7 rules for becoming the new sales professional

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

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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


A quiz from the Bureau of Labor Statistics

“Better Than”“Better Than”

Who Wants To Be

A Millionaire


D. SalespersonC. Athlete

A. Doctor B. Lawyer

What profession has the highest average return for their investment in education?

Competitive Sales Today


D. Laborer

Which profession has the highest suicide rate?

C. Business Executive

B. Psychologist

Sales is lowest


A. Dentist


A. TV Personality

D. Politics

Which profession has the lowest rate of early heart or other stress related diseases?

C. Sales

B. Building Maint.



D. Sales

What profession requires the least talent?

C. Management

A. Sports B. Medical Surgery



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



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


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


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


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?


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%


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%


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”


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


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


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


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%


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


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


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


Inappropriate Placement


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


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


Poor Management

1. Not living up to “hiring” promises

• Poor coaching

• Late or inadequate training

2. Insufficient or inappropriate recognition

3. “Politics”


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%


Still with us? It’s worth it….Still with us? It’s worth it….


More information:

• Howard StevensCall: 937.259.1200Email: [email protected]

• Razi Imam Call: 1-866-450-8522Email: [email protected]

• Visit: www.landslide.com


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

[email protected]

www.chally.com

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