Presentation that defines the discrepancy between sales management and sales people and looks to define strategies companies can employ to narrow these gaps.

2. | Executive Summary
Sales Teams are they Average at BEST?
With over 40 years of experience in sales, marketing and behavioural science our experience demonstrates that sales teams rarely
achieve the success they desire. Sales organisations talk about their unique “value proposition” and “differentiation” yet on
average they grow at the same rate. Smaller organisations are more flexible and have the capacity to effectively articulate their
value proposition but once they grow to a significant level, they lose this capacity.
There are numerous reasons for this, eg financial restraints, operational capability, product development and market forces.
However the primary reason that most managers explain this lack of growth capability is the due to sales teams performance.
As you’ll see from the following report, Pareto’s principle (80/20 rule) applies to the majority of sales teams, that is 80% of sales
comes from 20% of customers, or 80% of sales comes from 20% of their sales people. Within a sales team 20% are high
performers, the rest are AVERAGE AT BEST. However, Sales People have a completely different point of view. So where’s the
truth? Are sales people in the main “Average at best” or is it the in-effective systems such as: recruitment practices, sales
process, strategy, messaging, incentive plans, products and managements capability to lead that cause this impact on
performance?
iGenium address these issues through undertaking baseline analysis of sales teams and developing coaching interventions to suit.
We ask our customers a series of questions to determine the health of their sales teams providing our clients with significant
opportunities to lift performance. These questions not only form a baseline but also enable us to determine areas to focus on
how to really challenge the 80/20 principle.
The most compelling evidence from the following slides is:
1) The significant discrepancy between Managements view of sales performance and that of Sales People.
2) Market awareness is a weakness when it comes to predictive sales performance.
3) A larger proportion of sales people are simply not “Energised” to perform in their roles.
We see real opportunities to those sales teams who choose to address these core issues and seek to challenge the 80/20 rule to
their favour .
The content provided in this document is the property of iGenium
Pty Ltd. All rights reserved.

3. | Section 1 - Performance
Proficiency (Management View)
Sales Team Proficiency - What % of your sales people would you categorise
into the following three levels of proficiency?
50
40
30
20
10
0
Highly Capable: Proficient, requires Capable: Requires supervision and Building Capability: Requires significant
little to no supervision to get the job support to get the job done supervision and support to get the job
done done
~70% of sales people require ongoing management

4. | Section 1 - Performance
Proficiency (Individual View)

5. | Section 1 - Performance
Target Performance - (Management View)
Sales Team Target Performance - What percentage of your sales people would you categorise
into the following three levels of target performance?
45.00
40.00
35.00
30.00
25.00
20.00
15.00
10.00
5.00
.00
Consistently achieves above target Consistently achieves between 80% - 100% of Consistently performs below 80% of target
target
80% of sales people regularly achieve < their sales target

6. | Section 1 - Performance
Target Performance - (Individual View)

7. |Performance - Conclusions
Summary
1. Managers view their sales teams as significantly less capable than sales individuals
view themselves.
2. Sales managers believe that only 18% of their team perform above
target vs 85% of sales individuals who believe they perform above target
3. Sales Managers begrudgingly accept that a significant proportion (40-60%) of their sales
team wont deliver on targets and rely on high performers to make up the difference.
Opportunities
1. Large opportunity for those managers who seek to address core performance issues
within their teams.
2. Accurate score-card analysis will allow sales managers to address core
issues on sales target performance.
3. Filtering processes during recruitment will enable behavioral issues which effect
performance to be either filtered or managed through the employment life-cycle.
4. Tailored coaching interventions will enable sales managers to address specific
individual needs as opposed to a one-size fits all approach

8. |Section 2 – Market Awareness
Funnel Accuracy (Management View)
75% of Sales Manager report sales Funnel is NOT accurate

9. |Section 2 – Market Awareness
Funnel Accuracy (Individual View)
55% of sales people view their funnel as accurate

10. | Section 2 – Market Awareness
Funnel Coverage (Management View)
• 33% of Sales Managers have a funnel
coverage of <3.
• 15% Don’t know what funnel coverage
they do have.

11. |Section 2 – Market Awareness
Funnel Coverage (Individual View)
Majority of sales people believe they
have better than a 3:1 funnel
coverage

12. |Section 2 – Market Awareness
Win ratio (Management View)
22% of Sales
Managers Don’t know
their win ratio.

13. | Section 2 – Market Awareness
Win ratio (individual View)
82% of sales people
believe their win ration is
better than 3:1 or better

14. | Market Awareness Conclusions
Summary
• There is a massive discrepancy between the expectations of management
and that of their sales people.
• Quick opportunities to track success leads to quick wins.
• Many organisations don’t know these metrics.
• Lack of adoption of CRM/OMS (eg SalesForce) is a primary cause.
• Lack of measurement.
Opportunities
• Understanding why adoption does/does not occur is key to driving behavior.
• Link data visibility to key motivators & want de-motivates.
• Focus on critical few.

15. | Section 3 – Behaviour
Sales Foundations – behaviours that are important to successful sales people.
Embracing Change
Listening Sales Managers want their
Adaptability A weakness sales people to be more
A somewhat strength
competent in all Sales
Sales Resilience
A strength
Foundations
Sales Drive
An outstanding strength
Sales Confidence
0% 20% 40% 60% 80% 100%
Embracing Change
Current Listening
Adaptability Not essential
Somewhat competent
Sales Resilience
Competent
Highly Competent
Sales Drive
Sales Confidence
0% 20% 40% 60% 80% 100%
Desired

16. | Section 3 – Behaviour
Sales Cycle – Competencies that are required throughout the sales cycle.
Managing and Growing:
Satisfying the Customer:
Sales Managers want their
Closing the Sale:
sales people to be more
Presenting:
A weakness competent in all parts of the
Creating Options:
A somewhat strength Sales Cycle
A strength
Building Desire:
An outstanding strength
Making Contact:
Developing a Game…
Managing and Growing:
0% 20% 40% 60% 80%100%
Satisfying the Customer:
Closing the Sale:
Current
Not essential
Presenting:
Somewhat competent
Creating Options:
Competent
Building Desire:
Highly Competent
Making Contact:
Developing a Game Plan:
0% 20% 40% 60% 80%100%
Desired

17. | Section 3 – Behaviour
What motivates
Management Individual
Management views “recognition” as the biggest impact on
Motivation. For sales people this comes in 3rd.

18. |Section 3 – Behaviour
Energy
Individual
Management
45% of Sales People are Not Energized

19. | Section 3 – Behaviour
Effects on Energy
Management Individual
Sales people rank “Landing Deals” as by far
the most energizing part of their job

20. | Motivation and Energy Conclusion
Summary
• There is a misalignment between what managers believe motivates sales
individuals to perform and the actual reality of what drives them to perform.
• Almost Half of all sales people are NOT energized.
• Without understanding core motivation, incentive programs and commission
structures become far less effective.
• Sales people are demotivated by reporting (CRM) primary because they believe it
will impact their target and autonomy.
Opportunities
• Once key drivers / motivators are understood, performance review / incentive
programs can be tailored to drive performance.
• It is essential to understand what de-energizes individuals in order to effect
behavior and performance.
• Research demonstrates a direct positive correlation between levels of
motivation, behavior and performance.

21. | Recommendations
• Motivation drives behavior drives performance
• Current Recruitment practices are ineffective. Filter and
assess for motivation, competency and behavior at all stages
of the employment cycle.
• Undertake team analysis to determine they key drivers / de-
energizers within your sales team.
• De-motivators & de-energizers can be addressed through
tailored coaching interventions.
• Incremental shifts in energy and behavior lead to consistent
incremental shifts in performance.
• Do not engage in training until you have undertaken base-line
analysis at the individual level.

22. | Services
Out sourced selection Services
designed to improve candidate
selection.
Diagnose and evaluate sales team
energy to enable higher levels
of performance
Tailored development solutions based
on Competency & behavioral
assessment.

23. | iGenium Candidate Scorecard
1) Prioritise
behaviours &
competency
specific to the sales
role.
2) Score
candidates
through
selection
process against
priorities.
3) Rank
candidates on
weighted
competency.
4) Understand
does and
doesn’t
motivate &
energise.

24. | iGenium Team Scorecard
Diagnosis
individual
behaviour &
sales
competency
Look for
commonality
in
development
requirements.
Determine
what
motivates &
energises.
Map
performance
to behaviour
&
competency
assessment

25. | iGenium Mutual Motivation Point

26. | About the Authors
iGenium has one key vision; to enable organisations to create high performing sales teams that drive commercial success.
It is our ability to identify and develop the type of behaviour which leads to optimum performance that drives this success.
iGenium combines industry expertise with the science of motivation and performance to find and develop sales
professionals seen as leaders in their field. - Individuals who are perceived as trusted advisors with a fierce determination
to perform at the highest level. iGenium challenges industry norms by establishing the facts first. We commence each
client engagement with a discovery session which enables us to determine the current 'state of play'. Once we have
identified the core issues we can co-create solutions which hit the mark every time.
Peter has been involved in sales and marketing for over 20 years. Beginning his career as a Field Sales
Engineer, Peter spent many years selling engineered products to some of the world's largest industrial companies
such as BHP, Western Mining and Rio Tinto. After several years of field sales experience Peter was moved into
sales and product management.
Peter always had a passion for sales & technology and after 10 years of working in the engineering industry made
the transition to IT. Within (12) months Peter was appointed Sales Manager for BCA IT. After (4) years with BCA IT
Peter moved to Dell where he took on the role as National Sales Manager. In 2007, Peter joined Cisco to take over
one of Cisco's latest acquisitions, IronPort as National Sales Manager.
Peter has managed 100’s of sales people, attended thousands of sales calls, presented at numerous industry
forums and been involved in a considerable amount of sales strategy development.
Damian is passionate about helping others to realize their highest potential in the area of sales coaching and
human performance.
Drawing upon a background in behavioral psychology, he engages with individuals and teams to create long-term
sustainable change. Over the past 10 years he has advised leading financial institutions such as the Macquarie
Group and Commonwealth Bank on peak performance at both the interpersonal and organisational level. He has
developed coaching and performance models with members of the special forces and has run coaching programs
on behalf of 3 star Generals within the Australian Defence Forces.
He lectures to universities and leading business schools on executive coaching, change and performance. Damian
holds Post-Graduate Degrees in Business and Commerce and Masters Degrees in Organisational Change and
Business Leadership.