Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
The document discusses coaching and feedback for salespeople. It emphasizes that coaching helps salespeople understand expectations while feedback reinforces or redirects behaviors. Effective feedback is specific, timely, and focuses on critical behaviors. When giving redirective feedback, managers should state facts objectively, get agreement, and help salespeople develop action plans to improve. Resistance to feedback can take various forms like denial, anger, intellectualizing or compliance, so managers must deliver feedback carefully.
The document discusses several aspects of sales including:
1) Selling has a reputation for hard selling but most sales involve tasks to support the sale rather than direct selling.
2) Sales force organization determines the type and size of sales force which impacts control and profits.
3) Recruitment finds candidates while selection chooses among candidates. Sources can be internal promotion or external hiring.
4) Training prepares new salespeople for their jobs with knowledge and skills developed through organized learning programs.
The document discusses various aspects of sales force management including prospecting, characteristics of a good prospect, methods of prospecting, recruiting and selecting sales representatives, training sales representatives, compensating sales representatives, supervising and motivating sales representatives, and evaluating sales representatives. Specifically, it outlines the steps involved in prospecting, importance of prospecting, characteristics of a good prospect, and methods of prospecting. It also describes key considerations for recruiting, selecting, training, compensating, supervising, motivating and evaluating sales representatives.
Personal characteristics and sales aptitudeamitgurus
The document discusses key criteria for selecting successful salespeople. It notes that while training is important, personal characteristics like self-confidence and a need for achievement are also critical factors. It identifies several personal characteristics, aptitudes, skills, and variables that influence sales performance, with factors like cognitive ability, general sales experience, and vocational skills accounting for significant percentages of performance variance. The document also examines the role of physical appearance and image on a salesperson's ability to make sales.
This document summarizes key aspects of compensation plans for sales forces. It discusses the purposes of compensation, different types of plans including straight salary, straight commission, and combination plans. Factors to consider in designing compensation programs are outlined, such as determining major compensation factors, implementing long and short-term programs, relating rewards to performance, and pretesting plans. Sales force expenses and benefits are also covered. The overall aim is to motivate salesperson behavior and direct their efforts towards company objectives through the appropriate compensation system.
The document discusses the five phases of an effective sales training program: 1) planning, which involves assessing training needs and setting objectives; 2) organizing the training methods and logistics; 3) staffing to determine who will conduct the training; 4) directing the training effort and cultivating a supportive culture; 5) evaluating the program through various methods to measure outcomes and improve future training. The goal is to establish an ongoing training program that improves salesforce performance through skills and knowledge development.
The document discusses research that identified five common sales profiles (The Challenger, The Lone Wolf, The Hard Worker, The Relationship Builder, The Problem Solver), and found that the top sales performers were most likely to have a "Challenger" profile. It describes the Challenger profile as assertive, offering customers insights to think outside their norms and highlight problems. The document provides three techniques to help reps adopt more of a Challenger approach: teaching for differentiation, tailoring the message, and controlling the conversation. It suggests using social media and collaboration to implement these techniques.
Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
The document discusses coaching and feedback for salespeople. It emphasizes that coaching helps salespeople understand expectations while feedback reinforces or redirects behaviors. Effective feedback is specific, timely, and focuses on critical behaviors. When giving redirective feedback, managers should state facts objectively, get agreement, and help salespeople develop action plans to improve. Resistance to feedback can take various forms like denial, anger, intellectualizing or compliance, so managers must deliver feedback carefully.
The document discusses several aspects of sales including:
1) Selling has a reputation for hard selling but most sales involve tasks to support the sale rather than direct selling.
2) Sales force organization determines the type and size of sales force which impacts control and profits.
3) Recruitment finds candidates while selection chooses among candidates. Sources can be internal promotion or external hiring.
4) Training prepares new salespeople for their jobs with knowledge and skills developed through organized learning programs.
The document discusses various aspects of sales force management including prospecting, characteristics of a good prospect, methods of prospecting, recruiting and selecting sales representatives, training sales representatives, compensating sales representatives, supervising and motivating sales representatives, and evaluating sales representatives. Specifically, it outlines the steps involved in prospecting, importance of prospecting, characteristics of a good prospect, and methods of prospecting. It also describes key considerations for recruiting, selecting, training, compensating, supervising, motivating and evaluating sales representatives.
Personal characteristics and sales aptitudeamitgurus
The document discusses key criteria for selecting successful salespeople. It notes that while training is important, personal characteristics like self-confidence and a need for achievement are also critical factors. It identifies several personal characteristics, aptitudes, skills, and variables that influence sales performance, with factors like cognitive ability, general sales experience, and vocational skills accounting for significant percentages of performance variance. The document also examines the role of physical appearance and image on a salesperson's ability to make sales.
This document summarizes key aspects of compensation plans for sales forces. It discusses the purposes of compensation, different types of plans including straight salary, straight commission, and combination plans. Factors to consider in designing compensation programs are outlined, such as determining major compensation factors, implementing long and short-term programs, relating rewards to performance, and pretesting plans. Sales force expenses and benefits are also covered. The overall aim is to motivate salesperson behavior and direct their efforts towards company objectives through the appropriate compensation system.
The document discusses the five phases of an effective sales training program: 1) planning, which involves assessing training needs and setting objectives; 2) organizing the training methods and logistics; 3) staffing to determine who will conduct the training; 4) directing the training effort and cultivating a supportive culture; 5) evaluating the program through various methods to measure outcomes and improve future training. The goal is to establish an ongoing training program that improves salesforce performance through skills and knowledge development.
The document discusses research that identified five common sales profiles (The Challenger, The Lone Wolf, The Hard Worker, The Relationship Builder, The Problem Solver), and found that the top sales performers were most likely to have a "Challenger" profile. It describes the Challenger profile as assertive, offering customers insights to think outside their norms and highlight problems. The document provides three techniques to help reps adopt more of a Challenger approach: teaching for differentiation, tailoring the message, and controlling the conversation. It suggests using social media and collaboration to implement these techniques.
The document discusses the market-driven sales organization, including the types of markets and sales jobs, factors influencing organizational design and structure, and various organizational structures like line, functional, geographic, customer, and team-based structures. It also covers coordination and technology's role in improving customer service and international coordination.
This document discusses ways to motivate a sales team for improved performance. It recommends communicating regularly with the team to understand what drives them. Managers should set goals with team members and recognize accomplishments to keep them motivated. Effective motivation techniques include having sellers set their own targets, protecting selling time, rewarding deals, separating managers from selling, and incentive plans that encourage desired behaviors. Frequent, candid feedback is important to address underperformance and boost morale overall. The results of these efforts should be a better work environment, motivated team, and increased productivity and profitability for the company.
The document discusses the importance of selecting, placing, and socializing salespeople. It covers the purposes of selection and placement in improving productivity and reducing costs. The selection process involves gathering information from applications, interviews, tests, and references to identify the best candidates. Properly socializing new hires helps increase performance, reduce turnover, and impart a positive image of the company.
Motivation and Compensation of Sales PeopleKaushik Maitra
The document discusses different types of compensation plans for motivating salespeople, including straight salary plans, straight commission plans, and combination plans. Straight salary plans provide secure income but lack financial incentives for performance. Straight commission plans strongly incentivize performance but may lack focus on customer relationships. Combination plans combine elements to reward performance while providing some security. The optimal plan depends on the sales role and company's objectives.
This document discusses the transition from a sales executive to a sales manager and the responsibilities of a sales manager. As a manager, one is responsible for getting work done through a team rather than being individually responsible. Key responsibilities include achieving sales objectives, building a winning team, implementing strategy, motivating team members, and providing guidance through field work and demonstrations. Successful management requires skills in planning, organizing, monitoring, and correcting while developing conceptual, human, and technical abilities. Motivating the team, understanding individuals, and building effective teamwork are essential to winning as a sales manager.
The document discusses the key components of an effective sales training program, including developing sales knowledge, learning persuasive communication skills, mastering the selling process, and using technology to enhance customer service and sales productivity. It emphasizes that training salespeople on operational procedures and behavioral skills can make a significant difference in their success. The selling process is described as involving defined steps like prospecting, preapproaching clients, presenting, handling objections, and closing the sale.
This document provides tips for motivating sales staff. It discusses using commissions, contests, bonuses and other incentives to inspire sales teams. It recommends identifying what specifically excites individual team members, such as cash, gifts or job satisfaction. Motivating tactics mentioned include making commissions a driving force, building winning teams through collaboration, adding peer pressure through public metrics, getting company-wide buy-in for sales, and keeping motivation frequent and tied to daily goals.
The document discusses various aspects of sales force management including:
- The average first year costs of a salesperson in the US is $66,200.
- Recruiting sales personnel involves job analysis, descriptions, qualifications and researching factors like personality.
- Training salespeople is important and can last from weeks to over a year, covering products, customers, selling process.
- Selecting salespeople involves screening interviews, testing, evaluating success on the job, and modifying selection criteria.
The document discusses leadership in sales management. It defines leadership as influencing others toward goals and distinguishes it from management. An effective sales manager must understand their power and choose leadership behaviors based on the salesperson, sales group, and situation. The manager's personality, experience, and activities like supervision, coaching and counseling impact their leadership style and the salesperson's performance. The document provides models and guidelines for sales managers to evaluate situations and select the best leadership approach.
This chapter discusses motivating salespeople towards high performance. It covers understanding motivation and developing a high-performance sales culture. It also discusses knowing salespeople's basic needs, realizing they want to know what's in it for them, and using a motivational system that includes incentives. Personalized motivational coaching is needed for high performance results.
The document discusses managing a sales force and outlines key tasks:
1. Designing sales force strategy including structure, size, territories, and products.
2. Recruiting and selecting salespeople through various procedures and evaluating their aptitude, skills, and traits.
3. Training salespeople on products, competitors, customers, presentations, and responsibilities.
4. Compensating salespeople through salary, benefits, bonuses, and commissions.
5. Supervising and motivating salespeople through goals, incentives, and organizational climate.
Motivation, Compensation, Leadership, and Evaluation of Salespeople - Chapter 17 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
This chapter discusses the social, ethical, and legal responsibilities of sales personnel and management. It covers management's responsibilities to stakeholders, ethical behavior and dilemmas, and regulations regarding fair treatment of employees, customers, and other businesses. The chapter also explores how organizations can promote ethical practices through codes of conduct, oversight committees, and other structures to investigate issues and encourage ethical behavior.
This document outlines a training program for first line sales managers. The training covers key responsibilities and skills needed for first line managers, including translating corporate strategy to sales teams, organizing and directing salespeople, and supporting and developing talent. It discusses the differences in roles between first, second, and third line managers. The training aims to help first line managers better understand their management and leadership roles to improve performance.
This document discusses motivating sales forces at different career stages. It covers motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also discusses how motivation impacts sales force productivity and the different factors that influence it. It analyzes motivating different personality types within the sales force. Finally, it examines motivating salespeople at different career stages from exploration to disengagement and the challenges associated with each stage.
This document discusses the importance of planning for sales management. It states that planning involves determining goals, current status, timelines, and actions needed to reach targets. As a planner, the sales manager must consider the organization's needs like products, sales targets, budgets and the customer's needs like target markets, decision makers, and timelines. The sales manager will then plan the sales organization structure, recruitment and training of sales executives, their compensation plans, and use of sales force automation to track key metrics. Overall, the document emphasizes that planning is critical for sales management to offset uncertainties and have a clear path to achieve objectives.
This document discusses sales force management. It covers topics like sales force organization, recruitment, selection, training, supervision, motivation, evaluation, compensation. Specifically, it notes that sales force organization involves allocating resources to meet sales goals. It also discusses the various steps in recruitment and selection of salespeople, as well as different training methods like classroom, online, and on-the-job training. The document emphasizes that motivation of salespeople is important to get them to work harder and achieve rewards. It outlines financial incentives like salary and commissions, as well as non-financial incentives like promotion and recognition.
Selling effective techniques that work!Tania Aslam
The document discusses various topics related to successful sales, including defining sales and closure, establishing a win-win situation, understanding the sales cycle process with its different stages, conducting effective first meetings with prospects, creating strong presentations, and using closing statements. The sales cycle involves prospecting, interviewing, presenting, and closing the sale. Key steps in meetings include listening to understand prospects' needs and verifying information to develop customized solutions. Presentations should address prospects' objectives based on verified insights. Closing involves confidently asking for the sale based on the work laid out.
Performance appraisals are used to evaluate salespeople and are important for compensation, development, feedback, goal-setting, and other purposes. They involve evaluating salespeople periodically based on quantitative metrics like sales volume as well as qualitative criteria. The evaluations are most accurate when an immediate supervisor does them, criteria are appropriate, forms gather relevant information, and potential biases are mitigated. It is important to evaluate the entire performance appraisal system to ensure it meets the goals of both the company and salesforce.
SPI Insight: Selecting and Developing Sales Talent with Employee AssessmentsDario Priolo
This eBook covers:
How to determine if your existing talent is capable of executing future growth
Essential features of effective sales hiring assessments
Why personality assessments alone are inadequate
How to identify who you should choose as your next sales manager
The document discusses the market-driven sales organization, including the types of markets and sales jobs, factors influencing organizational design and structure, and various organizational structures like line, functional, geographic, customer, and team-based structures. It also covers coordination and technology's role in improving customer service and international coordination.
This document discusses ways to motivate a sales team for improved performance. It recommends communicating regularly with the team to understand what drives them. Managers should set goals with team members and recognize accomplishments to keep them motivated. Effective motivation techniques include having sellers set their own targets, protecting selling time, rewarding deals, separating managers from selling, and incentive plans that encourage desired behaviors. Frequent, candid feedback is important to address underperformance and boost morale overall. The results of these efforts should be a better work environment, motivated team, and increased productivity and profitability for the company.
The document discusses the importance of selecting, placing, and socializing salespeople. It covers the purposes of selection and placement in improving productivity and reducing costs. The selection process involves gathering information from applications, interviews, tests, and references to identify the best candidates. Properly socializing new hires helps increase performance, reduce turnover, and impart a positive image of the company.
Motivation and Compensation of Sales PeopleKaushik Maitra
The document discusses different types of compensation plans for motivating salespeople, including straight salary plans, straight commission plans, and combination plans. Straight salary plans provide secure income but lack financial incentives for performance. Straight commission plans strongly incentivize performance but may lack focus on customer relationships. Combination plans combine elements to reward performance while providing some security. The optimal plan depends on the sales role and company's objectives.
This document discusses the transition from a sales executive to a sales manager and the responsibilities of a sales manager. As a manager, one is responsible for getting work done through a team rather than being individually responsible. Key responsibilities include achieving sales objectives, building a winning team, implementing strategy, motivating team members, and providing guidance through field work and demonstrations. Successful management requires skills in planning, organizing, monitoring, and correcting while developing conceptual, human, and technical abilities. Motivating the team, understanding individuals, and building effective teamwork are essential to winning as a sales manager.
The document discusses the key components of an effective sales training program, including developing sales knowledge, learning persuasive communication skills, mastering the selling process, and using technology to enhance customer service and sales productivity. It emphasizes that training salespeople on operational procedures and behavioral skills can make a significant difference in their success. The selling process is described as involving defined steps like prospecting, preapproaching clients, presenting, handling objections, and closing the sale.
This document provides tips for motivating sales staff. It discusses using commissions, contests, bonuses and other incentives to inspire sales teams. It recommends identifying what specifically excites individual team members, such as cash, gifts or job satisfaction. Motivating tactics mentioned include making commissions a driving force, building winning teams through collaboration, adding peer pressure through public metrics, getting company-wide buy-in for sales, and keeping motivation frequent and tied to daily goals.
The document discusses various aspects of sales force management including:
- The average first year costs of a salesperson in the US is $66,200.
- Recruiting sales personnel involves job analysis, descriptions, qualifications and researching factors like personality.
- Training salespeople is important and can last from weeks to over a year, covering products, customers, selling process.
- Selecting salespeople involves screening interviews, testing, evaluating success on the job, and modifying selection criteria.
The document discusses leadership in sales management. It defines leadership as influencing others toward goals and distinguishes it from management. An effective sales manager must understand their power and choose leadership behaviors based on the salesperson, sales group, and situation. The manager's personality, experience, and activities like supervision, coaching and counseling impact their leadership style and the salesperson's performance. The document provides models and guidelines for sales managers to evaluate situations and select the best leadership approach.
This chapter discusses motivating salespeople towards high performance. It covers understanding motivation and developing a high-performance sales culture. It also discusses knowing salespeople's basic needs, realizing they want to know what's in it for them, and using a motivational system that includes incentives. Personalized motivational coaching is needed for high performance results.
The document discusses managing a sales force and outlines key tasks:
1. Designing sales force strategy including structure, size, territories, and products.
2. Recruiting and selecting salespeople through various procedures and evaluating their aptitude, skills, and traits.
3. Training salespeople on products, competitors, customers, presentations, and responsibilities.
4. Compensating salespeople through salary, benefits, bonuses, and commissions.
5. Supervising and motivating salespeople through goals, incentives, and organizational climate.
Motivation, Compensation, Leadership, and Evaluation of Salespeople - Chapter 17 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
This chapter discusses the social, ethical, and legal responsibilities of sales personnel and management. It covers management's responsibilities to stakeholders, ethical behavior and dilemmas, and regulations regarding fair treatment of employees, customers, and other businesses. The chapter also explores how organizations can promote ethical practices through codes of conduct, oversight committees, and other structures to investigate issues and encourage ethical behavior.
This document outlines a training program for first line sales managers. The training covers key responsibilities and skills needed for first line managers, including translating corporate strategy to sales teams, organizing and directing salespeople, and supporting and developing talent. It discusses the differences in roles between first, second, and third line managers. The training aims to help first line managers better understand their management and leadership roles to improve performance.
This document discusses motivating sales forces at different career stages. It covers motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also discusses how motivation impacts sales force productivity and the different factors that influence it. It analyzes motivating different personality types within the sales force. Finally, it examines motivating salespeople at different career stages from exploration to disengagement and the challenges associated with each stage.
This document discusses the importance of planning for sales management. It states that planning involves determining goals, current status, timelines, and actions needed to reach targets. As a planner, the sales manager must consider the organization's needs like products, sales targets, budgets and the customer's needs like target markets, decision makers, and timelines. The sales manager will then plan the sales organization structure, recruitment and training of sales executives, their compensation plans, and use of sales force automation to track key metrics. Overall, the document emphasizes that planning is critical for sales management to offset uncertainties and have a clear path to achieve objectives.
This document discusses sales force management. It covers topics like sales force organization, recruitment, selection, training, supervision, motivation, evaluation, compensation. Specifically, it notes that sales force organization involves allocating resources to meet sales goals. It also discusses the various steps in recruitment and selection of salespeople, as well as different training methods like classroom, online, and on-the-job training. The document emphasizes that motivation of salespeople is important to get them to work harder and achieve rewards. It outlines financial incentives like salary and commissions, as well as non-financial incentives like promotion and recognition.
Selling effective techniques that work!Tania Aslam
The document discusses various topics related to successful sales, including defining sales and closure, establishing a win-win situation, understanding the sales cycle process with its different stages, conducting effective first meetings with prospects, creating strong presentations, and using closing statements. The sales cycle involves prospecting, interviewing, presenting, and closing the sale. Key steps in meetings include listening to understand prospects' needs and verifying information to develop customized solutions. Presentations should address prospects' objectives based on verified insights. Closing involves confidently asking for the sale based on the work laid out.
Performance appraisals are used to evaluate salespeople and are important for compensation, development, feedback, goal-setting, and other purposes. They involve evaluating salespeople periodically based on quantitative metrics like sales volume as well as qualitative criteria. The evaluations are most accurate when an immediate supervisor does them, criteria are appropriate, forms gather relevant information, and potential biases are mitigated. It is important to evaluate the entire performance appraisal system to ensure it meets the goals of both the company and salesforce.
SPI Insight: Selecting and Developing Sales Talent with Employee AssessmentsDario Priolo
This eBook covers:
How to determine if your existing talent is capable of executing future growth
Essential features of effective sales hiring assessments
Why personality assessments alone are inadequate
How to identify who you should choose as your next sales manager
IN THIS SUMMARY
Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers, Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback.
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http://www.bizsum.com/summaries/turbulent-times-leadership-sales-managers
The document describes a self-assessment tool called "The Wheel of Leading Sales Teams" which evaluates sales leaders across 9 key areas. It provides the assessment criteria for each area and asks the sales leader to rate their competency on a scale from 0 to 10 for each. Once completed, it prompts the sales leader to identify which areas need most improvement and whether their team would agree with their assessment. The goal is for sales leaders to evaluate their strengths and weaknesses across the 9 critical areas of leading a sales team.
The document discusses sales force management. It covers several topics in 3 sentences or less each: introduction to sales and its reputation; types of sales organizations and sizes; objectives of a sales force like prospecting and selling; strategies for reps to work with customers; common structures like territorial and product based; determining size based on workload and call frequency; recruitment, selection, training, supervision, motivation, evaluation, and compensation of sales forces.
How to Build High-Performance Sales Teams and specifically, how the PXT Select Assessment solution can help you select and develop great sales people to drive organizational results.
Presentatie van GVS², bedrijf uit België gespecialiseerd in Sales development , die de prestaties van het management en verkoopteams aanzienlijk doen verbeteren door : " Evaluate your people, Strategies, Systems en Processes"
How to Achieve a Culture of High Performance Sellingdreamforce2006
The document discusses characteristics of high performing sales forces and strategies for achieving a culture of high performance selling. It provides an overview of a global sales and pipeline management transformation program implemented by Aon to increase client acquisition and penetration across its business units using a single platform. Key lessons learned included gaining executive sponsorship, clearly defining the program scope, and using initial quick wins to build momentum for further deployments.
A successful and established coaching culture is integral to employee development, employee engagement and positive business results. Therefore, developing managers who provide their employees with differentiated coaching experiences are critical to your company’s success. In this session, you will learn how to effectively build and maintain a strong coaching culture, as well as how to measure your coaching program’s success.
This PDF is about the techniques about how a person can develop his or her career in sales profession.
Tags: Sales; Career; Sales Career; Product; Marketing; Success; Successful
This document discusses coaching salespeople to improve their performance. It outlines that most sales training focuses on product knowledge rather than improving what salespeople say and do with customers. One of the most rewarding aspects of being a sales manager is helping salespeople achieve their goals through strong coaching and skill development. The document then discusses using a cycle of performance improvement and adaptive process steps to develop skills and provide behavior-based feedback to sales teams. At the completion, participants will be able to apply these coaching techniques to improve their sales team's performance.
SG Partners OMG Discussion Paper Nov 2016Roland Weber
This document discusses evaluating a sales team's performance and capabilities. It notes that surveys show most potential clients are already 65% through their decision-making process before engaging with salespeople. As such, salespeople need to provide value for the remaining 35%. However, the document questions whether salespeople are truly focused on client value or just building relationships. It suggests salespeople may not be following proper sales processes, engaging with the right clients, or leaving money on the table. Assessing salespeople against a competency framework could provide insights into weaknesses limiting their effectiveness. Evaluating both teams and individuals can help identify development needs and determine which staff may not be suited for sales roles. The document promotes a sales assessment tool that provides customized,
This document introduces a suite of behavioral assessment and analytic tools that can help executives, managers, and business owners grow their business and improve performance. The tools provide insights into individual behaviors, communication styles, and motivations. They are administered online and include assessment reports, measurement results unique to the individual and business, and coaching to recap the results. The suite includes assessments of communication style, personal interests/values, sales-specific skills and styles, team behaviors, job fit benchmarking, and 360-degree feedback surveys. The goal is to improve communication, build sales, and increase the bottom line through understanding behaviors and customizing action plans.
This document introduces a suite of behavioral assessment and analytic tools that can help executives, managers, and business owners grow their business and improve performance. The tools provide insights into individual behaviors, communication styles, and motivations. They are administered online and include assessment reports, measurement results unique to the individual and business, and coaching to recap the results. The suite includes assessments of communication style, personal interests/values, sales-specific skills and styles, team behaviors, job fit benchmarking, and 360-degree feedback surveys. The goal is to improve communication, build sales, and increase the bottom line through understanding behaviors and customizing action plans.
The document discusses the role of learning and development (L&D) professionals in sales enablement. It defines sales enablement as coordinating across functions like sales, marketing, and product development to provide resources and information to help the sales team generate revenue. For L&D professionals to truly support sales enablement, they must break down silos by facilitating collaboration across functions, and focus on improving sales performance rather than just training programs. By adopting this approach, organizations can increase sales productivity, speed time to productivity for new hires, and positively impact the customer experience.
Profiles International is a global company that has been providing assessment tools to help businesses build high-performance workforces since 1991. They focus on addressing "people challenges" by helping companies select the right candidates, make managers more effective, accelerate employee productivity, and retain top performers. Their Sales Placement Report uses the Profile XT-Sales assessment to measure candidates' thinking styles, behavioral traits, and occupational interests to provide a holistic view of their suitability for sales roles and suggest ways to improve performance.
2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recr...Steve Lowisz
This document summarizes a presentation on how talent acquisition professionals can build credibility with hiring managers. It discusses moving from being viewed as an "expense center" to a "profit center" by focusing on quality of hire rather than just filling seats. It recommends recruiters lead the job ordering and candidate selection process, communicate proactively, and focus on metrics that drive business results like quality of hire and productivity rather than just time-to-fill. It also provides examples of competencies and steps recruiters can take to align their strategy with organizational objectives.
Products and Services Business Coachingbrentalistair
The document describes business coaching products and services offered by Mars Venus Coaching, including one-on-one coaching, group programs, seminars, and workshops. The flagship program is one-on-one coaching available weekly or bi-weekly that can be customized. Seminars cover topics like marketing, sales conversion, increasing customer purchase frequency and transaction value, and improving profit margins. A 13-week group program called Foundations to Business Success addresses the 5 Fundamental Principles of Business Success over its sessions.
MSA is a consulting firm that helps companies grow through various services including business consulting, professional development, and resource management. They utilize diagnostic tools like Sales Intelligence assessments and in-market analysis to identify strengths, weaknesses, opportunities for improvement, and development needs. Their process involves strategic meetings, assessments, gap analysis, and customized training and coaching plans to drive business impact through sales transformation.
4. Driving to Better Sales: Four Key Components Three Sales Skills Mastery One Actual Sales Performance Four Coaching for Sustained Excellence Two Matching People To Work Start Here MAXIMIZED SALES RESULTS
5. Driving to Better Sales Requires a Dashboard Dashboards provide critical information for a successful “drive.”
6. Three Elements Provide Coaching Direction Sales Performance Dashboard The Sales Performance Dashboard provides a summary of: A. Individual Sales Skills Level B. How individual personality matches the behavioral requirements of the job. C. Individual sales results (here shown in Units & Margin). This summary provides a ready reference for performance coaching purposes. Person Sales Skills Level Matching People to Work Actual Sales Open Investigate Present Confirm Position Volume Margin
7. Driving to Better Sales 1. Actual Sales Performance We Start with Actual Sales Performance because: A. This is our ultimate metric and establishing individual performance results is the foundation for all that follows. B. We validate our behavioral target with actual individual performance results. C. Individual performance results are the basis for performance coaching. For the purposes of this example we have two measures: i. Sales Volume ii. Profit Margin We also have three levels of performance, High/Mid/Low.
8. Actual Sales Performance Placed in the Dashboard Our Team Has Three Distinct Performance Levels Our three people are: A. “Top Performer” achieves stretch goals for BOTH Volume & Margin. B. “Muscle Closer” hits Volume goals but Margin could be better. C. “Question Mark” underperforms in both areas. Name Sales Skills Level Matching People to Work Sales Open Investigate Present Confirm Position Volume Margin Top Performer High High Muscle Closer High Mid Question Mark Low Low
9. Driving to Better Sales: 2. Matching People to Work The Matching People to Work process includes: A. Establishing a behavioral target for the “ideal” performer in the sales job. B. Validating our behavioral target with actual individual performance results. C. Identifying individuals’ behavior patterns with a personality assessment. D. Comparing the individual to the target. The Predictive Index ® system provides a proven process for matching people to work.
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12. Matching People to Work Placed in the Dashboard We include both the PI & the PRO Understanding a person’s motivational drives compared to the target can identify opportunities for coaching, as well as identify the best way to coach them. Name Sales Skill Level PI PRO Sales Open Investigate Present Confirm Position Units Margin Top Performer High High Muscle Closer High Mid Question Mark Low Low
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14. Sales Skill Mastery Placed in the Dashboard With all these pieces in place we can now “drive to better sales” by following the information in the dashboard to develop coaching plans for each individual. * Each Phase can be scored from 0 to 5. The Skill Assessment is the Final Piece of the Dashboard Name Sales Skill Assessment Tool Results* PI PRO Sales Open Investigate Present Confirm Position Total Units Margin Top Performer 5 3 3 5 5 84% High High Muscle Closer 1 1 3 5 3 56% High Mid Question Mark 4 2 5 4 1 64% Low Low
15. Skill Sales LEVERAGE (Remove Obstacles) Skill Sales KNOWLEDGE (Skills Development) Skill Sales EXECUTION (Knowing-Doing Gap) Skill Sales MUSCLE (Identifies Strength) Driving to Better Sales: 4. Coaching Sustained Excellence An initial coaching approach can be identified by analyzing the overall Sales Skill score with a summary of their current sales performance. In the following pages we then take this to the one-on-one level based on the individual’s PI.
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19. Driving to Better Sales: Build a Dashboard to Guide Results Three Sales Skills Mastery One Actual Sales Performance Four Coaching for Sustained Excellence Two Matching People To Work Start Here MAXIMIZED SALES RESULTS