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7 Rules for Becoming the New Sales Professional
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7 Rules for Becoming the New Sales Professional

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In this slide deck presentation the 7 Rules for Becoming the New Sales Professional are presented.

In this slide deck presentation the 7 Rules for Becoming the New Sales Professional are presented.

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    • 1.
      • 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
    • 2. © Landslide 2006. All Rights Reserved 7 Rules for Becoming the New Sales Professional With Howard Stevens, CEO, Chally
    • 3. © 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
    • 4. © Landslide 2006. All Rights Reserved A quiz from the Bureau of Labor Statistics “ Better Than ” Who Wants To Be A Millionaire
    • 5. © Landslide 2006. All Rights Reserved Competitive Sales Today D. Salesperson C. Athlete A. Doctor B. Lawyer What profession has the highest average return for their investment in education?
    • 6. Competitive Sales Today © Landslide 2006. All Rights Reserved Sales is lowest D. Laborer Which profession has the highest suicide rate? C. Business Executive B. Psychologist A. Dentist
    • 7. © Landslide 2006. All Rights Reserved Competitive Sales Today A. TV Personality D. Politics Which profession has the lowest rate of early heart or other stress related diseases? C. Sales B. Building Maint.
    • 8. © Landslide 2006. All Rights Reserved What profession requires the least talent? Competitive Sales Today D. Sales C. Management A. Sports B. Medical Surgery
    • 9. © Landslide 2006. All Rights Reserved Sales is 2nd lowest Who is lowest? Competitive Sales Today D. Dentist Which profession has the highest divorce rate? C. Writer A. Surgeon B. Entrepreneur Catholic Priests
    • 10. © 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
    • 11. © 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
      • IBM
      • Microsoft
      • Corporate Express
      • Staples
      • Dell
      • Insight
      • Caterpillar
      • John Deere
    • 12. © 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
    • 13. 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%:
          • Price
          • Quality
          • Salesperson effectiveness
          • Providing a total Solution
      • What % impact did salesperson effectiveness have?
      © Landslide 2006. All Rights Reserved
    • 14. Salesperson’s Impact on Vendor Selection by Customer
      • Salesperson Effectiveness 39%
      © Landslide 2006. All Rights Reserved
      • Q: What percentage impact did salesperson effectiveness have on customer ratings?
      • 7%
      • 18%
      • 39%
      • 55%
    • 15. 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%
      © Landslide 2006. All Rights Reserved 80%
    • 16. 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
    • 17. 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
    • 18. 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
    • 19. 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
      © Landslide 2006. All Rights Reserved
    • 20. © Landslide 2006. All Rights Reserved Top Four Sources of Salesforce Failure
    • 21. The Top Four Sources of Sales Force Failure
      • Weak Selection – Less than 70% accuracy in selection
      • Inappropriate Placement – i.e., “Hunters” in Account Maintenance (“Farmer”) roles or visa versa
      • Inappropriate Training – Too much on product training and standard “sales training” in “Solution Selling,” “Sales Skills,” etc.
      • Poor Management – i.e., Turnover above 25%
      © Landslide 2006. All Rights Reserved
    • 22. 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”
      © Landslide 2006. All Rights Reserved Superficial Job Analyses That May Include False Success Predictors
    • 23. False Predictors in a Sales Position © Landslide 2006. All Rights Reserved P & L Conscious Initiative Closing Resolving Objections & Concerns Making Presentations Good Communication Skills Organized & Methodical Good Predictors Present in Some Weak Performers Missing in Some Top Performers Job Requirement X X X X Practical IQ & Analytic Ability
    • 24. 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
    • 25. Inappropriate Placement © Landslide 2006. All Rights Reserved
    • 26. 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
    • 27. 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
    • 28. Poor Management
      • Not living up to “hiring” promises
        • Poor coaching
        • Late or inadequate training
      • Insufficient or inappropriate recognition
      • “ Politics”
      © Landslide 2006. All Rights Reserved
    • 29. The Bottom Line Improvements to Expect
      • Selection accuracy of at least 85%
      • Reduction in turnover of at least 25%
      • Increase in productivity per individual of at least 35%
      © Landslide 2006. All Rights Reserved
    • 30. Still with us? It’s worth it…. © Landslide 2006. All Rights Reserved
    • 31. More information:
      • Howard Stevens
      • Call: 937.259.1200
      • Email: BarbSimmons@Chally.com
      • Razi Imam Call: 1-866-450-8522 Email: [email_address]
      • Visit: www.landslide.com
      © Landslide 2006. All Rights Reserved
    • 32. Chally Solutions At-A-Glance © Landslide 2006. All Rights Reserved Solution Predictive Assessment Talent Engagement & Development On-Demand Talent 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 development
      A 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
      Talent Audit For additional information contact: Barb Simmons Customer Relationship Consultant The HR Chally Group 1900 Founders Drive Dayton, OH 45420 Tel: 937.259.1200 or 800.254.5995 Fax: 937.259.5757 [email_address] www.chally.com

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