Upload
landslide-technologies
View
1.609
Download
3
Tags:
Embed Size (px)
DESCRIPTION
In this slide deck presentation the 7 Rules for Becoming the New Sales Professional are presented.
Citation preview
Landslide’s Sales P3 System is a unique combination of on-demand sales software and live services.
Landslide’s P3 System increases sales volume by transforming individual performers into a world-
class team of more effective and consistent sales producers.
For more information visit:www.landslide.com or call 1-866-450-8522
w w w . l a n d s l i d e . c o m © Landslide 2006. All Rights Reserved
7 Rules for Becoming the New Sales ProfessionalWith
Howard Stevens, CEO, Chally
© Landslide 2006. All Rights Reserved
Research Methods
1992 – World Class Benchmark research begun – 23,000 Interviews
Statistically identified the salesperson competencies to achieve deliverables, across
markets, products, and services sold
Identified 14 distinct salesperson profiles by the
unique set of competencies for each
Identified top and bottom salespeople
Statistically identified the 7 salesperson deliverables
customers demanded“Achieve Sales Excellence”
Customers identified 21 world class sales forces
Benchmarked the best for processes and criteria
7 critical best practices & critical success metrics
80,000 Customers interviewed
210,000 Salespeople rated on 15 criteria
PLUS: •How much each customer
bought from each over 3 years
•Data on 7,300 sales forces
Today:
Assessed and tracked performance of 300,000
salespeople
Statistically identified assessment items that
accurately predicted each competency in each
position profile
© Landslide 2006. All Rights Reserved
A quiz from the Bureau of Labor Statistics
“Better Than”“Better Than”
Who Wants To Be
A Millionaire
© Landslide 2006. All Rights Reserved
D. SalespersonC. Athlete
A. Doctor B. Lawyer
What profession has the highest average return for their investment in education?
Competitive Sales Today
© Landslide 2006. All Rights Reserved
D. Laborer
Which profession has the highest suicide rate?
C. Business Executive
B. Psychologist
Sales is lowest
Competitive Sales Today
A. Dentist
© Landslide 2006. All Rights Reserved
A. TV Personality
D. Politics
Which profession has the lowest rate of early heart or other stress related diseases?
C. Sales
B. Building Maint.
Competitive Sales Today
© Landslide 2006. All Rights Reserved
D. Sales
What profession requires the least talent?
C. Management
A. Sports B. Medical Surgery
Competitive Sales Today
© Landslide 2006. All Rights Reserved
D. Dentist
Which profession has the highest divorce rate?
C. Writer
A. Surgeon B. Entrepreneur
Sales is 2nd lowest
Who is lowest? Catholic PriestsCatholic PriestsCatholic PriestsCatholic Priests
Competitive Sales Today
© Landslide 2006. All Rights Reserved
Who Are The Leading Sales Organizations
Take a minute and select which of the two successful organizations in each pair of corporate logos (from the same market) have been identified as having a world class sales organization by their respective customers
© Landslide 2006. All Rights Reserved
The Corporate Competitive Pairs
1 2 3 4
5
Which of the two successful organizations in each pair of corporate logos (from the same market) have been identified as having a world class sales organization by their respective customers?
5
GE Honeywell
IBMMicrosoft
Corporate ExpressStaples
DellInsight
CaterpillarJohn Deere
© Landslide 2006. All Rights Reserved
The Corporate Competitive Pairs
1 2 3 4
5
Which of the two successful organizations in each pair of corporate logos (from the same market) have been identified as having a world class sales organization by their respective customers?
5
GE IBM Corporate Express
Insight John Deere
© Landslide 2006. All Rights Reserved
Why Customers Choose a Supplier
• Customers ratings were correlated with their actual buying decisions to determine how heavily each of the four main predictors of a successful purchase actually affected their decision• Four categories made up the total 100%:
1. Price2. Quality3. Salesperson effectiveness4. Providing a total Solution
• What % impact did salesperson effectiveness have?
© Landslide 2006. All Rights Reserved
Salesperson’s Impact on Vendor Selection by Customer
Salesperson Effectiveness
39%
Q: What percentage impact did salesperson effectiveness have on customer ratings?
7%
18%
39%
55%
© Landslide 2006. All Rights Reserved
How Good is “Good Enough”
Q: What percent of vendor deserters (lost business) rated the supplier they were leaving as “good” or “very good”?
10%
20%
40%
60%
80%
80%
© Landslide 2006. All Rights Reserved
World Class Sales Findings
• Customers are:
• Demanding and expecting substantially more
• Increasingly measuring vendor performance formally
• Desiring direct contact with vendor management if the salesperson does not have the authority
• A turning point occurred in 1998 … for the first time salesperson effectiveness exceeded product quality and features in importance to business customers
• The major salesperson critique remains “not understanding the customer’s business”
© Landslide 2006. All Rights Reserved
Why the Salesperson is Critical
• The Internet make “specification and pricing” Information universally available
• Salesperson’s role has evolved to become an outsourced manager and trusted advisor – requires credibility
• Salesperson must understand their customer’s industry and business and be strategically relevant
• Today’s salesperson orchestrates teams of resources and specialists
© Landslide 2006. All Rights Reserved
The 7 Critical Sales Success Factors
The top 3 account for almost 90% of a customer’s loyalty to a Salesperson
Poll Question: Rank the top 3 factors
Solve our problems
Design the right applications
Personally manage our results
Be easily accessible
Be our advocate
Understand our business
Be creative in responding to our needs
© Landslide 2006. All Rights Reserved
The 7 Critical Sales Success Factors
These top 3 factors account for almost 90% of a customer’s loyalty to a Salesperson
Personally manages our results
Understands our business
Be our advocate
w w w . l a n d s l i d e . c o m © Landslide 2006. All Rights Reserved
Top Four Sources of Salesforce Failure
© Landslide 2006. All Rights Reserved
The Top Four Sources of Sales Force Failure
1. Weak Selection – Less than 70% accuracy in selection
2. Inappropriate Placement – i.e., “Hunters” in Account Maintenance (“Farmer”) roles or visa versa
3. Inappropriate Training – Too much on product training and standard “sales training” in “Solution Selling,” “Sales Skills,” etc.
4. Poor Management – i.e., Turnover above 25%
© Landslide 2006. All Rights Reserved
Weak Selection
• Competencies/skills that have “work arounds”• Example: Good supervisors who are not strong
communicators
• Reality Check: Do we know effective incumbents that lack this skill/competence?
• Competencies that weaker performers also have (therefore, non-critical)• Example: Poor performers who are punctual and
work hard
• Reality Check: Identify the 4-6 “primary reasons for failure”
Superficial Job Analyses That May Include False Success Predictors
© Landslide 2006. All Rights Reserved
False Predictors in a Sales Position
P & L Conscious
Initiative
Closing
Resolving Objections & Concerns
Making Presentations
Good Communication Skills
Organized & Methodical
GoodPredictors
Present in Some Weak Performers
Missing in Some Top Performers
Job Requirement
X
X
X
X
Practical IQ & Analytic Ability
© Landslide 2006. All Rights Reserved
Inappropriate Placement
• Sales positions are not interchangeable …
• The most typical mistakes
• Combining Hunter and Farmer
• Moving inside to outside and visa versa
• Not building a “Team Sales” approach with different roles to “match” customer roles
© Landslide 2006. All Rights Reserved
Inappropriate Placement
© Landslide 2006. All Rights Reserved
Lessons Learned from 80+ “Talent Audits”
• 19% of effective new business developers are effective at maintaining long-term customers
• Less than 15% of farmers are comfortable hunting
• 65% of salespeople who fail could have succeeded in the right type of sales position for their skills
• Nearly 70% of strong inside service people are effective at maintaining customer relationships
• Less than 15% of superstar salespeople succeed in management
© Landslide 2006. All Rights Reserved
Inappropriate Training
Too little training on
• Account Management
• Understanding the Customers' Business
• Managing Internal Systems to the Customers' Advantage
• Explaining Applications
• Maintaining Accessibility
• Problems Solving
• Innovative in Responding to Needs
© Landslide 2006. All Rights Reserved
Poor Management
1. Not living up to “hiring” promises
• Poor coaching
• Late or inadequate training
2. Insufficient or inappropriate recognition
3. “Politics”
© Landslide 2006. All Rights Reserved
The Bottom Line Improvements to Expect
1. Selection accuracy of at least 85%
2. Reduction in turnover of at least 25%
3. Increase in productivity per individual of at least 35%
© Landslide 2006. All Rights Reserved
Still with us? It’s worth it….Still with us? It’s worth it….
© Landslide 2006. All Rights Reserved
More information:
• Howard StevensCall: 937.259.1200Email: [email protected]
• Razi Imam Call: 1-866-450-8522Email: [email protected]
• Visit: www.landslide.com
© Landslide 2006. All Rights Reserved
Solution
Predictive Assessment
Talent Engagement & Development
On-DemandTalent
Management Center
Total Quality Management
(TQM)
Benefits
• 25-30% improvement in selection accuracy
• Assists hiring managers in maximizing productivity
• Deepens / improves employee commitment
• Input to individual developmental plans
• Complete inventory and repository of skill measures for each employee
• Reduction in turnover• Quick access to reliable
data
• Integrates with existing Applicant Tracking Systems
• On-demand assessment and immediate feedback for selection and developmentA complete solution to address the need for a measurable ROI on Talent
Management
Applications
• Hiring & Selection• Succession Planning• Hi-Potential
Identification• Employee Engagement• Individual Development
Planning• Coaching
• Job Fit• Succession Planning• Role & Pool Succession
• Talent Management Center
• Assessments• Reporting• Analysis
Chally Solutions At-A-Glance
Talent Audit
For additional information contact:
Barb SimmonsCustomer Relationship
Consultant
The HR Chally Group1900 Founders Drive
Dayton, OH 45420
Tel: 937.259.1200 or800.254.5995
Fax: 937.259.5757
www.chally.com