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Report 16-americas-most-productive-companies-large-sales-force-analysis
 

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    Report 16-americas-most-productive-companies-large-sales-force-analysis Report 16-americas-most-productive-companies-large-sales-force-analysis Presentation Transcript

    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.America’s Most Productive Companies Large Sales Force Analysis from Profiles International. Copyright 2011 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 anyelectronic or mechanical means including information storage and retrieval systems without written permission from the publisher.PublisherProfiles Research InstituteDario Priolo, Managing Director5205 Lake Shore DriveWaco, Texas 76710-1732Profiles International(800) 960-9612www.profilesinternational.comwww.americasmostproductive.comAcknowledgementsPresident, Co-founder, Profiles International: Bud HaneyEditor-in-Chief: Dario PrioloManaging Editor: Carrie D. MartinezAssistant Editor and Research Associate: Christina KrenekCreative Director: Kelley TaylorCreative Assistant: Ruben VeraWebmaster: David HanasWeb Specialists: Marlana ThurmanAMPC Large Sales Force Analysis | 2
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Profiles Research Institute initiated this study to better understand the factors that drivesales 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 ignorespricing and margins. A sales force that discounts price to the point of eliminatingprofitability 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 revenueprofitability, which we defined as operating income generated for each dollar of revenuegenerated. Calculating this required us to analyze financial data from over 227 publiclytraded companies with at least 500 sales people that we then organized into 17 differentindustry 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 theirpeers. By understanding these practices, we hope to educate ourselves and our clientsabout the practices that can help them run more efficiently and become more competitivein the marketplace.This report presents our findings in two sections:1. Comprehensive analysis of over 227 companies in 17 industry groups to identify thebest 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 AnalysisAMPC Large Sales Force Analysis | 3The Analytical ModelThe Scope227 Companies150,000+ Sales People17 IndustriesRevenue GrowthOperating MarginLaggardsBest-in-class
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.AMPC Large Sales Force Analysis | 4Large Sales Force Analysis: Industry GroupingsAutomotiveBusiness ServicesChemicalsCommercial BanksComputer HardwareComputer SoftwareConsumer ProductsIndustrial ManufacturingInsuranceIT SolutionsMedia & EntertainmentMedical EquipmentPharmaceuticalsSecurities BrokersSemiconductorsTelecommunicationsTransportation
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 5Large Sales Force Analysis: List of Companies
    • ChemicalsIndustrial Manufacturing Securities BrokersTransportationBusiness ServicesCommercial BanksInsuranceIT SolutionsSoftwareConsumer Productswww.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.AMPC Large Sales Force Analysis | 6Medical DevicesMedia & EntertainmentComputer HardwareAutomotivePharmaceuticalSemiconductorsTelecommunications Services
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Automotive2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 7Revenue GrowthOperating Margin0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%-3.0% -2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0%GPCTRWTENNAVGMFGTCircle Diameter RepresentsRelative Sales Force SizeBest in Class- Genuine Parts- TRW
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Business Services2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 8Revenue GrowthOperating Margin-30.0%-20.0%-10.0%0.0%10.0%20.0%30.0%-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0%ABMMWWOMCVCIINOCNFPHPYITRRDCGXEFXDNBADPHHSIRMHRBKFRCCircle Diameter RepresentsRelative Sales Force SizeBest in Class- ADP- Unifirst
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Chemicals2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 9Revenue GrowthOperating Margin0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0%DDNLCASHARGAPDPOLDOWADMCircle Diameter RepresentsRelative Sales Force SizeBest in Class- DuPont- Air Products
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Commercial Banks2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 10Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-25.0%-20.0%-15.0%-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%-5.0% 0.0% 5.0% 10.0% 15.0% 20.0%FMERKEYUSBJPMWFCBACFHNFCNCACOFBest in Class- Capital One- FirstMerit
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Computer Hardware2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 11Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%-2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0%PCCCWDCEMCNCRIMTECDNSITBest in Class- EMC
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Computer Software2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 12Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%-20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%ERTSINTUMSTRQADABMCPMTCCPWRCDNSCAORCLMSFTCRMBest in Class- Oracle- Microsoft
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Consumer Products2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 13Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-4.0%-2.0%0.0%2.0%4.0%6.0%8.0%10.0%12.0%14.0%-5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%KGISMOBFACAGMKCREVFIZZNWLAYIPGTSNHRLNKESTZBest in Class- Nike- Brown-Forman
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Industrial Manufacturing2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 14Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-25.0%-15.0%-5.0%5.0%15.0%25.0%35.0%45.0%-5.0% 0.0% 5.0% 10.0% 15.0% 20.0%ITWSEESPWARWVSHDEMSMNUEATIAINCATPHUTXHONNOCTXTROKETNBest in Class- Vishay Technology- Kennametal- MSC Industrial
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Insurance2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 15Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-30.0%-20.0%-10.0%0.0%10.0%20.0%30.0%40.0%0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%AETPFGTMKAFLCIUNHHUMHMNLSIGIHGICBRK.AAFGEMCITHGMCYCBTRVBest in Class- Lincoln National- AFLAC
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: IT Solutions2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 16Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-30.0%-20.0%-10.0%0.0%10.0%20.0%30.0%40.0%50.0%60.0%-5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%DELLHPQAVTUISNTAPMCRSCSCOXRXSYKEIBMPRGSSNPSBest in Class- NetApp- Cisco
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Media2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 17Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-15.0%-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%YHOOGOOGCMCSAVIADISBest in Class- Google
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Medical Equipment2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 18Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%-20.0% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%PDCOPSSIHSICMDTSTJXRAYBDXMMMBSXSYKZMHPLLSTEBest in Class- 3M- St. Jude Medical
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Industry: Pharmaceutical2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 19Revenue GrowthOperating MarginCircle Diameter RepresentsRelative Sales Force Size-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%GILDAMGNBAXPRGOMYLWPIAGNFRXBMYABTLLYPFEJNJBest in Class- Pfizer- Gilead
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Revenue GrowthOperating MarginIndustry: Securities Brokers2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 20Circle Diameter RepresentsRelative Sales Force Size-20.0%-15.0%-10.0%-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%KCGSWSPJCOPYLMETFCAMTDRJF#REF!Best in Class- Raymond James- TD Ameritrade
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Revenue GrowthOperating MarginIndustry: Semiconductors2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 21Circle Diameter RepresentsRelative Sales Force Size-5.0%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%QCOMFCSATMLINTCTXNBest in Class- Texas Instruments- Atmel
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Revenue GrowthOperating MarginIndustry: Telecommunications Services2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 22Circle Diameter RepresentsRelative Sales Force Size-40.0%-30.0%-20.0%-10.0%0.0%10.0%20.0%30.0%40.0%50.0%-30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%SATSUSMOUSMPLCMTLABCTLELNKPAETPGIIDTLVLTBest in Class- CenturyLink
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Revenue GrowthOperating MarginIndustry: Transportation2011 America’s Most Productive Companies – Large Sales Force AnalysisAMPC Large Sales Force Analysis | 23Circle Diameter RepresentsRelative Sales Force Size-30.0%-20.0%-10.0%0.0%10.0%20.0%30.0%-15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0%UPSABFSCHRWATSGFDXJBLULCCALKLSTRYRCWUNPBest in Class- Union Pacific
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Contact UsContact us for a complimentary, risk free study offerfor up to five of your employees.Companies who work with us gain a competitiveadvantage by understanding their people at the deepestlevels; how they think, their natural tendencies, behaviorsand preferences, and attitudes toward key workplaceissues. We are highly confident that your organization willfind this free study offer to be of great value.Call us today!(800) 960-9612Check us out at:www.profilesinternational.comwww.americasmostproductive.comWho We AreProfiles International helps organizations worldwidecreate high-performing workforces.Through our comprehensive employment assessmentsand innovative talent management solutions, our clientsgain a competitive advantage by selecting the rightpeople and managing them to their full potential.Profiles can help you ensure that you have the rightpeople in the right jobs to achieve your objectives.Where We AreProfiles serves 122 countries around the globe and hasmaterial in 32 languages.AMPC Large Sales Force Analysis | 24Profiles International, Inc.www.americasmostproductive.com2011 America’s Most Productive Companies – Large Sales Force Analysis
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.After compiling and analyzing the data to identify “Best-in-Class” sales organizations, weconducted follow-up research on a number of these companies. This consisted of onlineliterature review and interviews with select executives.Our research helped us identify a number of best practices that we believe explainoutstanding sales force productivity. These 6 Key Differentiators of Excellence arelisted below:1. Extreme customer and market focus2. Alignment of products, services and solutions with customer’s high priority needs3. Alignment of resources to build customer loyalty4. Alignment of sales process with customer’s buying process5. Alignment of sales roles and capabilities with customer’s buying process6. Alignment of time utilization and territories with market potentialThis report expounds upon each of these six key differentiators of excellence and offersinsight and best practice recommendations for increased sales force effectiveness.Overview of Findings:America’s Most Productive Companies Large Sales Force AnalysisAMPC Large Sales Force Analysis | 25
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Regardless of the economy, successful sales organizations continually invest inlearning about their customer’s needs and training to sell to these needs.Sales forces at America’s Most Productive Companies distinguish themselves from peer companiesby taking deliberate measures to align their sales organizations and resources to best meet theircustomers’ 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 theirbusinesses before making sales presentations• Train their salespeople to offer unique solutions to customer problems rather than a one-size-fits-all approachThese 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 asproduct training to their sales teams regardless of the economy. Peer organizations, on the otherhand, are more likely to cut back on sales training when the economy is bad. According to a surveyrespondent, “We see a down economy as an opportunity to learn more about our team membersand how they can make a unique contribution.”AMPC Large Sales Force Analysis | 261. Extreme customer and market focusAmerica’s Most Productive Companies—Large Sales Force AnalysisNurtured RelationshipsSupport/Service after the saleProduct QualityBrandingReferalsSales ProcessPriceAvailabilityROITop Reasons Sales Close
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Really understanding the most pressing needs of the customer and providing solutionsthat satisfy these needs and deliver value is essential to sales success.Sales leaders at America’s Most Productive Companies understand that while extreme “customerfocus” 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 salesprofessionals:• Know their customers’ priorities, how the products and services they sell help to satisfy theircustomers’ 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 evaluateand scrutinize potential solutions – especially B2B buyers• Appreciate that needs and priorities change over time, so it is essential to make the connectionbetween 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 sosignificant that price is no longer such a meaningful factor. This pricing power helps bolster sales andprofitability, and increases sales force productivity.A survey respondent from one of America’s Most Productive Companies told us that his was the firstsales team to take the time to find out about their customers’ top priorities. “We used to be moreconcerned with our products’ features than with our customers’ needs, but when we turned thatupside down, we saw customers respond like never before.”AMPC Large Sales Force Analysis | 272. Alignment of products, services and solutions with customer’s high priority needsAmerica’s Most Productive Companies—Large Sales Force AnalysisIdentify a criticalproblem facing yourcustomer – one soominous that, evenin a downturn, it willfind the money toaddress it.“”Harvard Business ReviewMarch 2010
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.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 anexisting 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 theyforget 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 competitiondoes, by being proactive in offering solutions that address the customer’s needs, and bycommunicating 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 jobcommunicating with their customers, knowing their customers’ needs, and proactively addressingthem• Establish and monitor key “loyalty indicators”America’s Most Productive Companies go beyond basic customer satisfaction. Especially in the B2Bspace, they make their products and services integral parts of how customers run their businesses. Forexample, a survey respondent told us, “We don’t just live and breathe our products – we live andbreathe our customers’ operations. They know that, and they thank us by returning year after year.”AMPC Large Sales Force Analysis | 283. Alignment of resources to build customer loyaltyAmerica’s Most Productive Companies—Large Sales Force AnalysisProfiles International’s report, SevenFactors for Building Extreme CustomerLoyalty, goes beyond simply satisfyingcustomers to protecting and growingstrategic accounts with:1. Emotional Dependence2. Structural Dependence3. Business Dependence4. Satisfaction5. Performance6. Economic Value Proposition7. Alignment and Fit
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.4. Alignment of sales process with customer’s buying processAMPC Large Sales Force Analysis | 29America’s Most Productive Companies—Large Sales Force AnalysisToday’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 ProductiveCompanies sell the way their customers want to buy. In today’s economy, consumers are spendingwisely. They believe they have leverage with sellers, and in many cases they do! So they dictate theprocess; 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 islittle opportunity to manipulate or glad-hand someone into buying. That’s why America’s MostProductive 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 peopleaccountable and also provide better coaching and resources to support qualified opportunitiesSales organizations at America’s Most Productive Companies understand how customers make buyingdecisions – and they align their selling processes accordingly. They don’t make simple sales complex andthey don’t make complex sales simple.For example, one respondent from a best-in-class company commented, “If a solution has broad impactand requires input from multiple parties to identify the problem, scope a solution, and make a buyingdecision, that means our team must be prepared for a longer sales cycle and a much more strategicapproach to making the sale.”Key Buying Influencers:1. Trust2. Value3. Resources
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Best in class organizations get to know their customers’ businesses on a granular leveland 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 andcapabilities. 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 thesebest in class organizations make an effort to get to know their customers’ businesses on a granular leveland develop specialized sales roles that align with how customers buy. Survey results suggest that salesforces 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 oftencustomized• Pinpoint the skills and developmental needs of individual sales representativesA survey respondent from one of America’s Most Productive Companies told us, “We make sure our repsfit 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 ofAmerica’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 AnalysisAMPC Large Sales Force Analysis 305. Alignment of sales roles and capabilities with customer’s buying process
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.The only thing constant is change. Last year’s prime territory could be this year’swasteland.Sales leaders at America’s Most Productive Companies tell us that they don’t shy away from toughdecisions such as when to walk away from a deal, when to let go of a territory that lacks marketpotential, or when to invest in extra resources.No one likes abandoning a customer, but in some cases, especially when demographics and industrytrends have changed so much that a certain territory no longer has promise, continuing to service itcan be a fool’s errand.America’s Most Productive Companies monitor their sales forces’ time and analyze their territoriesto 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, zoningissues, and “the local buzz”• They maintain proper focus on the right selling activities, in the right quantities, at the rightconversion ratesThese sales leaders don’t operate in a vacuum. They develop, track, and adjust their “salesformulas” as needed. One survey respondent told us, “The only thing that remains constant aroundhere is change. That’s why are careful about how we allot our selling time. Last year’s prime territorycould be this year’s wasteland. And if that’s the case, I need to know!”America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis 316. Alignment of time utilization and territories with market potential
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.1. Extreme customer and market focus2. Alignment of products, services and solutions with customer’s high priority needs3. Alignment of resources to build customer loyalty4. Alignment of sales process with customer’s buying process5. Alignment of sales roles and capabilities with customer’s buying process6. Alignment of time utilization and territories with market potentialSummary of Lessons Learned:6 Key Differentiators of Excellenceof America’s Most Productive CompaniesAMPC Large Sales Force Analysis | 32
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Overview of our assessments and solutionsYour Business Objective Our Popular SolutionsHigh-level Strategic Workforce ManagementIdentifying high-potential employees and managers PXT CP360 PSA CSPStrategic workforce and succession planning PXT PPI CP360 PSA CSPRestructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLPPost-merger integration of organizations PXT PPI PMF WES PSA CSP PLPEveryday Workforce ManagementBasic pre-employment screening SOS PSTScreening, interviewing and selecting job candidates PXT PST EBC PSA CSPOnboarding new employees PXT PPI PMFImproving employee productivity and work quality PXT PPI WESImproving employee motivation and communication PPI PMF WESResolving conflict between co-workers PPISelecting and managing teams PPIEvaluating management effectiveness PXT PPI CP360 WESPrioritizing management development needs CP360 WESSales and Customer-facing Workforce ManagementScreening, interviewing and selecting job candidates PST EBC PSA CSPRetaining and growing customers and accounts PSA CSP PLPImproving sales performance PPI CP360 PMF WES PSA PLPLegend SOS Step One Survey PMF Profiles Managerial FitPXT ProfileXT WES Workplace Engagement SurveyPST Profiles Skills Tests PSA Profiles Sales AssessmentEBC Employee Background Checks CSP Customer Service ProfilePPI Profiles Performance Indicator PLP Profiles LoyaltyProCP360 CheckPoint 360America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 33
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsProfiles Sales Assessment™ (PSA)The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in yourorganization. It is used primarily for selecting, on-boarding and managing sales people and accountmanagers.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 evaluatean individual relative to the qualities required to perform successfully in a specific sales job in yourorganization. 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 MaintainingRelationships, and Compensation Preference.Customer Service Profile™ (CSP)The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs inyour organization. It is used primarily for selecting, on-boarding, and managing customer serviceemployees.The CSP also looks at what your current and future employees believe is a high level of customerservice, 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 AnalysisAMPC Large Sales Force Analysis | 34
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsProfiles Sales CheckPoint™The Profiles Sales CheckPoint™ is a 180-degree feedback system that helps sales managersevaluate sales people, surface their development needs, and align sales priorities. It providesuseful information to support better coaching and communication, leading to higher sales personproductivity and satisfaction, and lower turnover.The process involves a sales person assessing themselves against a competency framework of 19Skill Sets grouped into 7 Universal Sales Competencies. Then, their own sales manager carries outthe same assessment based on their own perception of the sales person’s behaviors. These twoseparate results are then compared and compiled into a readable report, providing a cleargraphical view of the two appraisals against each other.Reports are then made accessible to both parties allowing them to view the difference betweenboth sales manager and sales person, and to identify areas of greatest difference andrequirements for support, training, and mentoring. These results can then be measured againstthe sales manager’s expectations to evaluate how aligned the sales person is to the desired needs.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 35
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsStep 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 “jobmatching” feature of the PXT is unique, and it enables you to evaluate an individual relative to thequalities required to successfully perform in a specific job. It is used throughout the employee lifecycle for selection, on-boarding, managing, and strategic workforce planning.This assessment reveals consistent, in-depth, objective insight into an individuals thinking andreasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in yourorganization. It helps your managers interview and select people who have the highest probabilityof being successful in a role, and provides practical recommendations for coaching them tomaximum performance. It also gives your organization consistent language and metrics to supportstrategic workforce and succession planning, talent management and reorganization efforts.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 36
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsProfiles Performance Indicator™ (PPI)The Profiles Performance Indicator is a DISC-type assessment that reveals aspects of an individualspersonality that could impact their fit with their manager, coworkers and team, and their jobperformance. It is used primarily for motivating and coaching employees, and resolving post-hire conflictand performance issues.The PPI specifically measures an individuals motivational intensity and behaviors related to productivity,quality of work, initiative, teamwork, problem solving, and adapting to change, as well as response toconflict, stress, and frustration. The output from this assessment serves as an “operators manual” for anemployee, which helps managers better motivate, coach, and communicate with the employee. It alsohelps to predict and minimize conflict among co-workers, and it provides crucial information forimproving 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, andenhance their team leadership skills.It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’ personalitycharacteristics along 12 key factors: control, composure, social influence, analytical, patience, resultsorientation, 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 succeedin their jobs.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 37
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsCheckPoint 360°™The CheckPoint Management System is a 360-degree assessment. It is used primarily to evaluate theeffectiveness of your managers and leaders. This assessment combines feedback from direct reports,peers, supervisors, and even customers, with a personalized program for developing specific leadershipskills based on that feedback. This process highlights a manager’s job performance in 8 universalmanagement 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 ithelps the organization to better focus management training and development investments; proactivelyuncover misaligned priorities between senior executives and front-line managers; and surfacemanagement issues that could lead to low employee productivity, morale, job-satisfaction, andincreased 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 offersan in-depth look at one’s approach to learning, as well as six critical dimensions of compatibility withtheir 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 employeeturnover.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 38
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsWorkplace Engagement Survey (WES)Our Workplace Engagement Survey (WES) measures the degree to which your employees connectwith their work and feel committed to the organization and its goals. This gives you and yourmanagement team a detailed view of what influences engagement across all of your workforcesegments and how your employees compare statistically to the overall working population.In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” acrossyour entire organization, and gives recommendations for your organization to improve.Profiles Skills Tests (PST)Profiles International provides comprehensive assessments to measure essential knowledge andskills. We use powerful technologies, such as performance-based testing, which simulates popularsoftware 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, FoodServices, Information Technology, Staffing, and Human Resources.Employee Background Checks (EBC)Profiles International provides comprehensive employee background checks for our clients. Theseinclude Consumer Credit Reports, Criminal History Record, Drivers History Report (DMV), EducationVerification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC,CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military ServiceVerification, Cursory Nationwide Criminal Index Database Search (CNID), and many more.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 39
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.How We Do It – Assessment and solution descriptionsProfiles Loyalty Pro™ (PLP)Profiles LoyaltyPro™ is a web-based customer loyalty surveying tool. Loyalty, as determinedthrough the “voice of the customer,” is a leading indicator that predicts the “staying power” of anaccount.Profiles LoyaltyPro™ offers companies a tool to gather ongoing, critical account intelligence thathelps them assess the relationship between the buyer and the supplier, ultimately driving the actionplan to improve customer service. Having insight into your customer’s perception of yourrelationship allows you to steer the strategic business efforts and initiatives of the accountmanagement teams to continually improve customer relationships and build a network of loyalcustomers.America’s Most Productive Companies—Large Sales Force AnalysisAMPC Large Sales Force Analysis | 40
    • www.americasmostproductive.com©2011 Profiles International, Inc. All rights reserved.Contact UsContact us for a complimentary, risk free study offerfor up to five of your employees.Companies who work with us gain a competitiveadvantage by understanding their people at the deepestlevels; how they think, their natural tendencies, behaviorsand preferences, and attitudes toward key workplaceissues. We are highly confident that your organization willfind this free study offer to be of great value.Call us today!(800) 960-9612Check us out at:www.profilesinternational.comwww.americasmostproductive.comWho We AreProfiles International helps organizations worldwidecreate high-performing workforces.Through our comprehensive employment assessmentsand innovative talent management solutions, our clientsgain a competitive advantage by selecting the rightpeople and managing them to their full potential.Profiles can help you ensure that you have the rightpeople in the right jobs to achieve your objectives.Where We AreProfiles serves over 120 countries around the globe andhas material in 32 languages.AMPC Large Sales Force Analysis | 41Profiles International, Inc.www.americasmostproductive.com2011 America’s Most Productive Companies – Large Sales Force Analysis