8 personal characteristics and sales aptitude: criteria for selecting salespeople...
TRANSCRIPT
8 Personal Characteristics and Sales Aptitude: Criteria for
Selecting Salespeople
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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War for Talent
Source: HR Chally Group (2007).
Total cost of turnover Separation costs Replacement costs Training costs
Select candidates with natural capacity for key job requirements
8-3
"Are good salespeople born or made?"
Define characteristics of successful salespeople
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Costs of Inappropriate Selection
Odds a salesperson will quit or be terminated in first five years of employment = 50/50
People lacking necessary personal traits/abilities tend to leave before training and experience can make them productive sales performers
Many firms may spend between $7000 and $100,000 annually training a new recruit
Three to twelve months before a new rep generates adequate sales to cover compensation and expenses
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Salespeople Born or Made?
Training and development are critical determinants of future success.
A strong ego, self-confidence, decisiveness, and a need for achievement must also be preexisting in sales force candidates.
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Variables That Cause Differences in Performance
Factors controlled or influenced by sales mangers account for the largest variance in sales performance. Role perception Skills Motivation
Research suggests successful salespeople are both born and made!
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Characteristics Managers Seek
Enthusiasm Organizational skills Ambition Persuasiveness Communication skills General sales experience
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8.1 German-American Cross Cultural Business Differences
German American
Deference for authority
High Lower
Leadership style Formal Casual
Respect for titles Important Less important
Relationships Formal Casual
Mix work and play
No Yes
Dress Formal Casual
Multilingual Yes Not always
Source: “Seven German–American Cross Cultural Business Differences,” SellingPower.com, October 2007.
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8.3 The Educated Sales Force
Source: Christen P. Heide, Dartnell’s 30th Sales Force Compensation Survey (Chicago: The Dartnell Corporation, 1999), p. 173.
28Transportation equipment73Chemicals
72Business services
29Retail77Electronics
33Real estate78Manufacturing
33Trucking/Warehousing83Rubber/Plastics
40Construction84Printing/Publishing
46Banking100Air transportation
56Communications100Pharmaceuticals
67Electronic components100Health service
28Transportation equipment73Chemicals
72Business services
29Retail77Electronics
33Real estate78Manufacturing
33Trucking/Warehousing83Rubber/Plastics
40Construction84Printing/Publishing
46Banking100Air transportation
56Communications100Pharmaceuticals
67Electronic components100Health service
Percent with College Degree by Industry
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8.3Women in sales andsales managementpositions:percentages byindustry
Source: Christen P. Heide, Dartnell’s 30th Sales Force Compensation Survey (Chicago: Dartnell Corporation, 1999), p. 171.
8-11Source: Erin Strout, “Tough Sell,” Sales & Marketing Management, July 2001, p. 52 and Laine Chroust Ehmann “Great Opportunities: How the Future Looks for Women in Sales and Management, SellingPower.com, October 2007.
8.4
Compensation levels of men and women in sales and marketing careers
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8.5The aging sales force
Source: Katherine Kaplan, “Better with Age,” Sales & Marketing Management, July 2001, pp. 58–62.
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8.2a The Importance of Image
What type of sales representative has a tougher time making sales?
8An older looking sales rep
32A very young looking sales rep
54A sales rep with a heavy accent
54An overweight sales rep
59A physically unattractive sales rep
75An unstylish sales rep (haircut, out of style outfit)
94%A sloppily dressed sales rep
What type of sales representative has a tougher time making sales?
8An older looking sales rep
32A very young looking sales rep
54A sales rep with a heavy accent
54An overweight sales rep
59A physically unattractive sales rep
75An unstylish sales rep (haircut, out of style outfit)
94%A sloppily dressed sales rep
Source: Melinda Ligos, “Does Image Matter?” Sales & Marketing Management, March 2001, pp. 52–56.
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8.2b The Importance of Image
Source: Melinda Ligos, “Does Image Matter?” Sales & Marketing Management, March 2001, pp. 52–56.
20A heavy regional foreign accent
20An unattractive female
13An unattractive male
12A very youthful appearance
What type of sales representative would you avoid hiring?
2Any older look
23Female overweight37Male overweight51An unstylish look77A rep with visible body piercing or tattoos78A rep who used salty language
80%A sloppy dresser
20A heavy regional foreign accent
20An unattractive female
13An unattractive male
12A very youthful appearance
What type of sales representative would you avoid hiring?
2Any older look
23Female overweight37Male overweight51An unstylish look77A rep with visible body piercing or tattoos78A rep who used salty language
80%A sloppy dresser
8-15Source: Source: Sales & Marketing Management, February 2001, p. 90.
8.6 The characteristics of salespeople who win customer trust
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8.7Characteristics related to sales performance in different
types of sales jobs
Begin recruiting
and selection
Develop new recruit specifications
Evaluate characteristics to perform tasks and activities
Analyze/describe tasks and activities
Implications for Management
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