Building a sales force that can really sell

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The type of person that you select as a salesperson is determined, not by your need to sell your product, but by the the type of buyer you are dealing with. Hiring the correct salespeople will determine your success.

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Building a sales force that can really sell

  1. 1. Creating a Sales Force That Can Really Sell<br />
  2. 2. Chally’s Position in the Marketplace<br />“Chally provides the only quantitative sales benchmarks, assessment tools, and metrics for managing the “people” part of the 3 key pillars of business: Strategy, People, and Process”<br />LeonardW. Frey III, IBM, Global Business Services, Principal, Service-Line Leader, Sales Strategy and Transformation<br />“Chally is like the GPS to Sales Success”GerhardGschwandtner, Publisher of Selling Power<br />“Chally is the proven comprehensive source of sales position assessment and sales research”<br />"AJ" Gandhi, Managing Director, Sales Executive Council<br />2<br />
  3. 3. Research Methods: 14 years<br />80,000Customers interviewed<br />210,000Salespeople rated on 15 criteria<br />PLUS:<br /><ul><li>How much each customer bought from each over 3 years
  4. 4. Data on 7,300 sales forces</li></ul>Customers identified 21 world class sales forces<br />Benchmarked the best for processes and criteria<br />Identified top and bottom salespeople<br />7 critical best practices & critical success metrics<br />Statistically identified the 7 salesperson deliverables customers demanded<br />“Achieve Sales Excellence”<br />Identified 14 distinct salesperson profiles by the unique set of competencies for each<br />Statistically identified assessment items that accurately predicted each competency in each position profile<br />Assessed and tracked performance of over a quarter million salespeople<br />3<br />
  5. 5. How The World Class Standards Have Evolved<br />What's new in 2007:<br />Customer driven culture is entrenched and reinforced at all levels with a significant emphasis on hiring the right people<br />On-boarding focuses on values and “the customer experience” to set the stage for training<br />Ongoing training requirements (at least 40 hours/year)<br />Individual development plans are an integral part of the performance management process for each employee<br />Sales processes are significantly more uniform across locations even in decentralized organizations<br />Databases consolidate customer activity <br />Sales support goes beyond cell phones, pagers, and PDA’s to include proposal and collateral templates, etc., to make follow-up more efficient<br />4<br />
  6. 6. The Best Practices of World Class Sales<br />Creating a “Customer-Driven Culture”<br />Recruiting & Selecting (the Right Sales Talent)<br />Training (the Right Skills)<br />Specializing by Market Segment<br />Implementing formal sales processes (NEW)<br />Developing enabling information technology<br />Customers first<br />Sales force second<br />Management last<br />Integrating other “silos” (S & M & O) (NEW)<br />
  7. 7. The Bottom Line<br />It’s all about the sales force – Period!<br />
  8. 8. Why Customers Choose a Supplier<br />Customers ratings were correlated with their actual buying decisions to determine how heavily each of the four main predictors of a successful sale actually affected their decision<br />Four categories made up the total 100%<br />Price<br />Quality<br />Salesperson Effectiveness<br />Providing a Total Solution<br />7<br />
  9. 9. Percentage of the Salesperson’s Impact on Which Supplier the Customer Will Select<br />Salesperson Effectiveness39%<br />
  10. 10. Selection Accuracy<br />Hiring success rates aren’t much betterthan a coin toss*<br />Selection Method Improvement Over “Chance”<br />Typical Interview 1% increase<br /> Personality Tests 1% increase<br /> Experience 5% increase<br /> Scorable Interview 7% increase<br />* “International Personnel Management Association, Feb. 1999” <br />Proven accuracy of Chally assessment 25% to 30% better than chance<br />“Success Can Be Predicted”<br />
  11. 11. 30-30-30-10 Rule<br />Hiring decisions should be based on:<br /><ul><li>30% Structured Scorable Interview
  12. 12. 30% Reference and Background Checks
  13. 13. 30% Chally Assessment Results
  14. 14. 10% “Gut Feel” and Personal Chemistry</li></ul>“Success Can Be Predicted”<br />
  15. 15. Identifying Predictive Skills<br />Salespeople that consistently succeed in every situation rarely exist<br />Sales is a profession that requires the right skills to succeed based on the position’s role and responsibilities<br />“Success Can Be Predicted”<br />
  16. 16. Profile Accuracy<br />“Success Can Be Predicted”<br />
  17. 17. Assessment <br />Everyone answers the same 288 questions – a controlled environment is not required <br />Measures the candidate/employee potential on-the-job behaviours <br />Measures the candidate/employee most distinctive (or driving) motivations and work habits<br /><ul><li>Built-in validity scales measure candidate’s candour/honesty in taking the assessment
  18. 18. Captures candidate information</li></li></ul><li>Bottom-Line Recommendation<br /><ul><li>Recommended
  19. 19. Recommended if concerns addressed can be resolved
  20. 20. Not recommended</li></ul>Describes the candidate’s candor in responding to questions<br />The Position Job Skills<br />Sample Manager Survey Report<br />
  21. 21. Sample Interview Guide<br />ITEC CONNECT<br />Solution Sales Executive<br />The method to conduct effective interviews:<br /><ul><li>The relevant questions to ask for each position and each predictive skill
  22. 22. A guide to score answers</li></li></ul><li>Cone questions and suggestions on what to look for in the candidate’s response are provided for each skill <br />Sample Interview Guide<br />
  23. 23. The evaluation form includes a table for rating the candidate<br />Sample Interview Guide<br />
  24. 24. What Kind of Results Can You Expect?<br />Once you have installed a rigorous and disciplined hiring process including: structured scorable interview, effective reference checks and Chally’s predictive assessment:-<br /><ul><li>A 30% or better decrease in sales force turnover in year 1
  25. 25. A 20-40% increase in average sales per salesperson per year</li>

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