americas most productive companies 2010 large sales force analysis
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America\'s Most Productive Companies Sales Force EffectivenessTRANSCRIPT
www.americasmostproductive.com© 2010 Profiles International, Inc. All rights reserved.
www.americasmostproductive.com© 2010 Profiles International, Inc. All rights reserved.
www.americasmostproductive.com© 2010 Profiles International, Inc. All rights reserved.
2010 America’s Most Productive Companies Large Sales Force Analysis from Profiles International. Copyright 2010 by Profiles International.
All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information
storage and retrieval systems without written permission from the publisher.
Printed and bound in the United States of America.
Publisher
Profiles Research Institute
Dario Priolo, Managing Director
5205 Lake Shore Drive
Waco, Texas 76710-1732
Profiles International
(800) 960-9612
www.profilesinternational.com
www.americasmostproductive.com
Acknowledgements
President, Co-founder, Profiles International: Bud Haney
Editor-in-Chief: Dario Priolo
Managing Editor: Carrie D. Martinez
Assistant Editor and Research Associate: Christine Gallia
Assistant Editor: Jeffrey Meyers
Creative Director: Kelley Taylor
Creative Assistants: Kristen Fletcher and Colton Canava
Webmaster: David Hanas
Web Specialists: Marlana Thurman
AMPC Large Sales Force Analysis | 2
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Profiles Research Institute initiated this study to better understand the factors that drive sales force productivity in large organizations.
In economics, “productivity” is a measure of output per unit of input. However, productivity alone is not a sufficient gauge of sales force effectiveness since it ignores pricing and margins. A sales force that discounts price to the point of eliminating profitability may win business, but this approach is not sustainable even in the short-term.
For purposes of this study, we sought to account for both revenue growth and revenue profitability, which we defined as operating income generated for each dollar of revenue generated. These calculations required us to analyze financial data from over 230 publicly traded companies with at least 500 sales people that we then organized into 13 different industry groups.
We then plotted these companies among their peers to identify the best in class, questionable, and laggards within each industry group. We took a closer look at the best-in-class companies to identify common practices that enable them to out-perform their peers. By understanding these practices, we hope to educate ourselves and our clients about the practices that can help them run more efficiently and become more competitive in the marketplace.
This report presents our findings in two sections:
1. Comprehensive analysis of over 230 companies in 13 industry groups to identify the best in class, questionables, and laggards.
2. A synthesis and discussion of the top factors that drive sales force productivity.
Introduction to our Large Sales Force Analysis
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The Analytical Model
The Scope
235 Companies
1 million Sales People
13 Industries
Revenue Growth
Operating Margin
Laggards
Best-in-Class
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AMPC Large Sales Force Analysis | 4
Large Sales Force Analysis: Industry Groupings
Business Services
Chemicals
Consumer Products
Electronics Manufacturing
Financial Services
Industrial Manufacturing
Insurance
Media
Medical Devices
Pharmaceuticals
Software
Telecommunication Services
Transportation
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AMPC Large Sales Force Analysis | 5
Large Sales Force Analysis: List of Companies
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Chemicals
Industrial Manufacturing
Telecommunications Services Transportation
Business Services
Financial Services
Electronics Manufacturing
Insurance
Pharmaceutical
Software
Consumer Products
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AMPC Large Sales Force Analysis | 6
Medical Devices
Media
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-20%
-5%
10%
-10% -5% 0% 5% 10% 15% 20% 25%
RRD
NSIT
IM
CGX
OMX
OMC
UIS
WM
PBI
IT
KFRC
DLX
TECD
IBM
STEI
CTAS
EFX
USTR
PAYX
ABM
DNB
IRM
UNF
CVG
SYKE
HPY
APAC
Industry: Business Services
AMPC Large Sales Force Analysis | 7
Revenue Growth
Operating Margin
Best in Class Iron Mountain Incorporated
Sykes Enterprises Incorporated
UniFirst Corporation
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-30%
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0%
5%
10%
-10% -5% 0% 5% 10% 15%DD
NLC
ARG
ASH
APD
PPG
SHW
VAL
POL
DOW
ECL
Industry: Chemicals
AMPC Large Sales Force Analysis | 8
Revenue Growth
Operating Margin
Best in Class Ecolab
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-15%
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NWL
AOS
DELL
SEE
DF
WHRGPC
STZ
PTV
CAG
REV
PVH
HRL
HPQ
KO
JNJ
K
AYI
Industry: Consumer Products
AMPC Large Sales Force Analysis | 9
Revenue Growth
Operating Margin
Circle Diameter Represents
Relative Sales Force Size
Best in Class Altria Group, Inc.
National Beverage Corp.
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2010 America’s Most Productive Companies—Large Sales Force Analysis
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5%
10%
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TXN
SWK
ARW
INTC
EMC
WAT
QCOM
Industry: Electronics Manufacturing
AMPC Large Sales Force Analysis | 10
Revenue Growth
Operating Margin
Best in Class QUALCOMM Incorporated
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-30%
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0%
10%
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30%
40%
-5% 5% 15% 25%
LM
SCHW
AXP
AMTD
SWS
FMER
COF
KEY
HRB
GS
USB
FCNCA
ERIE
AMP
FITB
JPM
BAC
PJC
Industry: Financial Services
AMPC Large Sales Force Analysis | 11
Revenue Growth
Operating Margin
Circle Diameter Represents
Relative Sales Force Size
Best in Class Bank of America
Fifth Third Bancorp
JPMorgan Chase & Co.
Piper Jaffray Companies
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-30%
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0%
5%
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RYLPRSTLEAURIRRRTXTJCIBTECUAROKETNTRWLAWSTENAINAXEDEOCFASTSPWGTHONSNATNCGEWPPITWADMUTXGWWMWVIPKMTPHAITNOC
Industry: Industrial Manufacturing
AMPC Large Sales Force Analysis | 12
Revenue Growth
Operating Margin
Best in Class Northrop Grumman Corporation
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-25%
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5%
15%
25%
35%
-5% 0% 5% 10% 15% 20%
PFG
SIGI
CI
TMK
CB
HGIC
AON
AFG
TRV
CINF
CNO
BRK.A
THG
UAM
L
HUM
UTR
UNH
CNA
EMCI
ALL
STC
AFL
HMN
AET
PGR
ANAT
PL
MCY
FNF
Industry: Insurance
AMPC Large Sales Force Analysis | 13
Revenue Growth
Operating Margin
Circle Diameter Represents
Relative Sales Force Size
Best in Class AFLAC
Mercury General Corporation
The Progressive Corporation
Protective Life Corporation
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2010 America’s Most Productive Companies—Large Sales Force Analysis
Industry: Media
AMPC Large Sales Force Analysis | 14
Revenue Growth
Operating Margin
Circle Diameter Represents
Relative Sales Force Size-25%
-15%
-5%
5%
15%
-10% -5% 0% 5% 10% 15% 20% 25% 30% 35%
CMCSA
VIA
HHS
ACXM
GOOG
GCI
LAMR
DIS
Best in Class Comcast Corporation
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2010 America’s Most Productive Companies—Large Sales Force Analysis
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XRAY
STJ
MMM
BSX
SYK
PLL
STE
ZMH
MDT
BEC
TMO
Industry: Medical Devices
AMPC Large Sales Force Analysis | 15
Revenue Growth
Operating Margin
Best in Class Medtronic, Inc.
St. Jude Medical, Inc.
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
-5%
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CAH
MYL
ABC
HSIC
AGN
PFE
ABT
PSSI
BIIB
FRX
LLY
WPI
PRGO
KG
Industry: Pharmaceutical
AMPC Large Sales Force Analysis | 16
Revenue Growth
Operating Margin
Best in Class Forest Laboratories, Inc.
Perrigo Company
Circle Diameter Represents
Relative Sales Force Size
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2010 America’s Most Productive Companies—Large Sales Force Analysis
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0%
10%
20%
30%
40%
-10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40%
QADI
CPWR
XRX
NCR
PMTC
PRGS
MCRS
SNPS
CA
BMC
MSTR
MSFT
VRSN
INTU
CSCO
ORCL
NTAP
WDC
Revenue Growth
Operating Margin
Industry: Software
AMPC Large Sales Force Analysis | 17
Circle Diameter Represents
Relative Sales Force Size
Best in Class Cisco Systems, Inc.
Oracle Corporation
Western Digital Corporation
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2010 America’s Most Productive Companies—Large Sales Force Analysis
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0%
5%
10%
15%
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LVLT
TLAB
SATS
PLCM
S
IDT
Q
VCI
PGI
T
USM
PAET
VZ
Revenue Growth
Operating Margin
Industry: Telecommunications Services
AMPC Large Sales Force Analysis | 18
Circle Diameter Represents
Relative Sales Force Size
Best in Class Verizon Communications
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2010 America’s Most Productive Companies—Large Sales Force Analysis
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0%
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LSTR
UNP
ABFS
LCC
UPS
CHRW
ALK
LUV
JBLU
FDX
Revenue Growth
Operating Margin
Industry: Transportation
AMPC Large Sales Force Analysis | 19
Circle Diameter Represents
Relative Sales Force Size
Best in Class ABF Freight System
FedEx
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2010 America’s Most Productive Companies—Large Sales Force Analysis
Contact UsContact us for a complimentary, risk-free offer to study up to five of your employees.
Companies who work with us gain a competitive advantage by understanding their people at the deepest levels; how they think, their natural tendencies, behaviors and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will find this free study offer to be of great value.
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Who We AreProfiles International helps organizations worldwide create high-performing workforces.
Through our comprehensive employment assessments and innovative talent management solutions, our clients gain a competitive advantage by selecting the right people and managing them to their full potential.
Profiles can help you ensure that you have the right people in the right jobs to achieve your objectives.
Where We AreProfiles serves 122 countries around the globe and has material in 32 languages.
AMPC Large Sales Force Analysis | 20
Profiles International, Inc.
www.americasmostproductive.com
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After compiling and analyzing the data to identify Best-in-Class sales organizations, we conducted follow-up research on a number of these companies. This consisted of online literature review and interviews with select executives.
Our research helped us identify a number of best practices that we believe explain outstanding sales force productivity. These six Key Differentiators of Excellence are listed below:
1. Extreme customer and market focus
2. Alignment of products, services, and solutions with customers’ high-priority needs
3. Alignment of resources to build customer loyalty
4. Alignment of sales process with customers’ buying processes
5. Alignment of sales roles and capabilities with customers’ buying processes
6. Alignment of time utilization and territories with market potential
This report expounds upon each of these six key differentiators of excellence and offers insight and best practice recommendations for increased sales force effectiveness.
Overview of Findings:
America’s Most Productive Companies Large Sales Force Analysis
AMPC Large Sales Force Analysis | 21
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Regardless of the economy, successful sales organizations continually invest in learning about their customers’ needs and training to sell to these needs.
Sales forces at America’s Most Productive Companies distinguish themselves from peer companies by taking deliberate measures to align their sales organizations and resources to best meet their customers’ needs.
For example, these organizations are more likely than their peer companies to:
• Use 360-degree feedback and other tools to help sales managers better understand their teams’ internal capabilities and assign the appropriate resources to the right projects
• Ask customers and prospects in-depth questions to gain a thorough understanding of their businesses before making sales presentations
• Train their salespeople to offer unique solutions to customer problems rather than a one-size-fits-all approach
These activities help them make larger sales; accelerate the sales cycle; and optimize selling time, activities, and staffing levels. All of this helps drive sales force productivity to higher levels.
Our research suggests that America’s Most Productive Companies provide sales training as well as product training to their sales teams regardless of the economy. Peer organizations, on the other hand, are more likely to cut back on sales training when the economy is bad. According to a survey respondent, “We see a down economy as an opportunity to learn more about our team members and how they can make a unique contribution.”
AMPC Large Sales Force Analysis | 22
1. Extreme customer and market focus
America’s Most Productive Companies—Large Sales Force Analysis
Nurtured Relationships
Support/Service after the sale
Product Quality
Branding
Referals
Sales Process
Price
Availability
ROI
Top Reasons Sales Close
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Really understanding the most pressing needs of the customer and providing solutions that satisfy these needs and deliver value is essential to sales success.
Sales leaders at America’s Most Productive Companies understand that while extreme “customer focus” is essential, it’s not by any means sufficient. They transcend typical “features and benefits” of the products they sell to grasp what is truly important to the customer. These best-in-class sales professionals:
• Know their customers’ priorities, how the products and services they sell help to satisfy their customers’ needs, and how much value customers place on having their needs met
• Realize that the more complex and expensive the problem, the more rigorously they will evaluate and scrutinize potential solutions – especially B2B buyers
• Appreciate that needs and priorities change over time, so it is essential to make the connection between their solution and how you can help them not only long-term, but today as well.
High value doesn’t mean low price. In fact it may command a premium when the benefits are so significant that price is no longer such a meaningful factor. This pricing power helps bolster sales and profitability, and increases sales force productivity.
A survey respondent from one of America’s Most Productive Companies told us that his was the first sales team to take the time to find out about their customers’ top priorities. “We used to be more concerned with our products’ features than with our customers’ needs, but when we turned that upside down, we saw customers respond like never before.”
AMPC Large Sales Force Analysis | 23
2. Alignment of products, services, and solutions with customers’ high-priority needs
America’s Most Productive Companies—Large Sales Force Analysis
Identify a critical
problem facing your
customer – one so
ominous that, even
in a downturn, it will
find the money to
address it.
“
”Harvard Business Review
March 2010
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Don’t just live and breathe your products—live and breathe your customers’ business.
Nearly everyone knows that it costs a lot more money to gain a new customer than it does to keep an existing one. Yet, in their day-to-day operations, many sales organizations seem to forget that axiom. Their sales professionals work leads, make cold calls, respond to RFPs, pitch their products and services, and do whatever it takes to make a sale (including discounting). They build customer bases, but they forget what it takes to maintain customer loyalty – and all too often they shoot themselves in the foot.
What do America’s Most Productive Companies do to ensure repeat business and customer loyalty? Our survey suggests that they:
• Exceed customer expectations by knowing their customers’ businesses better than the competition does, by being proactive in offering solutions that address their customers’ needs, and by communicating with customers in a timely, effective manner
• Put in place an infrastructure that ensures customer support either through technology or face-to-face interaction; sales forces at America’s Most Productive Companies do a better job communicating with their customers, knowing their customers’ needs, and proactively addressing them
• Establish and monitor key “loyalty indicators”
America’s Most Productive Companies go beyond basic customer satisfaction. Especially in the B2B space, they make their products and services integral parts of how customers run their businesses. For example, a survey respondent told us, “We don’t just live and breathe our products – we live and breathe our customers’ operations. They know that, and they thank us by returning year after year.”
AMPC Large Sales Force Analysis | 24
3. Alignment of resources to build customer loyalty
America’s Most Productive Companies—Large Sales Force Analysis
Profiles International’s report, Seven Factors for Building Extreme Customer Loyalty, goes beyond simply satisfying customers to protecting and growing strategic accounts with:
1. Emotional Dependence2. Structural Dependence3. Business Dependence4. Satisfaction5. Performance6. Economic Value Proposition7. Alignment and Fit
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4. Alignment of sales process with customers’ buying processes
AMPC Large Sales Force Analysis | 25
America’s Most Productive Companies—Large Sales Force Analysis
Today’s buyers are rigorous and deliberate about their buying decisions.
Rather than imposing a one-size-fits-all sales process on hapless prospects, America’s Most Productive Companies sell the way their customers want to buy. In today’s economy, consumers are spending wisely. They believe they have leverage with sellers, and in many cases they do! So they dictate the process and they are rigorous and deliberate about their buying decisions.
What’s more, buyers are using social networks to learn about solutions, vendors, and pricing; there is little opportunity to manipulate or glad-hand someone into buying. That’s why America’s Most Productive Companies:
• Understand how customers make buying decisions and align their selling process accordingly
• Use technology to help the sales team track their progress through the customer’s buying process
• Use integrated lead generation and CRM systems to improve revenue predictability
• Produce effective reports to give sales managers pipeline visibility so they can hold sales people accountable and also provide better coaching and resources to support qualified opportunities
Sales organizations at America’s Most Productive Companies understand how customers make buying decisions – and they align their selling processes accordingly. They don’t make simple sales complex and they don’t make complex sales simple.
For example, one respondent from a best-in-class company commented, “If a solution has broad impact and requires input from multiple parties to identify the problem, scope a solution, and make a buying decision, that means our team must be prepared for a longer sales cycle and a much more strategic approach to making the sale.”
Key Buying Influencers:
1. Trust
2. Value
3. Resources
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Best-in-class organizations get to know their customers’ businesses on a granular level and develop specialized sales roles that align with how customers buy.
Aligning the selling process with the customer’s buying process requires specialization of sales roles and capabilities. For example, a successful new business development executive (the classic “hunter”) probably has different skills, interests, and core behaviors than a key account manager (the classic “farmer”), or a sales engineer (the classic “geek”).
In our work with some of America’s Most Productive Companies, we find time and time again, that these best-in-class organizations make an effort to get to know their customers’ businesses on a granular level and develop specialized sales roles that align with how customers buy. Survey results suggest that sales forces at America’s Most Productive Companies:
• Clearly define the purpose of the sales role and know what makes someone successful in that role
• Determine who fits best into each role and then either develop or hire people for each specific job; since cultural issues and other factors can influence who “fits” into an organization, this work is often customized
• Pinpoint the skills and developmental needs of individual sales representatives
A survey respondent from one of America’s Most Productive Companies told us, “We make sure our reps fit in with the customers they service. We know our people – and we really know our customers.”
For most adults, it is easier to acquire new skills than to change core behaviors. That’s why many of America’s Most Productive Companies hire people based on their behaviors – and then train the skills. At these organizations people are passionate and capable.
America’s Most Productive Companies—Large Sales Force Analysis
AMPC Large Sales Force Analysis | 26
5. Alignment of sales roles and capabilities with customers’ buying processes
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The only thing constant is change. Last year’s prime territory could be this year’s wasteland.
Sales leaders at America’s Most Productive Companies tell us that they don’t shy away from tough decisions such as when to walk away from a deal, when to let go of a territory that lacks market potential, or when to invest in extra resources.
No one likes abandoning a customer, but in some cases, especially when demographics and industry trends have changed so much that a certain territory no longer has promise, continuing to service it can be a fool’s errand.
America’s Most Productive Companies monitor their sales forces’ time and analyze their territories to ensure that:
• There aren’t too many or too few reps assigned
• They are up-to-date and ready to act based on demographic trends, business news, zoning issues, and “the local buzz”
• They maintain proper focus on the right selling activities, in the right quantities, at the right conversion rates
These sales leaders don’t operate in a vacuum. They develop, track, and adjust their “sales formulas” as needed. One survey respondent told us, “The only thing that remains constant around here is change. That’s why we are careful about how we allot our selling time. Last year’s prime territory could be this year’s wasteland. And if that’s the case, I need to know!”
America’s Most Productive Companies—Large Sales Force Analysis
AMPC Large Sales Force Analysis | 27
6. Alignment of time utilization and territories with market potential
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1. Extreme customer and market focus
2. Alignment of products, services, and solutions with customers’ high-priority needs
3. Alignment of resources to build customer loyalty
4. Alignment of sales process with customers’ buying processes
5. Alignment of sales roles and capabilities with customers’ buying processes
6. Alignment of time utilization and territories with market potential
Summary of Lessons Learned:
Six Key Differentiators of Excellence
of America’s Most Productive Companies
AMPC Large Sales Force Analysis | 28
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How We Do It: Overview of our assessments and solutions
Your Business Objective Our Popular SolutionsHigh-level Strategic Workforce Management
Identifying high-potential employees and managers PXT CP360 PSA CSP
Strategic workforce and succession planning PXT PPI CP360 PSA CSP
Restructuring, reorganizing, and downsizing PXT PPI PMF WES PSA CSP PLP
Post-merger integration of organizations PXT PPI PMF WES PSA CSP PLP
Everyday Workforce Management
Basic pre-employment screening SOS PST
Screening, interviewing, and selecting job candidates PXT PST EBC PSA CSP
Onboarding new employees PXT PPI PMF
Improving employee productivity and work quality PXT PPI WES
Improving employee motivation and communication PPI PMF WES
Resolving conflict between coworkers PPI
Selecting and managing teams PPI
Evaluating management effectiveness PXT PPI CP360 WES
Prioritizing management development needs CP360 WES
Sales and Customer-facing Workforce Management
Screening, interviewing, and selecting job candidates PST EBC PSA CSP
Retaining and growing customers and accounts PSA CSP PLP
Improving sales performance PPI CP360 PMF WES PSA PLP
Legend SOS Step One Survey PMF Profiles Managerial Fit
PXT ProfileXT WES Workplace Engagement Survey
PST Profiles Skills Tests PSA Profiles Sales Assessment
EBC Employee Background Checks CSP Customer Service Profile
PPI Profiles Performance Indicator PLP Profiles LoyaltyPro
CP360 CheckPoint 360
America’s Most Productive Companies—Large Sales Force Analysis
AMPC Large Sales Force Analysis | 29
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How We Do It: Assessment and solution descriptions
Profiles Sales Assessment™ (PSA)The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in your organization. It is used primarily for selecting, onboarding, and managing sales people and account managers.
The “job modeling” feature of the PSA is unique and can be customized by company, sales position, department, manager, geography, or any combination of these factors. This enables you to evaluate an individual relative to the qualities required to perform successfully in a specific sales job in your organization. It also predicts on-the-job performance in seven critical sales behaviors: Prospecting, Call Reluctance, Closing the Sale, Self-starting, Working with a Team, Building and Maintaining Relationships, and Compensation Preference.
Customer Service Profile™ (CSP)The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs in your organization. It is used primarily for selecting, onboarding, and managing customer service employees.
The CSP also looks at what your current and future employees believe is a high level of customer service, while at the same time showing where they align (or not) with the company’s perspective. We have a general industry version of this assessment as well as vertical specialties in hospitality, healthcare, financial services, and retail.
America’s Most Productive Companies—Large Sales Force Analysis
AMPC Large Sales Force Analysis | 30
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How We Do It: Assessment and solution descriptions
Step One Survey II® (SOSII)The SOSII is a brief pre-hire assessment that measures an individual’s basic work-related values. It isused primarily as a screening tool early in the candidate selection process.
This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensityfor substance abuse, and attitudes toward theft — including property, data, and time.
ProfileXT® (PXT)The PXT assessment measures how well an individual fits specific jobs in your organization. The “job matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the qualities required to successfully perform in a specific job. It is used throughout the employee life cycle for selection, onboarding, managing, and strategic workforce planning.
This assessment reveals consistent, in-depth, objective insight into an individual's thinking and reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your organization. It helps your managers interview and select people who have the highest probability of being successful in a role, and provides practical recommendations for coaching them to maximum performance. It also gives your organization consistent language and metrics to support strategic workforce and succession planning, talent management, and reorganization efforts.
America’s Most Productive Companies—Large Sales Force Analysis
AMPC Large Sales Force Analysis | 31
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How We Do It: Assessment and solution descriptions
Profiles Performance Indicator™ (PPI)The Profiles Performance Indicator (PPI) is a DISC-type assessment that reveals aspects of an individual's personality that could impact their fit with their manager, coworkers and team, and their job performance. It is used primarily for motivating and coaching employees, and resolving post-hire conflict and performance issues.
The PPI specifically measures an individual's motivational intensity and behaviors related to productivity, quality of work, initiative, teamwork, problem solving, and adapting to change as well as response to conflict, stress, and frustration. The output from this assessment serves as an “operator's manual” for an employee, which helps managers better motivate, coach, and communicate with the employee. It also helps to predict and minimize conflict among coworkers, and it provides crucial information for improving team selection and performance.
A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new teams, reduce team conflict, improve team communication, improve their ability to anticipate problems, and enhance their team leadership skills.
It helps evaluate overall team balance, strengths, and weaknesses as well as team members’ personality characteristics along 12 key factors: control, composure, social influence, analytical thinking, patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy, and quality orientation. It also provides team leaders with practical recommendations and action steps to take in order to succeed in their jobs.
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How We Do It: Assessment and solution descriptions
CheckPoint 360°™
The CheckPoint Management System is a 360-degree assessment. It is used primarily to evaluate the effectiveness of your managers and leaders. This assessment combines feedback from direct reports, peers, supervisors, and even customers with a personalized program for developing specific leadership skills based on that feedback. This process highlights a manager’s job performance in eight universal management competencies: communication, leadership, adaptability, relationships, task management, production, development of others, and personal development.
The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And it helps the organization to better focus management training and development investments; proactively uncover misaligned priorities between senior executives and front-line managers; and surface management issues that could lead to low employee productivity, morale, job-satisfaction, and increased turnover.
Profiles Managerial Fit ™ (PMF)People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF) measures critical aspects of compatibility between a manager and their employees. This report offers an in-depth look at one’s approach to learning, as well as six critical dimensions of compatibility with their manager: self-assurance, conformity, optimism, decisiveness, self-reliance, and objectivity.
Managers use this information for adapting their styles in order to get the most from each employee; improve communication; increase engagement, satisfaction, and productivity; and reduce employee turnover.
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How We Do It: Assessment and solution descriptions
Workplace Engagement Survey (WES)Our Workplace Engagement Survey (WES) measures the degree to which your employees connect with their work and feel committed to the organization and its goals. This gives you and your management team a detailed view of what influences engagement across all of your workforce segments and how your employees compare statistically to the overall working population.
In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across your entire organization, and gives recommendations for your organization to improve.
Profiles Skills Tests (PST)Profiles International provides comprehensive assessments to measure essential knowledge and skills. We use powerful technologies, such as performance-based testing, which simulates popular software products like Microsoft Office, to ensure an accurate and reliable assessment of knowledge, skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills, Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food Services, Information Technology, Staffing, and Human Resources.
Employee Background Checks (EBC)Profiles International provides comprehensive employee background checks for our clients. These include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC, CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more.
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How We Do It: Assessment and solution descriptions
Profiles Loyalty Pro™ (PLP)Profiles LoyaltyPro™ is a web-based customer loyalty surveying tool. Loyalty, as determined through the “voice of the customer,” is a leading indicator that predicts the “staying power” of an account.
Profiles LoyaltyPro offers companies a tool to gather ongoing, critical account intelligence that helps them assess the relationship between the buyer and the supplier, ultimately driving the action plan to improve customer service. Having insight into your customer’s perception of your relationship allows you to steer the strategic business efforts and initiatives of the account management teams to continually improve customer relationships and build a network of loyal customers.
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2010 America’s Most Productive Companies—Large Sales Force Analysis
Contact UsContact us for a complimentary, risk-free offer to study up to five of your employees.
Companies who work with us gain a competitive advantage by understanding their people at the deepest levels; how they think, their natural tendencies, behaviors and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will find this free study offer to be of great value.
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Who We AreProfiles International helps organizations worldwide create high-performing workforces.
Through our comprehensive employment assessments and innovative talent management solutions, our clients gain a competitive advantage by selecting the right people and managing them to their full potential.
Profiles can help you ensure that you have the right people in the right jobs to achieve your objectives.
Where We AreProfiles serves 122 countries around the globe and has material in 32 languages.
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