A novel approach to individual professional development that maximizes investment in employees.

1. 1
TARGETED PROFESSIONAL DEVELOPMENT
PART OF THE PERFORMANCE MANAGEMENT CYCLE
Get Ahead of the Curve By Creating a
Sales Performance Model for Success
CHELSEA MARKETING
ADVISORS

2. 2
CHELSEA MARKETING
ADVISORS
CHELSEA MARKETING ADVISORS
• Comprises a Virtual Network Of Specialists that
Function within a Matrix Management Model
• Core Individuals Have Over 100 Years of
Combined Business Leadership and Consulting
Experiences

3. 3
CHELSEA MARKETING
ADVISORS
Professional Development of People
Rationale
• People are the Engine for Success Within all
Organizations
• People are a Major Investment in the Life Cycle
of an Organization
▫ Cost to Hire & Train
▫ Costs to Maintain (Loaded Salary)
• Major Investments Should Continually Provide
Organizational Returns
 Development is one way to do it

4. 4
CHELSEA MARKETING
ADVISORS
Professional Development of People
• Iterative Process
• Part of Continuous Improvement of HR
• Positively Impacts:
▫ Organizational Bench Strength
▫ Workplace Productivity, Effectiveness, & Creativity
 “Raises the Performance Bar”
▫ Employee Understanding of Strengths and
“Challenge” Areas
▫ Employee Motivation & Company Loyalty
▫ Positive Impact on Revenues/Metrics

5. 5
CHELSEA MARKETING
ADVISORS
Professional Development of People
The Essence
“Even if You are on the Right Track, You’ll Still Get
Run Over if you Just Sit There.”
- Will Rogers

6. 6
CHELSEA MARKETING
ADVISORS
People Development
Are We On The Right Track? We Believe So!
“Not telling people where they stand deprives them of the information they
need to take responsibility for their development, and make informed
decisions about their career.”
- Harvard Business Review (1/02)
“Telling people to improve without providing the requisite coaching is unhelpful
. . . It requires the supervisor to provide frequent coaching to help the
person achieve these new behaviors.”
- Harvard Business Review (1/02)

7. 7
CHELSEA MARKETING
ADVISORS
Genesis of the Sales Model
• A Simple Question was Asked:
“What is it that Our More Successful People do that
Differentiates Them from Other’s? What Activities
are They Doing that Other’s are not Doing?
• A Simple Answer was Given:
“It Might not be What They do but Rather how They
do it . . . . the RENDITION . . . . not Just Activities”

8. 8
CHELSEA MARKETING
ADVISORS
At the End of the Day . . . Success =
Effective
Processes
Improved
Metrics

9. 9
CHELSEA MARKETING
ADVISORS
Sales Performance Model
The Roadmap to Targeted Professional Development
Drivers of
Field
Success
Identified
Benchmarking
of High & Low
Producers
Drivers of
Success
Prioritized
Performance
Inventory
Individual
Plan of Action
(IPA)
Resources
for Skill
Improvement
Management
Coaching for
Implementation

10. 10
CHELSEA MARKETING
ADVISORS
Sales Performance Model
Outcomes Highlight Areas for Professional Development
MACRO
PICTURE
•
•
•
MICRO
PICTURE
Utilizes quantitative and subjective data
sources to create sales representative
composite ratings & rankings
Pinpoints what specific factors contribute to
success according to best demonstrated
practices
Creates an individual profile for each sales
representative that assesses performance
on all relevant variables
▫ Reflects how each sales rep rates
relative to peers
▫ Individual Plan of Action (IPA) developed
for each sales rep indentifying areas of
further development and a guide for
ongoing reference
▫ Manager reviews progress as part of
joint visits to assure that IPA is moving
forward

11. 11
CHELSEA MARKETING
ADVISORS
Performance Management Cycle
Seamless Integration
Pre-Call Plan
Ongoing Dialogue
& Follow-up
Customer Visits
Plan
Post Call Plan
Management
Coaching
Strategic/Tactical
Dialogue
Execute
Field Trip
Assessments
(MCR’s)
Sales Performance
Model Discussions
(IPA’s)
Agree on Next
Steps & Action
Items

12. 12
CHELSEA MARKETING
ADVISORS
Return on Investment
A Documented Case
• Overall Increase in Sales of >20%
• Overall Increase in market Share >20%
• Percent Improvement of Success Drivers of 8%
points
• 35 of 40 Territories Improved in Sales, Market
Share, and Qualitative Measures
• Sales Force Rated “First in Class” Amongst
Competing Company Sales Forces for the First
Time
▫ 8th Consecutive Year of Survey (Blinded)
▫ Customer & Non-Customer Base

13. 13
CHELSEA MARKETING
ADVISORS
Sales Performance Model
Deliverables for Future Professional Development
• Drivers of Field Success Identified
• Key Drivers of Field Success Prioritized
• Behaviors of Higher & Lower Performers are
Benchmarked
• Performance Inventory Generated for each rep
• Individual Plan of Action is Developed
• Resources Identified for Improving Skill Sets
• Management Coaching for Successful
Implementation