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Mark Moreno
 

Mark Moreno

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Chally can help you increase productivity, reduce turnover and reduce the cost of hire with scientifically validated hiring assessments and talent audits for sales, sales management, executive ...

Chally can help you increase productivity, reduce turnover and reduce the cost of hire with scientifically validated hiring assessments and talent audits for sales, sales management, executive leadership and professional positions. Whether you are responsible for selecting new employees, assessing the performance of your current workforce, embarking on sales and leadership team development, or planning for executive succession, Chally has the experience and talent analytics (BIG DATA) to assure you get the most return on your investment.

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    Mark Moreno Mark Moreno Document Transcript

    • BEST MATCH - SALESManagers ReportFor Mark A. Moreno
    • BEST MATCH Personal & Confidential NAME: Mark A. Moreno POSITION: Sales Best Match BEST MATCH: Territory Relationship System Sales DATE: August 21, 2012 Scott Runkle Director New Business Development ADDRESS: Chally Group Worldwide 3123 Research Blvd Suite 250 Dayton, OH 45420The validity scales from the Self-Descriptive Index indicate that Mr. Moreno was unwilling to acknowledge personallimitations. To minimize distortion, scales susceptible to exaggeration were adjusted to approximate his actual work style,motivational needs, and potential. Summary of All SkillsFollowing is a summary of skill scoring that is most critical to success in each position. All scores shown are percentilescores which range from 1 to 99. These scores indicate how an individual compares to a large sample of professionalswho completed the assessment. Do not confuse percentile scores with percentage correct scores. Percentile scoresallow you to compare one person’s scores with a group of others who took the assessment. SUMMARY OF BEST MATCH PROFILES AVERAGE TERRITORY RELATIONSHIP SYSTEM SALES 69 TERRITORY CONSULTIVE PRODUCT SALES 67 INBOUND TELESALES 65 OUTBOUND TELESALES 65 NEW BUSINESS DEVELOPMENT 64 PRODUCT/TRANSACTIONAL SALES 59 TERRITORY CONSULTIVE SYSTEM SALES 57 STRATEGIC ACCOUNT MANAGER 53 CUSTOMER SERVICE REPRESENTATIVE 52 INDIRECT SALES 51 ACCOUNT MANAGEMENT 49 SYSTEM SPECIALIST 40 PRODUCT/SERVICE SPECIALIST 40 TERRITORY RELATIONSHIP PRODUCT SALES 39© Chally Group Worldwide. Mark A. Moreno | 2All Rights Reserved
    • BEST MATCH: TERRITORY RELATIONSHIP SYSTEM SALES POTENTIAL IMAGE BUILDING 70 PROMOTES CUSTOMER RELATIONS BY SOLICITING FEEDBACK 75 NEW BUSINESS DEVELOPMENT 82 MAXIMIZES RESULTS BY PUSHING FOR QUOTA ATTAINMENT IN 91 DIRECT SALES SEEKS RECOGNITION AS A PROFESSIONAL 37 ADAPTS APPROACH TO DIFFERENT BUYER MOTIVATIONS 69 TERRITORY CONSULTIVE PRODUCT SALES POTENTIAL MAXIMIZES SALES RESULTS THROUGH NEW BUSINESS 74 OPPORTUNITIES MAKES PERSUASIVE PRESENTATIONS 83 QUALIFIES PROSPECTS FOR FIT WITHIN PRODUCT/SYSTEM 57 CONSTRAINTS DRIVEN TO SATISFY MULTIPLE BUYERS WITHIN AN ACCOUNT 52 IMAGE BUILDING 70 INBOUND TELESALES POTENTIAL IMAGE BUILDING 70 PROBLEM-SOLVING 81 IDENTIFYING CUSTOMER NEEDS 19 MAXIMIZES RESULTS BY MAKING CUSTOMER SATISFACTION A 74 PRIORITY MAKES PROFITABLE RECOMMENDATIONS IN A CONTRIBUTOR ROLE 89 OUTBOUND TELESALES POTENTIAL MAKES PERSUASIVE PRESENTATIONS 83 NEW BUSINESS DEVELOPMENT 82 ENDURANCE 63 ANSWERS OBJECTIONS BY REINFORCING STANDARD 81 FEATURES/BENEFITS DEVELOPS RELEVANT PRODUCT KNOWLEDGE SPECIFIC TO 23 CUSTOMER NEEDS COMMITS TIME AND EFFORT TO ENSURE SUCCESS 61© Chally Group Worldwide. Mark A. Moreno | 3All Rights Reserved
    • NEW BUSINESS DEVELOPMENT POTENTIAL EFFECTIVE NETWORKING 94 PROBLEM-SOLVING 81 QUALIFIES PROSPECTS WITH STANDARD PROBES 51 COMMITS TIME AND EFFORT TO ENSURE SUCCESS 61 CLOSES THROUGH LOGICAL, INCREMENTAL STEPS 61 OPPORTUNISTIC 53 PRODUCT/TRANSACTIONAL SALES POTENTIAL MAXIMIZES SALES RESULTS THROUGH NEW BUSINESS 74 OPPORTUNITIES QUALIFIES PROSPECTS WITH SWIFT ASSESSMENT OF INTEREST 10 LEVEL CLOSES THROUGH EMOTIONAL APPEAL 95 TAKES INITIATIVE TO ADVANCE PERSONAL GOALS 50 PERSEVERANCE 88 TERRITORY CONSULTIVE SYSTEM SALES POTENTIAL DEVELOPS SALES LEADS 37 QUALIFIES PROSPECTS WITH STANDARD PROBES 51 MAKES PERSUASIVE PRESENTATIONS 83 COMMITS TIME AND EFFORT TO ENSURE SUCCESS 61 MAXIMIZES RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE 46 ADAPTS APPROACH TO DIFFERENT BUYER MOTIVATIONS 69 STRATEGIC ACCOUNT MANAGER POTENTIAL TAKES INITIATIVE IN A BUSINESS UNIT 32 COMMITS TIME AND EFFORT TO ENSURE SUCCESS 61 PROVIDES PROACTIVE ASSISTANCE/SUPPORT 89 DEVELOPS TECHNICAL COMPETENCE 71 EDUCATES CUSTOMERS THROUGH STRUCTURED TRAINING 22 CUSTOMER SERVICE REPRESENTATIVE POTENTIAL WILLINGNESS TO SERVE ALL TYPES OF CUSTOMERS 34 USES CUSTOMER CONTACT TO BUILD BUSINESS 82 MAXIMIZES RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE 46 DRIVEN TO PRODUCE BY CREATING AN ENJOYABLE CUSTOMER 46 EXPERIENCE© Chally Group Worldwide. Mark A. Moreno | 4All Rights Reserved
    • INDIRECT SALES POTENTIAL RESPONDS AT ANY HOUR 81 ACCOUNT PENETRATION BY CROSS SELLING 44 MAKES FORMAL SALES PRESENTATIONS 38 CLOSES THROUGH PERSONAL IDENTIFICATION WITH THE 23 PRODUCT/SERVICE TEACHING IN A STRUCTURED SETTING 22 MAKES JOINT CALLS 70 DEVELOPS COMPREHENSIVE PRODUCT KNOWLEDGE TO BE A 84 CREDIBLE RESOURCE ACCOUNT MANAGEMENT POTENTIAL MAXIMIZES RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT 14 PLAN DRIVEN TO PRODUCE BY INCREASING SALES TO EXISTING 94 ACCOUNTS WORKS THE SYSTEM FOR THE CUSTOMER 25 EDUCATES CUSTOMERS THROUGH STRUCTURED TRAINING 22 PROMOTES CUSTOMER RELATIONS BY SOLICITING FEEDBACK 75 RESPONDS AT ANY HOUR 81 SYSTEM SPECIALIST POTENTIAL GAINS CUSTOMER COMMITMENT 24 IDENTIFYING CUSTOMER NEEDS 19 COMMITS TIME AND EFFORT TO INCREASE PROFESSIONAL 22 DEVELOPMENT DELIVERS ADDED VALUE TO CUSTOMERS 75 MAKES PERSUASIVE PRODUCT PRESENTATIONS 83 EDUCATES CUSTOMERS THROUGH STRUCTURED TRAINING 22 PRODUCT/SERVICE SPECIALIST POTENTIAL MAXIMIZES RESULTS BY ANTICIPATING OBSTACLES THAT COULD 12 IMPEDE PROGRESS IDENTIFYING CUSTOMER NEEDS 19 PROVIDES RELIABLE INFORMATION 39 DELIVERS ADDED VALUE TO CUSTOMERS 75 MAKES ONE-ON-ONE SALES PRESENTATIONS 54© Chally Group Worldwide. Mark A. Moreno | 5All Rights Reserved
    • TERRITORY RELATIONSHIP PRODUCT SALES POTENTIAL ANSWERS OBJECTIONS BY REMOVING EMOTIONAL CONCERNS 45 CLOSES BY BUILDING PERSONAL TRUST AND LOYALTY 81 PROVIDES SERVICE BY EMPATHIZING WITH CUSTOMER CONCERNS 22 MAKES ONE-ON-ONE SALES PRESENTATIONS 54 MAXIMIZES RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT 14 PLAN ACCOUNT PENETRATION BY CUSTOMER BASE EXPANSION 19© Chally Group Worldwide. Mark A. Moreno | 6All Rights Reserved
    • In-Depth Evaluation of Critical Potential for Best Match: Territory Relationship System Sales IMAGE BUILDINGTailors image to fit customer expectations; adapts to different situations with sincerity and realism, taking careto avoid obvious role-playing or acting; recognizes the value of first impressions; studies the image or stylewith which the customer is most comfortable and adopts the dress, conversational style, and language mosttrusted by that customerSkill/Capability Level: In order to make the first impression count, Mr. Moreno will generally research customerscarefully before making contact. He strives to understand each customers expectations and will have ready testimonialsor other proofs to establish his credibility with that particular individual. For the most part, he is willing to tailor his imageto fit different customer expectations from the shop floor to the boardroom. He works actively to match the dress andconversation style favored by the customer without being perceived as a phony. PROMOTES CUSTOMER RELATIONS BY SOLICITING FEEDBACKSeeks customer feedback regularly to verify satisfaction and uncover minor issues which could escalate if leftunattended; solicits suggestions for continuous improvement and demonstrates personal attention to thecustomer even when there is no problem; listens to feedback without judgment or defensiveness, remainingfocused on results rather than personal feelings; stays logical and objective and refrains from expressingpersonal frustrations to the customer; ensures future business by anticipating and removing potential sourcesof dissatisfactionSkill/Capability Level: Mr. Moreno is consistent about regularly calling on customers and asking for their feedback andsuggestions. He seeks input for continual improvement and demonstrates personal attention to the customer even whenthere are no problems evident. He stays objectively focused on increasing customer satisfaction and increasing thelongevity of the relationship. He listens to customer feedback and suggestions for improvement without becomingdefensive. NEW BUSINESS DEVELOPMENTTakes a proactive approach to finding additional business opportunities; is comfortable with the networkingand cold calling needed to find new prospects and customers; takes the lead in meeting people and building acontact base for new business developmentSkill/Capability Level: Mr. Moreno will stay focused on prospecting and will proactively uncover opportunities for newand repeat business. He places a high priority on finding prospective customers and works actively to expand hiscontact base. He is comfortable cold calling prospects and will take charge of the contact to promote interest in hisproducts or services. He will be conspicuously active in organizations or events in which prospective customers areinterested.© Chally Group Worldwide. Mark A. Moreno | 7All Rights Reserved
    • MAXIMIZES RESULTS BY PUSHING FOR QUOTA ATTAINMENT IN DIRECT SALESTakes pride in consistently meeting or exceeding quota and assumes personal responsibility for monthly salesattainment; continually pushes self and uses that stress as a positive driver to focus on the tactics which willproduce the necessary sales resultsSkill/Capability Level: Mr. Moreno is driven to achieve or exceed targeted results and uses sales as a means to getthere. He strives to be a top producer, both in his career and life. SEEKS RECOGNITION AS A PROFESSIONALUses position and prestige to positively influence others; enjoys public recognition and acclaim of hisachievements; wants to be seen as important and establishes credibility through title and credentialsSkill/Capability Level: Mr. Moreno may prefer a politically correct, low-profile approach and hence, might not be able tosummon the public recognition necessary to influence others. Potential followers, unaware of his accomplishments, mayquestion his authority.Coaching Suggestions: Ensure that Mr. Moreno gets the recognition he deserves, but be certain that it occurs in alow-key fashion that does not cause him embarrassment. For instance, praise him and his group for their efforts so thathe is not singled out of a crowd. Or, arrange for him to receive acknowledgement as part of a "Manager of the Week" or"Salesman of the Month" program. This way, his name joins those of others who have reached the same level ofsuccess. ADAPTS APPROACH TO DIFFERENT BUYER MOTIVATIONSGathers essential information to determine the benefits customers need in order to be sold; is willing to adjustsales approach to fit different buyer motivations; influences or persuades others by determining how the otherindividual can benefit, and then communicates those advantagesSkill/Capability Level: Mr. Moreno generally recognizes that individual prospects come to the table with differentbuying motivations, and he understands the need to alter his approach in order to highlight the most important benefitsand to accommodate each of the various preferences.© Chally Group Worldwide. Mark A. Moreno | 8All Rights Reserved
    • Key Motivational CharacteristicsThe motivational characteristics described below measure Mr. Morenos preferences, wants, or desires. However, theyDO NOT necessarily indicate that he currently has developed the habits or skills to satisfy them entirely on his own. Amanager may wish to note these specific motivational needs and utilize the suggested discussion points to commence ameaningful dialogue with Mr. Moreno about his potential. These characteristics will also provide you with an indication ofMr. Morenos fit to your organizations culture. MOTIVATIONAL CHARACTERISTICS MANAGERS TIPSHe doesnt know a stranger and enjoys playing an active It would be helpful for him to learn when to tone down hisrole in communications. He will tend to avoid situations highly extroverted approach and utilize more active listeningwhich require him to take the position of listener rather than skills. Set up opportunities for interaction with colleaguesspeaker, and will gravitate toward tasks that allow him to who are attentive to others. Encourage him to take note oftake center stage. If placed in a position that requires him the methods they use to clarify and absorb others ideas byto let others take control of the conversation, he will become asking questions and summarizing their thoughts. Thisbored or frustrated, depending on the duration. exercise will provide a forum for him to develop more effective listening techniques.He is inclined to be very task oriented but prefers constantly He will be happiest in a job that presents him with an ever-changing activities to hold his interest. When given a task changing array of tasks. However, there will be times whenor goal to achieve, his tendency is to use a variety of it will be impossible to provide him with the variety he seeks.approaches to avoid repetition. If confronted with an When confronted with assignments that require him to focusassignment that requires him to spend long hours at one on one task for extended periods of time, he may tend totask, he could easily become burned out or fatigued. burn out very quickly. To alleviate this problem, try toProvide him with frequent breaks in order to refresh and schedule his workday so that he works solidly for arecharge from what he will find as tedious. specified period and then reward him with a rest period or a small chore that offers a bit more activity or excitement, before he is required to get back to work again.Mr. Moreno likes to take the opportunity to share his advice Since Mr. Morenos professional image is important to himand expertise with others and would be motivated by and he enjoys educating people, he needs a workeducating individuals less experienced than he is. He environment that provides him with opportunities to shareseeks recognition as an expert and will promote his area of his knowledge. However, he must learn the limits ofexpertise. If not given the opportunity to advise others, he offering his help. Be sure he is aware of his responsibilitieswill quickly grow frustrated and could start to feel and knows when to draw the line on sharing his expertise.underappreciated. Teach him to limit the unsolicited advice he offers and to focus on teaching those who truly need and desire his help.He would rather work with and enjoy others than beat them. Help him to turn his sense of competition to externalHe doesnt derive satisfaction from competing as an sources. Explain the importance of removing barriers withinindividual, but instead is driven to succeed as part of a his work organization and, instead, projecting his rivalrygroup. He avoids competitive situations because he outward. Have him analyze competitors outside his ownbelieves they foster hard feelings that could interfere with group and organization. What benefits can be gained fromthe group dynamic and jeopardize common goals. As a this rivalry? How can he and his team work together toresult, he will tend to back down from potential contests and overcome the competition? Require him to find ways torivalries. implement his ideas.© Chally Group Worldwide. Mark A. Moreno | 9All Rights Reserved
    • MOTIVATIONAL CHARACTERISTICS MANAGERS TIPSMr. Moreno prefers a participative form of decision-making Enhance Mr. Morenos effectiveness by providing him withand likes situations where others will take ownership. This an environment of mutual support. He will be particularlyless-directive, shared responsibility is more satisfying to him comfortable in a team setting when there is an atmospherethan having to use a unilateral edict. When working with a of cooperation. His process for decision-making will be timegroup that requires strong direction, he may be slow to consuming, so it will be necessary for him to be informed ofprovide specific instruction in the hope that they will decide any time constraints. However, when his constituents arenton their own course of action. equipped to make an informed decision, he will need to guide the process. Set deadlines and also guidelines as to what the solution needs to achieve and encourage him to pass this information along to his group so that they do not yield a solution that strays too far from the desired results.He prefers working on projects that require him to expand Provide incentives and rewards, not just for gatheringhis knowledge and to focus on details. When confronted information and focusing on details, but for processing it inwith a project that requires him to produce quality results order to identify key issues. For example, if he successfullyquickly, he could have difficulty letting go of minor issues finishes a project by focusing only on important issues, thenthat he deems important, and as a result, miss deadlines grant him the opportunity to expand his knowledge and leveland lose sight of the bigger picture. of expertise by registering him for a course or seminar in a subject that is interesting to him. Or reward him with a pet project where he can indulge his love for a specific field, while still maintaining a broader perspective elsewhere on the job.Mr. Moreno is not distracted by the need for approval of Hold debriefing sessions after projects are complete, andothers. He is confident in his ability to complete tasks and ask what he could have improved upon and what lessonsmay not objectively evaluate how his actions could impact he learned. If his focus is external, ask for further and moreresults because he truly doesnt expect to be the cause, personal analysis. Make it clear that the purpose of thiseven indirectly, of any potential downfalls. As a result, he analysis is not to gain the approval of others but to ensuremay dismiss constructive criticism. that goal achievement is not jeopardized by his weaknesses or shortcomings. Make recommendations for improvement and then monitor his progress.He likes to be direct and forceful in expressing his views He can be seen as too assertive, often persisting in hisand prefers to have them accepted. Because he enjoys demands until satisfied that his efforts have had the desiredbeing in a dominant position, he will shy away from result. Caution him not to jeopardize his message with asituations that require him to be more compliant and, as a too-aggressive manner, and remind him that overpoweringresult, could be seen by others as seeking personal power. a situation can result in a Pyrrhic victory, winning his point but losing support. Role play with him so that he can practice expressing his ideas in a way that still leaves room for the opinions of others. Help him to learn how to gain others support rather than forcing his ideas upon them.Mr. Morenos wants to assume a role of importance but only Encourage Mr. Moreno to master some negotiation skills, soif he can keep away from sensitive issues. He tends to that he will be able to confront negative situations directly.react passively rather than actively to conflicts and is Give him opportunities to practice under fire and remind himuncomfortable pushing his own opinion. He could become that different opinions do not automatically signalfrustrated if placed in a prominent position that requires him opposition. Explain that not everyone within a group isto regularly confront those with a differing opinion. going to agree, especially when the allocation of resources is at stake. Sweeping issues under the rug will only last so long. Conflict needs to be resolved so that a fair and equitable solution can be found.© Chally Group Worldwide. Mark A. Moreno | 10All Rights Reserved
    • MOTIVATIONAL CHARACTERISTICS MANAGERS TIPSAs Mr. Moreno possesses a high energy level, he needs an He enjoys working to meet deadlines and will, very often,environment that allows him to be active. He enjoys finish tasks before they are due. However, his high energycompleting all tasks in the timeliest manner possible and will level and fast pace could cause him to make carelessnot be satisfied in situations where long meetings and errors. To eliminate this problem, require him to check hissedentary tasks are prevalent. work and to document any errors he finds. Discuss his findings and explain that although his fast pace is valuable in meeting tight deadlines, he needs to slow the pace just enough to prevent sloppy errors. If he is required to take the time to correct his own errors, he will most likely try to prevent them from occurring in the first place.We hope this information has been useful. The assessment was developed carefully and represents a scientific methodof assessment. The results should be used as a significant tool in the decision process in conjunction with interviewing,background data, and other tools. Where profile information contradicts other sources, neither the profile nor the othersources should be automatically relied on without further investigation. This assessment is valid only for the positionnoted.© Chally Group Worldwide. Mark A. Moreno | 11All Rights Reserved