profiles sales assessment

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Profiles Sales Assessment™

Profiles Sales Assessment

Great salespeople are

ALWAYS in demand!

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Approx. 20,000,000 people list SALES as their primary occupation

The average turnover rate in sales is 40%

As of 6-29-09, CareerBuilder.com listed 56,659 sales position openings

The cost of turnover (per occurrence) in sales positions has been reported to range from $50,000 - $550,000

Sales Benchmark IndexDepartment of Labor

The Market for PSA

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Sales jobs are the most difficult jobs to fill…

1. Sales representatives2. Engineers3. Technicians4. Production operators5. Skilled manual trades

people6. IT Staffers7. Administrative assistants8. Drivers9. Accountants10. Managers / ExecutivesSource: Manpower Global Study, January 2006

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Sales#1 ranked searchon “The Ladders”

recruitment web site

Source: www.theladders.com, 08/06/2006

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Supply/Demand ImbalanceSales people are difficult to retainGood sales people are difficult to findThe challenge will become more severe

as baby boomers retire

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SERIOUS consequences of ignoring this

To name just a few…Insufficient market coverageDisrupted strategic customer

relationshipsUnpredictable revenue forecastingLonger sales cyclesMarket share lossHigh recruiting costsHigh compensation costsHigh training costsLow morale

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Profiles Sales Assessment 8

Are your clients and/or prospects confident they have the talent in place to carry them through

these economic times and into the future?


Great Salespeople

How do you…

find them?develop them?retain them?maximize

productivity?


Know your people better than they

know themselves.

How?


Two Ways

Observation

Assessment

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The Profiles’ Solution



ProfileSA

Measures the Seven Critical Sales Behaviors of Successful Salespeople

• Prospecting• Closing Sales• Call Reluctance• Self-Starting• Teamwork• Building & Maintaining Relationships• Compensation Preferences

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ProfileSA

The PSA is a new product and requires its own meters

262 Total Questions (52 fewer then the PXT)• 77 Thinking Style• 142 Behavioral Traits (40 fewer questions)• 43 Occupational Interests (12 fewer

questions)

Time to take• Approx. 50 minutes• No administrator or proctoring

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ProfileSAUsed For

• Building and Developing High Performance Sales forces

• Selection and Hiring• Management• Promotion Fit / Succession

Planning• Analyzing Training Needs

Customizable – Develops JMPs by:• Company• Sales Position• Manager• Geography

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Types of Reports Available

Selection ReportManagement ReportMulti-Job Match ReportIndividual Sales Profile

ReportJob Profile Summary ReportJob Summary Graph

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The Assessment

The PSA is a new product and requires its own meters

PSA sten scores CAN be transferred to PXT

• Uses 1 meter

PXT sten scores CANNOT be transferred to PSA

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The Assessment

The PSA has its own Preliminary Pattern Library

37 Sales-related Job Match Patterns

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The Reports

The report text is the same as PXT Sales, with the addition of the 7 critical sales behaviors from the PSI.

It is strongly written for communicating with Sales Leaders and Salespeople.

The report layout and design has been updated to include all of the additional features.

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Driving New and Additional Business with the Profiles Sales

Assessment

Target sales leadersSend sample reports to prospectsBuild more targeted marketing campaignsFocus on economic buyersQuantify resultsRejuvenate stalled prospects and clientsCall back on missed opportunities, etc.

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Prospecting Ideas

Accelerator-type programExecutive BriefingsTargetingHigh Impact Sales Management SeminarEtc.

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Selling the PSA

The Presentation – How did you get there?

Email campaignReferralSeminarMail shot (Accelerator-type)

One Call Close or Process Sale?

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Would you invest 30 minutes of your time to find out how you could increase your sales volume by as much as several hundred percent?

Dear <Name>,

Please take a quick look at the accompanying letter from Stephen Osbaldestan, president of the Global Lens Care Division of Novartis Ciba Vision.

Profiles International worked with him to raise his sales from $80K per month to $1M per month in just six months, and to $22M two years later.

How did we do it? Well, giving you the full story in a brief note like this will not be possible, but let me give you the highlights:

1. First we analyzed his salesforce, using his sales performance data, so that we could separate his team into three groups: Top, Average and Bottom performers.

2. Then we profiled his Top Performers – those people getting the results that he’d have liked to have from all of his team – and created a Profile that identified precisely what these Top Performers shared in common. These ‘star performers’ were dramatically different from his Average and Bottom performers. The profiling exercise identified exactly what combination of mental abilities, personality and motivational interests allowed them to be so particularly successful in their positions.


3. By quickly analyzing the differences between the profiles of his Stars and the profiles of his Average and Bottom Performers we were able to produce an individualized set of guidelines for the manager of each of the non-Stars – that guided them in how to manage and develop their performance up towards that of their Star colleagues.

4. So, he now manages every one of his salespeople with the specific objective of raising their performance to ‘Star’ level and, every time he now hires salespeople, he hires ONLY those who share the same profile as his proven top performers – so that he gets Star salespeople first time more of the time.

That’s it in a nutshell. Their sales went from $1M per annum to $1M per month in less than a year, and to $22M within three years.

Sounds too good to be true? That’s the normal reaction when professional sales management read this case study – that’s why I need about 30 minutes of your time to show you in more detail exactly how, and why, this works so well.

Could we achieve the same results for <Company Name>? To be honest I do not know – the approach is altogether more effective in some situations than others. That’s what I would plan to explore with you if you afford me 30 minutes from your schedule.


I’ll first talk to you about your specific sales environment and the particular challenges you face. If that looks promising then I’ll offer to do a no-cost analysis of your sales team to determine if there is any way we might be able to get similar results for <Company name>. This may not be suited for every sales department – but without talking to you I will not be able to determine if we might be of any help to you.

I plan to call your office over the next few days to set an appointment to meet.

Let me make you a final solemn guarantee – even if it turns out that we cannot work together you will get so many ideas and so much value from our meeting that you’ll regard it as the best 30 minutes you invest this year. I look forward to speaking with you. Sincerely____________Deiric McCann p.s. One thing I know for certain even before we meet: statistics tell me that your sales team has Top, Average and Bottom Performers – doesn’t it makes sense that raising the performance of the average and bottom people will be much easier if you know what makes your Stars tick?


PSA – Sales Process

Using Predictive Analytics (The Performance Calculator) to close more business with:

• High Impact Sales Management Seminar

• Accelerator-Type programs• Referral Programs• E-mail Campaigns

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Predictive Analytics

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Sales Process & Presentation

Following a seminar

Impress during “Preliminary Pleasantries”Establish suggested agenda & time availableGet permission to probeCollect required informationSummarize and seek agreementClose to a next step: ‘sales analysis meeting’

or if it looks possible, then close to a study


Sales Process & Presentation

Items Needed

Sample Sales AnalysisSample StudyData Collection FormCalendar


Meeting One: Four Possible Outcomes

1. An agreement on another meeting - where you will return with the analysis of their sales team (generated from the calculator)

2. An agreement to proceed with an initial study

3. Reschedule/continuance

4. Not at all interested


1. Impress During “Preliminary Pleasantries”

Preliminary Pleasantries are the customary ‘small talk’ that invariably fills the first few minutes of most business meetings.

Through a little research on LinkedIn (or some other such business networking site) or on the wider internet uncover some interesting fact about the person you are meeting, or the organisation they work for – and be prepared to blend this into the first few minutes of the meeting. Make it clear that you took the meeting seriously enough to do some ‘homework’.

Avoid personal chit chat at first; remember you must earn the right to step into their personal space. It comes quickly so don’t rush it.


2. Establish Suggested Agenda and Time Available

Confirm what time is available and that you ‘get permission’ to run the meeting the way you want to.

A. You have the allotted timeB. You don’t.


3. Get Permission to Probe

“When we agreed to meet I mentioned that the only way to determine how we can be as successful working with <company> as we are with our most successful clients would be through a brief discussion of your particular sales environment and the challenges you face.

Once I have some basic information on your sales operation I’ll be able to tell how effective we could be working together to raise your sales results.

So, if it’s OK with you I’d like to talk through some detail of your sales operation – how does that sound (prospect’s name>?


4. Collect Required Information

“Thank you, but before I get into talking through the details of your sales organization – can I ask you something?

I am always curious when I meet someone like you, who is so pressed for time, can you show me what was it in my proposal that made it interesting for you to meet me?

…because, whatever else I cover I want to be sure to meet that expectation.”


• How many salespeople do you have? (“I saw online that you have 250 salespeople – is that still correct?”)

• How many different sales positions?

• How many in each position?

• Where does most of the revenue come from; which department?

• Which one’s most profitable?

4. Collect Required Information cont.

Time Check


5. Summarize and Seek Agreement

At this point, ask for confirmation questions about the information you gathered in Step 4 of The Discovery Track. Be sure your prospect is in agreement. Once you have summarized and agreed your understand of the discussion to this point then you must make the decision as to whether you should either close to an analysis of their team in a second meeting, or whether you should close to a study.


6a. Close to a next step: Sales Analysis Meeting

“From what you have shared with me it is obvious that there is lots of potential for us to drive significant improvements in your sales results – the question you must be asking yourself is ‘by just how much could I increase my sales results?’ Let me suggest this: let’s do an analysis of your team’s results as they are right now – so that we can determine exactly how much any changes would be worth to you <prospect name>. That way you’ll be able to decide if the potential improvement is worth your further investment of time and money before you make any decisions on what to do next. Let’s set the date and time for that meeting before we continue. Then between now and the next time we meet I will undertake the analysis of your sales team that I mentioned in my original proposal.”


6b. Close to a studyAt this point I would normally suggest that we get into a little more detail on the sales team in <division> so that we could undertake the analysis I mentioned in my proposal – to develop an analysis of your team that looks like this one.

From everything you’ve told me I can see clearly that there is going to be a lot to be gained from us working together (elaborate on some of the points you discussed that give you that sense). I still plan to undertake that analysis for discussion next time we meet but we could go one step further and invest a little more time, and a few dollars, together to collect even more precise information on your actual team members – that way we can not only quantify the sales increase that might be possible for <Company>, but I would also at the same time be able to show you what the profile of your top and bottom performers looks like – and get a head start on precisely what we could do to start driving these results right away. Does that sound like a good idea?”


Great salespeople are

ALWAYS in demand!

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Sales Departments are a GREAT

portal into organizations.

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Let’s finish 2009 strong!

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The Profiles’ Solution


profiles sales assessment

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