sample - strategic strike - sales team
TRANSCRIPT
Strategic Strike – “Sample” Sales Team
Discover & Unleash Your Potential
Assessment | Recruitment | HR Support | Training
IntroductionFundamental Outcomes | Team Being Evaluated
Individuals Evaluated
Example 1
Example 2
Example 3
Example 4
Example 5
When going through any sort of evaluation process of this nature, the three fundamental questions to ask are:
1. What level of Integrity does the supplied information hold?
2. Have I Interpreted the results correctly and do I Understand the drivers behind my current team results?
3. What is my Strategy based on the results and how will I Execute it?
We recognise the importance of these three points.The last page of this document contains further information regarding the validity of the evaluation tools we have used on this occasion. The Strategic Strike andcomplimentary consultancy session will provide you with the clarity you need around interpretation. Ensuring your strategy execution is effective and stainable is whatArcTree specialises in; and is something we will discuss whilst going through the Strategic Strike.
Fundamental Outcome Required From The Strategic Strike:
1. Further insight in to your team’s sales ability
2. Training and development recommendations, based around the needs identified.
Why do this?If you think of a person like an iceberg, there are manyattributes we all possess and exhibit that are a lot harderto evaluate than simply reading a resume, interviewingthem, or managing them daily, as they are less tangible,or below the waterline.
Evaluating your team is the only way to determine whatlies below the waterline, so you have the completepicture, allowing you to manage / navigate moreinformed.
Balanced Scorecard ApproachSales Team
Sales CycleTechnical Sales Benchmark and Team Average
The graph below depicts your team’s sales ability, whilst moving through a traditional sales cycle.The Benchmark has been set to what you would expect from an effective Technical Sales Representative and is marked in grey. Marked in red is the average scoresof the team evaluated.
Looking at the team summary below, the main development areas highlighted include training around being more assertive whilst prospecting and being moreadaptive when overcoming objections. The following four pages depict individual results, which paint a slightly different picture and highlight a number of areasfor development, which we have summarised at the end of this document.
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Prospecting Building Rapport Discovering Needs PresentingSolutions
OvercommingObjections
Negotiating /Closing
Servicing Client
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Sales CycleTechnical Sales Benchmark | Team Average | Example 1
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Prospecting Building Rapport Discovering Needs PresentingSolutions
OvercommingObjections
Negotiating /Closing
Servicing Client
Benchmark
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HannesExample 1
Sales CycleTechnical Sales Benchmark | Team Average | Example 2
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Prospecting Building Rapport Discovering Needs PresentingSolutions
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Benchmark
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IanExample 2
Sales CycleTechnical Sales Benchmark | Team Average | Example 3
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Prospecting Building Rapport Discovering Needs PresentingSolutions
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Servicing Client
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DavidExample 3
Sales CycleTechnical Sales Benchmark | Team Average | Example 4
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Prospecting Building Rapport Discovering Needs PresentingSolutions
OvercommingObjections
Negotiating /Closing
Servicing Client
Benchmark
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Jonathan
We would recommend further one-on-one sales related training and coaching with Jonathan.
Example 4
Sales CycleTechnical Sales Benchmark | Team Average | Example 5
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Prospecting Building Rapport Discovering Needs PresentingSolutions
OvercommingObjections
Negotiating /Closing
Servicing Client
Benchmark
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RobertExample 5
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Need for achievement Confidence Taking Risks Tolerance For Ambiguity Social Connectedness
Entrepreneurship Propensity
BENCHMARK
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Entrepreneurial Attributes
Entrepreneurial Style is defined by the overallmanner in which entrepreneurs approach workand relationships.Companies who have a (remote) sales function,often benefit from having some degree ofentrepreneurial mindset.
An overview of the Thermo Fisher’s SalesTeam Entrepreneurial Style is reflected asfollows:
More achievement oriented approach to business with an emphasis on expediency over structure and a greater focus on tasks rather than people.
More technical approach to business with an
emphasis on structure as opposed to expediency and a greater focus on
tasks rather than people
More social oriented approach to business with
an emphasis on people rather than tasks and a
greater focus on structure rather than expediency.
More sales oriented approach to business with an emphasis on people rather than tasks and a greater focus on expediency rather than structure.
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Entrepreneurial AttributesNeed for Achievement
The Entrepreneurial Approach: Entrepreneurs approach most situations with focus and intensity. They will often push themselves and everyone else to get things done, and
they are not bothered by the pressure that may rattle others. When others may slow down or retreat, entrepreneurs will crank up the intensity and remain focused on
achieving their goals. This includes making personal sacrifices such as sleep, income and spending time with friends and family.
Contented Individuals Tend To:• steady and relaxed• patient and easygoing• casual working environment• content to meet expectations• resist aggressive deadlines or goals
Intense Individuals Tend To:• passionate and driven• pressure on others to perform• concerned with "what’s next"• push themselves• obsessed with their business
Need for Achievement describes the intensity in which an individual is motivated to achieve goals, whether for personal or work initiatives. Most people tend to fluctuatebetween a measured and an intense focus at times. Entrepreneurs tend to have a much more intense approach to achieving their goals.
Reserved Individuals Tend To:• hesitant to offer opinions• seek reinforcement• avoid giving direction• timid during confrontation• avoid public speaking
Confident Individuals Tend To:• quick to advance their position• confront with whom they disagree• readily provide direction• will speaking their mind• enjoy public speaking
The Entrepreneurial Approach: Entrepreneurs are confident in themselves and their vision. They are rarely intimidated by others and are typically comfortable expressing
their thoughts and ideas to large groups and influential people. When others may shy away from confrontation, entrepreneurs may appear to become even more assertive. A
strong level of confidence is important when approaching potential stakeholders such as investors, vendors, bankers and potential employees.
Confidence describes an individual's level of self-assuredness when approaching tasks and relating to others. Most people tend to exhibit a moderate confidence level. Entrepreneurs tend to have a much more confident approach to achieving their goals.
Entrepreneurial AttributesConfidence
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Entrepreneurial AttributesTaking Risk
The Entrepreneurial Approach: Entrepreneurs are not easily intimidated by unfamiliar or uncertain situations which is a given when forming a new business. In situations
where others may appear cautious, entrepreneurs do not see failure as an option and look for ways to mitigate much of the risk. Since they do not hesitate to act where
others might not, some may view them as reckless.
Risk Taker Individuals Tend To:• calm in face of uncertainty• undaunted by risk• experiment• take chances• motivated by incentives
Cautious Individuals Tend To:• concerned in the face of uncertainty• comfortable with stability• prefer proven methods• require proof to considering ideas• seek security and safety
Taking Risks describes how an individual approaches uncertain or risky situations. Most people tend to fluctuate somewhere between avoiding and taking risks, dependingon the situation. Entrepreneurs tend to have a moderately higher propensity to take risks in order to achieve their goals.
Entrepreneurial AttributesTolerance for Ambiguity
Resistive Individuals Tend To:• don’t embrace new approaches• don’t change without rationale• follow "the letter of the law"• miss opportunities to learn• comfortable with structure
Adaptable Individuals Tend To:• seek change• challenge the status quo• “go with the flow” • overlook proven methods• comfortable with ambiguity
The Entrepreneurial Approach: Entrepreneurs do not fear obstacles and uncertainty, but instead they often view them as a chance to capitalize on their creativity. When
others are most comfortable with the status quo, entrepreneurs are catalysts that drive others to consider change. They view ambiguity as opportunity to bring new ideas to
the market place.
Tolerance for Ambiguity describes the comfort in which an individual navigates change and uncertainty. For the most part, people tend to display both reluctance andadaptability at times, depending on the significance of the change in question. Entrepreneurs view change as opportunity and tend to have a much more flexible approach toachieving their goals.
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LeadershipEmotional Intelligence
Your Emotional Intelligence Quotient (eiQ) describes how you recognize and respond to your own emotions, as well as the emotions and behaviours of thosearound you. Exploring the dimensions of your eiQ is an important step in promoting self-awareness and in developing key SALES competencies.
Example1
Consideration (Helping Others)Recognizing and responding to others' feelings is essential in exercising influence. Your more objective approach may cause you to undervalue others' feelings, which maylimit your overall eiQ. For more information, see “Helping Others" on page 4 of the LDP Personal Style Report.
Example 3Example 4
Example 2
LeadershipEmotional Intelligence
Openness (Opening Up)Our communication style shapes how others perceive our intentions. Your more reserved approachmay prevent others from opening up to you, which may limit your overall eiQ. For moreinformation, see "Opening Up" on page 4 of the LDP Personal Style Report
Consideration (Helping Others)Recognizing and responding to others' feelings is essential in exercising influence. Your moreobjective approach may cause you to undervalue others' feelings, which may limit your overall eiQ.For more information, see “Helping Others" on page 4 of the LDP Personal Style Report.
Assertiveness (Asserting Yourself)Confidence helps you exercise influence over others, especially in team settings. You tend to be more reserved, which may limit your overall eiQ. For more information, see "Asserting Yourself" on page 3 of the LDP Personal Style Report.
Example 5
Recommendations
Based on the evaluation results, the team evaluated would benefit significantly from further training in the following areas:
Sales Training
Effective Prospecting SalesOvercoming Objections Sales
Pitch Proposal and Presentation Sales Reading Body Language Sales
Business Communication
Active Listening
Body Language
Business Process Management
Communication Skills Conflict Resolution
Creative Problem Solving
Delivering Constructive Criticism
Emotional Intelligence (EQ) - Jonathan only
Managing Difficult Conversations
Negotiation
Public Speaking
Team Communication
Think on Your Feet® (2-days) Writing Winning Proposals
Entrepreneurial Tendencies
Specifically in the following areas:
Need to achieve
Confidence
Taking Risks
Recommended course of action:Given the evaluation results, we recommend that the team completes a one year training program, delivered on a quarterly basis. The training should be tied in withquarterly performance reviews and linked with individual team member’s KPI’s.
Following the recommended process will ensure that training expenditure is linked with staff performance and ROI in regards to both sales and training investment.
See below the available training courses, specifically relevant to the team at Thermo Fisher and their evaluation results. The four courses highlighted are what werecommend as most suitable:
Sales
Specifically in the following areas:
Prospecting
Presenting Solutions
Objection Handling
Investment & Timeframe
Recommended Courses and TimeframeFebruary 2015 - Effective Prospecting Sales – CLICK HERE to see the Learning Outcomes and Course Outline
April 2015 – Communication Skills – CLICK HERE to see the Learning Outcomes and Course Outline
June 2015 - Pitch Proposal and Presentation Sales – CLICK HERE to see the Learning Outcomes and Course Outline
December 2015 – Think on your Feet (2 days) – CLICK HERE to see the Learning Outcomes and Course Outline
**We are happy to provide you with a detailed outline of the content included in each course, when appropriate.
Investment
$5,000 for each course presented
Each Course Includes:
Course content tailored specifically to the evaluated team and the needs of each individual
Courses delivered in-house and/or via video-link
All course content
Monthly email with additional information relating to course attended, to keep on track with executing what has been learnt
Complimentary access to the E-Learning centre which gives members access to a world of additional training and development information
Access to LinkedIn Groups specifically relevant to the courses they attended, where they can interact with other like-minded professionals who have gone
through the same learnings.
Refreshments
We recommend that all attendees download the course content on to their IPad / Tablet prior to attending. If they do not have a tablet, one can be provided
to them for a one-off fee of $150 and the fully unlocked and operational Tablet is theirs!
Alan Chambers - Managing DirectorAlan comes from a successful career in the United Kingdom andEurope working in Senior Management positions with some of theTop 25 FTSE companies. Educated to Masters level at MiddlesexUniversity in London, combined with a practical and proven workbackground, drove Alan to set up the business consultancy severalyears ago.0435 838 [email protected]
Executive Team | Strategic Partners
Andre van der Merwe - DirectorPossessing a professional background that spans almost two decades,Andre most recently held a General Manager position with one ofAustralia’s largest privately owned permanent and contractingexecutive recruitment groups before joining ArcTree. He has alwaysconsulted to the Resources, Manufacturing, Engineering, Constructionand Health sectors and recognises the importance of sourcing andsecuring the best available talent.0414 830 [email protected]
Strategic Partners – Assessment, Training, HR Services
Paul Findlay – Training & Development GuruCo-founder and Managing Director of pdtraining, a multi-national corporate trainingorganisation. He continues to drive innovation and set new benchmarks for thetraining industry around the world by designing and implementing strategies thatleverage technology and adopt proven methodologies to re-define best practice incorporate learning.
Rachel (Kuhnemann) KerrRevelian is Australia's leading provider of online psych testing for both recruitmentand development purposes. She is responsible for a talented and dedicated team ofpeople that deliver and support exceptional HR products. Client/candidatesupport/implementation and their satisfaction levels are key to the success of anyorganisation and are instrumental in our ability to rapidly grow. Rachel is passionateabout understanding client needs and working with Revelian R&D to deliver on therapidly changing HR landscape.
Shirley Farrell - Human Resources SpecialistHR Management and complimentary disciplines underpins a structured approach toHR Management that has seen the successful design, implementation andmanagement of a wide range of HR Management initiatives and services.
Dr Doug Waldo, DBA, SPHR
Certification, Senior Professional in Human Resources (SPHR) (2001-2017)Human Resources Certification Institute, Alexandria, VirginiaCertificate Program, Equal Employment Opportunity Studies (2001)Cornell University, New York, New YorkDecision Models for Management-Executive Education Course (2000)Wharton School of Business-University of Pennsylvania, Philadelphia, PennsylvaniaDoctor of Business Administration (1997)University of Sarasota, Sarasota, FloridaMajor Concentration: Management (33 graduate hours)Dissertation: Evaluating Public Sentiment toward Environmental Protection through Artificial Market ParticipationAdditional Specialization (18 graduate hours): EconomicsMaster of Business Administration (1995)University of Sarasota, Sarasota, FloridaMajor Concentration: Management/HR (39 graduate hours)Bachelor of Arts (1992)Palm Beach Atlantic College, West Palm Beach, FloridaMajor Concentrations: Business Administration and Finance/BankingFrederick G. Supper Honors Program Graduate and Charter Member
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