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

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

© Landslide 2006. All Rights Reserved 7 Rules for Becoming the New Sales Professional With 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

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

© Landslide 2006. All Rights Reserved A quiz from the Bureau of Labor Statistics “ Better Than ” Who Wants To Be A Millionaire

© 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?

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

© 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.

© Landslide 2006. All Rights Reserved What profession requires the least talent? Competitive Sales Today D. Sales C. Management A. Sports B. Medical Surgery

© 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

© 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 IBM Microsoft Corporate Express Staples Dell Insight Caterpillar John Deere

GE

Honeywell

IBM

Microsoft

Corporate Express

Staples

Dell

Insight

Caterpillar

John 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

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%: Price Quality Salesperson effectiveness Providing a total Solution What % impact did salesperson effectiveness have? © Landslide 2006. All Rights Reserved

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?

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%

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% © Landslide 2006. All Rights Reserved 80%

Q: What percent of vendor deserters (lost business) rated the supplier they were leaving as “good” or “very good”?

10%

20%

40%

60%

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” © Landslide 2006. All Rights Reserved

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 © Landslide 2006. All Rights Reserved

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 © Landslide 2006. All Rights Reserved

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 © Landslide 2006. All Rights Reserved

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 Top Four Sources of Salesforce Failure

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

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%

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

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”

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

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

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 © 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

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 © Landslide 2006. All Rights Reserved

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 Not living up to “hiring” promises Poor coaching Late or inadequate training Insufficient or inappropriate recognition “ Politics” © Landslide 2006. All Rights Reserved

Not living up to “hiring” promises

Poor coaching

Late or inadequate training

Insufficient or inappropriate recognition

“ Politics”

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

Selection accuracy of at least 85%

Reduction in turnover of at least 25%

Increase in productivity per individual of at least 35%

Still with us? It’s worth it…. © Landslide 2006. All Rights Reserved

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

Howard Stevens

Call: 937.259.1200

Email: BarbSimmons@Chally.com

Razi Imam Call: 1-866-450-8522 Email: [email_address]

Visit: www.landslide.com

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

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

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