. This is not an unrealistic ‘magic bullet’, promising that you will take your sales through the roof overnight – we all know that such ‘magic bullets’ usually fail to produce results. What we’ll provide you with is a framework for continually managing your sales force in a way that maximises your sales. This will change your sales operation forever.

Using the PXTS, you will be able to directly target each Bottom Performer with specific actions to raise his/her performance level from Bottom to Average, and afterwards from Average to Top. And each time you raise the performance of any of your salespeople in this manner you have a dramatic, and financially measurable, effect on your sales performance (as you’ll see in the next section).

Can you think of any other way to increase your sales so dramatically?

Furthermore, these profiles will provide you with tools that will ensure that next time you recruit a salesperson you consider only candidates who have the potential to be top performing salespeople in |<ClientCompany>|.

The Upside Potential in |<ClientCompany>| It is worth looking at the scope for improvement in |<ClientCompany>|.

You’ll raise the performance of your sales positions step-by-step – taking each bottom performer to average performance, and each average performer to top performance over time.

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But you will see measurable financial results very quickly: you saw above that our analysis shows that every time you move one of |<ClientCompany>|'s people from bottom to middle level you will add |<1Bottom2Middle$>| to your sales.

Raise one of your mid level positions to the top level and you add |<1Middle2Top$>| to your sales.

Raise all of your positions to the same level as your top performers your total sales rise to a new total of |<TotalSalesAllStars>|, an increase in sales of |<TotalSalesAllStarsIncrease>| and a new average sales per salesperson that is |<AvgIncrease>| higher at |<AverageSalesAllStars>|.

Return On Investment

Let's err on the side of being very conservative. Even if all you did in the first year was raise the performance of one of your bottom performers to the level of your middle performers you would increase your sales by |<1Bottom2Middle$>| to |<1Bottom2MiddleTotal>|.

This equals a first-year Return On Investment of |<ROI%>| on the cost of putting in place a framework to make these changes (that framework is detailed in the accompanying proposal).

Focusing on improving the performance of each sales position in this manner is the most sensible long-term way for |<ClientCompany>| to raise its sales performance dramatically.

Improving Sales Performance In |<ClientCompany>|

A proposal from |<SBPCompany>||<PreparationDate>|

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Proving the PXT Sales in |<ClientCompany>|You have seen how the ProfileXT sales can dramatically improve sales results, and have seen how it has done so in many other organisations.

Why not prove how effective it could be for you by conducting a low-cost study? The study approach will allow you to see the effectiveness of the ProfileXT Sales right away.

Here’s what the study would entail:

1. First, we’ll profile all of your existing sales team – this will take just 60-70 minutes of each salesperson's time to complete an online assessment.

2. Using the results of the Top Performers, identified in your sales team study, we will create a Top Performer benchmark for |<ClientCompany>|. This Top Performer benchmark will provide you with a very detailed description of precisely what it is that makes your Top Performers so much more successful than their peers. This will be provided to you in the form of a detailed 11-page ‘Job Analysis Report’.

3. We’ll then run all members of the team against the Top Performer benchmark, and produce Sales Management reports for each team member. These reports will be provided to your sales managers and will outline the gaps between each individual and the Top Performer benchmark; they will also provide specific guidance and coaching on the training, development and management each salesperson will need to raise his/her performance to the next level. Each report will be a blueprint for managing that salesperson to top performer success.

4. We’ll train you and your management on how to understand and make best use of these reports.

5. We’ll provide each salesperson with an Individual Report that outlines the results of his/her assessment – in a positive, strength-centred fashion.

6. Finally, we will provide you with access to your own Virtual Assessment Centre. This online assessment centre, accessible only by |<ClientCompany>|, will allow you to access your team’s results 24/7 from anywhere in the world, to produce as many additional reports on their results as you wish, free of charge. It will also provide you with a facility to use your Top Performer benchmark next time you decide to recruit a new salesperson – ensuring that you recruit only people who have the potential for success at the highest levels of sales in |<ClientCompany>|.

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Study CostThe total cost for this study is just: |<TotalCost>|

This cost is made up as follows:

Virtual Assessment Centre setup: |<Setup$>| (Setup & 1st year hosting – subsequently: |<Hosting$>| p.a.)

|<#Salespeople>| x ProfileXT assessments @ |<Meter$>|: |<TotalMeter$>| (One-off charge per salesperson – unlimited reporting)

Implementation and training: |<Implementation$>| (One-off charge)

Once your Virtual Assessment Centre site has been established you will have access to your team’s results and the reporting facilities of the site at no additional cost.

Should you decide to use the system into the future then your only costs will be the annual hosting charge of |<Hosting$>| and the |<Meter$>| per assessment for each new person who completes the assessment (and we even provide an attractive scale of volume discounts for larger purchases – this kicks in as low as ten units).

Return On InvestmentRemember, as we illustrated in your analysis report, even if all you did in the first year was raise the performance of your bottom performers to the level of your middle performers you would increase your sales by |<AllBottom2Middle$>| to |<AllBottom2MiddleTotal>|.

This equals a first-year Return On Investment of |<ROI%1>| on the |<TotalCost>| cost of putting in place a framework to make these changes.

Getting StartedWe can get this study started right away and begin putting the foundation in place for dramatically improved sales performance in |<ClientCompany>|

Simply sign the Implementation Confirmation below and return to |<SBPRep>| of |<SBPCompany>| to get things started immediately.

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Implementation Confirmation

“Please proceed with the implementation of the study on the terms outlined above.”

Signed for and on behalf of |<ClientCompany>|

Name:___________________ Signature__________________

Title:____________________ Purchase Order No:__________

Date:____________________

Consultant Overview of |<ClientCompany>| Sales Team

An analysis by |<SBPCompany>||<PreparationDate>|

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2. 'What if' Analysis

Current Sales Total |<CurrentTotalSales>|

Raising Bottom Performers to Middle Performance

Average additional sales if one Bottom Performer sold at average Middle % against target

|<1Bottom2Middle$>|

Additional sales if ALL Bottom Performers sold at average Middle % against target

|<AllBottom2Middle$>|

Total sales if ALL Bottom Performers sold at average Middle % against target

|<AllBottom2MiddleTotal>|

Raising Middle Performers to Top Performance

Average additional sales if one Middle Performer sold at average Top % against target

|<1Middle2Top$>|

Additional sales if ALL Middle performers sold at average Top % against target

|<AllMiddle2Top$>|

Total sales if ALL Middle Performers sold at average Top% against target

|<AllMiddle2TopTotal>|

Raising Entire Team to Top Performance

Additional Sales if ENTIRE TEAM sold at average Top % against target |<TotalSalesAllStarsIncrease>|

Total sales if ENTIRE TEAM sold at average Top % against target |<TotalSalesAllStars>|

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3. 'Downside Analysis'

Lost sales if entire team sold at average Bottom % against target |<TotalSalesAllBottomDec>|

Total sales if entire team sold at average Bottom % against target |<TotalSalesAllBottom>|

Test Profiles Report

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