America's Most Productive: Large Sales Force Analysis

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America's Most Productive: Large Sales Force Analysis

  1. 1. Assessment Edge www.americasmostproductive.com www.assessmentedge.com ©2009 Profiles International, Inc. All rights reserved. 937.550.9580
  2. 2. America’s Most Productive Companies Large Sales Force Analysis from Profiles International. Copyright 2009 by Profiles International. Printed and bound in the United States of America. 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. Publisher Profiles Research Institute Dario Priolo, Managing Director 5205 Lake Shore Drive Waco, Texas 76710-1732 Profiles International Acknowledgements CEO, Co-founder, Profiles International: Jim Sirbasku President, Co-founder, Profiles International: Bud Haney Editor-in-Chief: Dario Priolo Managing Editor: Carrie D. Martinez Assistant Editor and Research Associate: Natalie Hefner Creative Director: Kelley Taylor Creative Assistants: Ruben Vera and Chrystal Buckner Webmaster: David Hanas Web Specialists: Marlana Thurman and Patrick Woods www.americasmostproductive.com AMPC Large Sales Force Analysis | 2 ©2009 Profiles International, Inc. All rights reserved.
  3. 3. Introduction to our Large Sales Force Analysis The Scope Profiles Research Institute initiated this study to better understand the factors that drive sales force productivity in large organizations. 301 Companies 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 1.3 million Sales People 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. 16 Industries 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. Calculating this required us to analyze financial data from over 300 publicly traded companies with at least 500 sales people that we then organized into 16 different The Analytical Model industry groups. We then plotted these companies among their peers to identify the best in class, Revenue Growth 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 Best-in-class 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. Operating Margin Laggards This report presents our findings in two sections: 1. Comprehensive analysis of over 300 companies in 16 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 3 ©2009 Profiles International, Inc. All rights reserved.
  4. 4. Large Sales Force Analysis: Industry Groupings Automotive Manufacturing Healthcare Services Automotive Retailing Industrial Manufacturing Business Services Insurance Chemicals Media Construction & Real Estate Medical & Pharmaceuticals Consumer Products Software Electronics Manufacturing Telecommunication Services Financial Services Transportation www.americasmostproductive.com AMPC Large Sales Force Analysis | 4 ©2009 Profiles International, Inc. All rights reserved.
  5. 5. Large Sales Force Analysis: List of Companies www.americasmostproductive.com ©2009 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 5
  6. 6. Automotive Manufacturing Consumer Products Industrial Manufacturing Automotive Retailing Media Healthcare Services Insurance Business Services Medical & Pharmaceutical Software Chemicals Electronics Manufacturing Telecommunications Services Construction & Real Estate Financial Services Transportation www.americasmostproductive.com ©2009 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 6
  7. 7. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Automotive Manufacturing Revenue Growth 25% Best in Class - Johnson Controls 20% - Navistar International 15% 10% NAV 5% GPC Operating Margin TEN 0% DAI -20% -15% -10% -5% 0% 5% 10% LEA -5% F GM -10% JCI -15% -20% -25% Circle Diameter Represents Relative Sales Force Size -30% www.americasmostproductive.com AMPC Large Sales Force Analysis | 7 ©2009 Profiles International, Inc. All rights reserved.
  8. 8. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Automotive Retailing Revenue Growth 10% 5% Operating Margin 0% -15% -10% -5% 0% 5% -5% Penske -10% Group 1 Carmax -15% Asbury AutoNation -20% Sonic Best in Class Lithia - Carmax -25% - Group 1 Automotive - Penske Automotive -30% -35% Circle Diameter Represents Relative Sales Force Size -40% www.americasmostproductive.com AMPC Large Sales Force Analysis | 8 ©2009 Profiles International, Inc. All rights reserved.
  9. 9. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Business Services Revenue Growth 20% Best in Class HPY - Consolidated Graphics - Gartner RSG 15% - Heartland Payment Systems IRM - Republic Services APAC 10% CGX SFN INOC 5% IT USTR Operating Margin 0% IUSA -10% -5% 0% 5% 10% 15% 20% MAN MIL -5% TECD MPS PBI -10% PAYX Circle Diameter Represents -15% Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 9 ©2009 Profiles International, Inc. All rights reserved.
  10. 10. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Chemicals Revenue Growth 45% 35% Best in Class - Airgas - Ecolab - E.I. du Pont de Nemours 25% ECL - Valspar DD ARG 15% DOW VAL GETI 5% Operating Margin SHW APD -20% -15% -10% -5% 0% 5% 10% 15% 20% -5% -15% Circle Diameter Represents Relative Sales Force Size -25% www.americasmostproductive.com AMPC Large Sales Force Analysis | 10 ©2009 Profiles International, Inc. All rights reserved.
  11. 11. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Construction and Real Estate 20% Revenue Growth 15% Best in Class - Caterpillar - Trinity Industries 10% 5% Operating Margin 0% -5% 0% 5% 10% 15% 20% CAT -5% TRN MAS -10% FAF NVR -15% -20% -25% -30% Circle Diameter Represents Relative Sales Force Size -35% www.americasmostproductive.com AMPC Large Sales Force Analysis | 11 ©2009 Profiles International, Inc. All rights reserved.
  12. 12. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Consumer Products 15% Revenue Growth CL KO PTV PEP HRL 10% K MKC Best in Class GIS - Coca Cola DF - Colgate-Palmolive PVH 5% - General Mills FIZZ - PepsiCo NWL DELL TSN Operating Margin SYY 0% WHR -10% -5% 0% 5% 10% 15% 20% 25% 30% BFB STZ REV PG -5% SR EK Circle Diameter Represents Relative Sales Force Size -10% www.americasmostproductive.com AMPC Large Sales Force Analysis | 12 ©2009 Profiles International, Inc. All rights reserved.
  13. 13. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Electronics Manufacturing Revenue Growth Best in Class 20% - Cooper Industries - EMC 15% - Waters AVT EMC 10% CBE WAT CHP 5% ARW NOVL 0% NSIT -10% -5% 0% 5% 10% 15% 20% 25% 30% IFSIA -5% Operating Margin COHR INTC -10% IM MCRS -15% ATML BELM -20% TXN XIDE -25% STX Circle Diameter Represents -30% Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 13 ©2009 Profiles International, Inc. All rights reserved.
  14. 14. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Financial Services Revenue Growth Best in Class - Bank of America OPY 35% - First Horizon National FHN - Wesco Financial NFP WSC 25% FITB BAC RJF 15% PNC WFC EFX 5% USB Operating Margin FMER -15% -5% 5% 15% 25% 35% 45% 55% 65% 75% XOHO -5% SCHW SNV COF -15% JPM HRB PFG -25% Circle Diameter Represents AXP Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis 14 ©2009 Profiles International, Inc. All rights reserved.
  15. 15. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Healthcare Services Revenue Growth 20% Best in Class - DENTSPLY International 15% - St. Jude Medical 10% 5% Operating Margin STJ 0% VTIV -25% -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% XRAY -5% JNJ PFE -10% BSX GSK -15% -20% -25% Circle Diameter Represents Relative Sales Force Size -30% www.americasmostproductive.com AMPC Large Sales Force Analysis | 15 ©2009 Profiles International, Inc. All rights reserved.
  16. 16. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Industrial Manufacturing Revenue Growth 30% Best in Class - AGCO AG - Deere SPW 25% - Reliance Steel & Aluminum RS - SPX DE ETN 20% ROK CAJ FAST 15% IP TXT TYC GWW 10% NOC TNC MSM 5% AXE SEE POL Operating Margin TRW 0% AOS -10% -5% 0% 5% 10% 15% 20% AIN GT -5% SWK SNA ITW MWV -10% WPP LAWS B -15% DAN AIT Circle Diameter Represents Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 16 ©2009 Profiles International, Inc. All rights reserved.
  17. 17. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Insurance Revenue Growth 20% Best in Class HUM - Aetna - AFLAC UAM 15% - UnitedHealth Group AET UNH 10% AFL HGIC 5% AOC Operating Margin 0% AFG -15% -10% -5% 0% 5% 10% 15% 20% 25% 30% MET -5% TMK TRV -10% HMN LNC -15% -20% -25% Circle Diameter Represents Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 17 ©2009 Profiles International, Inc. All rights reserved.
  18. 18. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Media 40% Revenue Growth Best in Class - Google - Viacom 30% GOOG 20% VIA RRD LAMR PCCC 10% PDII HHS Operating Margin 0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Circle Diameter Represents Relative Sales Force Size -10% www.americasmostproductive.com AMPC Large Sales Force Analysis | 18 ©2009 Profiles International, Inc. All rights reserved.
  19. 19. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Medical and Pharmaceutical 25% Revenue Growth Best in Class GENZ - Abbott Laboratories ABT 20% - Becton Dickinson - Genzyme BDX BEC 15% AGN LLY 10% NVS CAH 5% MDT HSIC Operating Margin 0% TMO -10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% PDCO AZN -5% PSSI BMY -10% NVO Circle Diameter Represents -15% Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 19 ©2009 Profiles International, Inc. All rights reserved.
  20. 20. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Software Revenue Growth 20% Best in Class - BMC Software 15% - CA - Parametric Technology PMTC BMC 10% CA NCR SPSS 5% ORCL INTU Operating Margin 0% MSFT -30% -20% -10% 0% 10% 20% 30% 40% 50% NTAP QADI -5% JAVA WDC CSCO -10% AVID CPWR -15% -20% Circle Diameter Represents Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 20 ©2009 Profiles International, Inc. All rights reserved.
  21. 21. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Telecommunications Services Revenue Growth 10% Best in Class - AT&T - Verizon Communications 5% VCI T VZ Operating Margin 0% Siemens -40% -30% -20% -10% 0% 10% 20% 30% 40% LVLT PRTL CTL -5% Q ALU S Siemens -10% -15% Circle Diameter Represents Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 21 ©2009 Profiles International, Inc. All rights reserved.
  22. 22. 2009 America’s Most Productive Companies—Large Sales Force Analysis Industry: Transportation Revenue Growth25% 20% Best in Class 15% - Landstar Systems - Union Pacific 10% CHRW UNP LSTR 5% UPS Operating Margin ABFS 0% FDX -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% YRCW -5% VEXP -10% -15% -20% Circle Diameter Represents Relative Sales Force Size www.americasmostproductive.com AMPC Large Sales Force Analysis | 22 ©2009 Profiles International, Inc. All rights reserved.
  23. 23. 2009 America’s Most Productive Companies—Large Sales Force Analysis Profiles International, Inc. Who We Are Contact Us Profiles International helps organizations worldwide Contact us for a complimentary, risk free study offer create high-performing workforces. for up to five of your employees. Through our comprehensive employment assessments Companies who work with us gain a competitive and innovative talent management solutions, our clients advantage by understanding their people at the deepest gain a competitive advantage by selecting the right levels; how they think, their natural tendencies, behaviors people and managing them to their full potential. and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will Profiles can help you ensure that you have the right find this free study offer to be of great value. people in the right jobs to achieve your objectives. Call us today! Where We Are (937) 550-9580 Profiles serves 122 countries around the globe and has material in 32 languages. Check us out at: www.assessmentedge.com www.americasmostproductive.com www.americasmostproductive.com AMPC Large Sales Force Analysis | 23 ©2009 Profiles International, Inc. All rights reserved.
  24. 24. Overview of Findings: America’s Most Productive Companies Large Sales Force Analysis 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 6 Key Differentiators of Excellence are listed below: 1. Extreme customer and market focus 2. Alignment of products, services and solutions with customer’s high priority needs 3. Alignment of resources to build customer loyalty 4. Alignment of sales process with customer’s buying process 5. Alignment of sales roles and capabilities with customer’s buying process 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 24 ©2009 Profiles International, Inc. All rights reserved.
  25. 25. America’s Most Productive Companies—Large Sales Force Analysis 1. Extreme customer and market focus Top Reasons Sales Close Regardless of the economy, successful sales organizations continually invest in learning about their customer’s 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 Nurtured Relationships • Train their salespeople to offer unique solutions to customer problems rather than a one-size- fits-all approach Support/Service after the sale Product Quality 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. Branding Referals Our research suggests that America’s Most Productive Companies provide sales training as well as Sales Process 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 Price respondent, “We see a down economy as an opportunity to learn more about our team members Availability and how they can make a unique contribution.” ROI www.americasmostproductive.com AMPC Large Sales Force Analysis | 25 ©2009 Profiles International, Inc. All rights reserved.
  26. 26. America’s Most Productive Companies—Large Sales Force Analysis 2. Alignment of products, services and solutions with customer’s high priority needs 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 Identify a critical professionals: problem facing your • Know their customers’ priorities, how the products and services they sell help to satisfy their customer – one so customers’ needs, and how much value customers place on having their needs met ominous that, even • Realize that the more complex and expensive the problem, the more rigorously they will evaluate in a downturn, it will and scrutinize potential solutions – especially B2B buyers find the money to • Appreciate that needs and priorities change over time, so it is essential to make the connection address it. between their solution and how you can help them not only long-term, but today as well. Harvard Business Review High-value doesn’t mean low price. In fact it may command a premium when the benefits are so ” March 2009 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.” www.americasmostproductive.com AMPC Large Sales Force Analysis | 26 ©2009 Profiles International, Inc. All rights reserved.
  27. 27. America’s Most Productive Companies—Large Sales Force Analysis 3. Alignment of resources to build customer loyalty 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 the customer’s business better than the competition does, by being proactive in offering solutions that address the customer’s needs, and by communicating with customers in a timely, effective manner Profiles International’s report, Seven Factors for Building Extreme Customer Loyalty, goes beyond simply satisfying • Put in place an infrastructure that ensures customer support either through technology or face-to- customers to protecting and growing face interaction; sales forces at America’s Most Productive Companies do a better job strategic accounts with: communicating with their customers, knowing their customers’ needs, and proactively addressing them 1. Emotional Dependence 2. Structural Dependence • Establish and monitor key “loyalty indicators” 3. Business Dependence 4. Satisfaction America’s Most Productive Companies go beyond basic customer satisfaction. Especially in the B2B 5. Performance space, they make their products and services integral parts of how customers run their businesses. For 6. Economic Value Proposition example, a survey respondent told us, “We don’t just live and breathe our products – we live and 7. Alignment and Fit breathe our customers’ operations. They know that, and they thank us by returning year after year.” www.americasmostproductive.com AMPC Large Sales Force Analysis | 27 ©2009 Profiles International, Inc. All rights reserved.
  28. 28. America’s Most Productive Companies—Large Sales Force Analysis 4. Alignment of sales process with customer’s buying process Today’s buyers are rigorous and deliberate about their buying decisions. Rather than imposing 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 Key Buying Influencers: accountable and also provide better coaching and resources to support qualified opportunities 1. Trust 2. Value 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 3. Resources 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.” www.americasmostproductive.com AMPC Large Sales Force Analysis | 28 ©2009 Profiles International, Inc. All rights reserved.
  29. 29. America’s Most Productive Companies—Large Sales Force Analysis 5. Alignment of sales roles and capabilities with customer’s buying process 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. www.americasmostproductive.com AMPC Large Sales Force Analysis 29 ©2009 Profiles International, Inc. All rights reserved.
  30. 30. America’s Most Productive Companies—Large Sales Force Analysis 6. Alignment of time utilization and territories with market potential 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: • 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 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!” www.americasmostproductive.com AMPC Large Sales Force Analysis 30 ©2009 Profiles International, Inc. All rights reserved.
  31. 31. Summary of Lessons Learned: 6 Key Differentiators of Excellence of America’s Most Productive Companies 1. Extreme customer and market focus 2. Alignment of products, services and solutions with customer’s high priority needs 3. Alignment of resources to build customer loyalty 4. Alignment of sales process with customer’s buying process 5. Alignment of sales roles and capabilities with customer’s buying process 6. Alignment of time utilization and territories with market potential www.americasmostproductive.com AMPC Large Sales Force Analysis | 31 ©2009 Profiles International, Inc. All rights reserved.
  32. 32. America’s Most Productive Companies—Large Sales Force Analysis How We Do It – Overview of our assessments and solutions Your Business Objective Our Popular Solutions High-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 co-workers 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 www.americasmostproductive.com AMPC Large Sales Force Analysis | 32 ©2009 Profiles International, Inc. All rights reserved.
  33. 33. America’s Most Productive Companies—Large Sales Force Analysis 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, on-boarding 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, on-boarding, 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 33 ©2009 Profiles International, Inc. All rights reserved.
  34. 34. America’s Most Productive Companies—Large Sales Force Analysis 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 is used primarily as a screening tool early in the candidate selection process. This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity for 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, on-boarding, 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 34 ©2009 Profiles International, Inc. All rights reserved.
  35. 35. America’s Most Productive Companies—Large Sales Force Analysis How We Do It – Assessment and solution descriptions Profiles Performance Indicator™ (PPI) The Profiles Performance Indicator 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 co-workers, 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, 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 35 ©2009 Profiles International, Inc. All rights reserved.
  36. 36. America’s Most Productive Companies—Large Sales Force Analysis 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 8 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 36 ©2009 Profiles International, Inc. All rights reserved.
  37. 37. America’s Most Productive Companies—Large Sales Force Analysis 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 accurate, 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 37 ©2009 Profiles International, Inc. All rights reserved.
  38. 38. America’s Most Productive Companies—Large Sales Force Analysis 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. www.americasmostproductive.com AMPC Large Sales Force Analysis | 38 ©2009 Profiles International, Inc. All rights reserved.
  39. 39. 2009 America’s Most Productive Companies—Large Sales Force Analysis Profiles International, Inc. Who We Are Contact Us Profiles International helps organizations worldwide Contact us for a complimentary, risk free study offer create high-performing workforces. for up to five of your employees. Through our comprehensive employment assessments Companies who work with us gain a competitive and innovative talent management solutions, our clients advantage by understanding their people at the deepest gain a competitive advantage by selecting the right levels; how they think, their natural tendencies, behaviors people and managing them to their full potential. and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will Profiles can help you ensure that you have the right find this free study offer to be of great value. people in the right jobs to achieve your objectives. Call us today! Where We Are (937) 550-9580 Profiles serves 122 countries around the globe and has material in 32 languages. Check us out at: www.assessmentedge.com www.americasmostproductive.com www.americasmostproductive.com AMPC Large Sales Force Analysis | 39 ©2009 Profiles International, Inc. All rights reserved.

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