Pareto Borchure

2. © 2008 Pareto Law

3. Introduction
o
A
Asking Questions Total Sales Culture
r Our Goal
A
Ask yourself honestly. In my sales team why do only
n a Y
You have probably made some bad recruitment
d e We take our name from the visionary economist and
m s
t
the top 20% deliver the goods? What’s more, why
e s d
decisions and you have probably lost some good
e b his 80/20 principle which applies to sales as it
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d
do I put up with 80% of my team cruising through life
f a p
people for want of professional sales development.
e a applies to many other areas of business. Our goal
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and getting in the way of achieving our potential?
o e Y
You will most likely have some negative elements in
e is to help you find and develop those top 20%
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y
your company who think sales is somehow not in
n s performers and then work with you to engender a
w h
Don’t worry, it’s a problem that has been around
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their vocabulary, let alone their job description.
n culture of sales success throughout your
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for some time and made famous by the economist
d W
Working with Pareto Law means you can close the
a n organisation.
V
Vilfredo Pareto who first decreed the 80:20 law. It
s e d
door on past underperformance. From now on we
f c
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doesn’t make you a bad company but it does
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aim to develop a total sales culture starting with the
s u
s
suggest you have some questions to ask yourself
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right individuals and a commitment to developing
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about how you recruit and develop your sales teams.
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those individuals.
Our goal is to help you find and develop your
top 20% performers.
© 2008 Pareto Law

5. T
The Great Recruitment Myth
c M h
R
Reasons and Pretexts
P x E
Expensive Mistakes
M s
W
Why would you ever blame failure on hiring the
a l F
Few employers truly face up to the cost of mistakes
c o
Few employers
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wrong people when there are so many other valid
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made in recruitment. It starts with the wasted salary,
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truly face up to the cost
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reasons for poor sales performance? Budget
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the overheads, the car and training. Bad enough.
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of mistakes made in
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constraints, pricing, company branding; in short
m B
But it’s so much worse than that. What about the
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anything that means we don’t have to own up to the
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lost opportunities, the damage to your company’s
d e recruitment. It starts
m
mistake of hiring people who cant sell.
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reputation or the destruction of a long term customer
u f
r
relationship? Consider also the disruption to your
a e with the wasted salary,
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The sad truth is, recruitment is a lottery, where often
t s t
team caused by the rogue employee, bent of sowing
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decisions are made on emotional grounds and d
discord to divert attention from his or her own
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the overheads, the car
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justified with logic. So people cover up, fudge, make
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failings. and training. But it’s so
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excuses and meanwhile opportunities are being lost
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and cost is rising. T
The plain truth is; organisations often know so little
n s much worse than
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about the people they hire, they might as well flip a
h e
c
coin or stick a pin in a list of names.
i a
that.
© 2008 Pareto Law

7. Beyond the One Hour Interview
e n t v
G
Good at Interviews or Good at Selling?
o o E
Ego and Empathy
E A one-hour
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Traditional interviews tell you if you get on with H
Having placed thousands of graduate sales
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interview cannot
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someone, whether they share your tastes, whether
y y e
executives with hundreds of companies we have
d o
y
you find them genial or not. An interview will also tell
n l
learned that there are no short cuts. You need a
n possibly reveal
y
you whether the person is good at interviews. All very
n o l
large pool of talent to select the very best from. We
e
i
interesting but what they don’t tell you is: can this
e h
have learned that while there is no ‘identikit’ sales
s whether the person
p
person sell? A one-hour interview cannot possibly p
person we do know that successful ones have a
a e
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reveal whether the person has the attributes and
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balance of ego and empathy. Ego to drive to hit their
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has the attributes and
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attitude for selling. g
goals and empathy to understand the customer’s
u a attitude for selling.
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point of view.
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The clever part is understanding the techniques
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needed to tease out these attributes from a
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candidate that may have little or no direct selling
v o
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experience.
© 2008 Pareto Law

9. C
Chosen Few
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P
Proven Method The Chosen Few P
Productive From Da One day one
Day e
T
The Pareto system for assessment, selection and
a m F
From the thousands of applicants we receive
a But that’s just the start. They won’t be sent
. w
p
placement of sales staff has been highly successful
ff e m
monthly we proactively telephone interview each one
o unprepared into the fray. They will first undergo
y
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because it replaces gut feeling with proven method.
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with a knowledge bank built up since 1995 to
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some of the most intensive sales training
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We have a dedicated team trawling the market for
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identify the top 20% potential who are then invited
o w programmes in Europe. The programme they
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the best graduate talent and then we apply
n h t
to an assessment day. A combination of panel
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follow will teach them the high-level
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assessment and selection techniques that are both
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interviews, group dynamics, psychometric profiling
m s c
communications skills to ensure they are
t r
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rigorous and exhaustive. Indeed so much so that,
e e a
and the now legendary three-minute presentation is
m productive members of your team from the
f e
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for most companies it would not be economically
w a
aimed at ensuring that anyone who makes it through
a d
day they start work.
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viable to conduct the process in house. i
is right for the job, if a little exhausted by the end of
t
t
the day. O
Over the next six to twelve months the employee is
e o
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called back for further intensive training, based on
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practical experience within your company.
t u
© 2008 Pareto Law

11. Developing a Culture of Sales Success
g s
The Problem C
Completing the Mosaic
s C
Challenging Beliefs
s
S
So much of your success depends on making the
e e A
Alternatively there may be key parts missing from the W
Working with Pareto will be like working with no
e
right recruitment decisions but we also believe that
o t m
mosaic of skills that are holding them back such as
e g o
other company. We willl challenge some entrenched
n
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organisations can build a culture of sales success
d u s
selling over the phone or high level negotiation skills.
o l beliefs taking some of your people outside of their
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within their existing work force.
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comfort zone. But remember we base our claims on
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Increasingly clients are seeing the value of turning all
t proven methodologies that have worked for many
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T
This may mean retraining existing sales people to
n t t
their staff into sales people whether it is their
o leading blue chip companies.
p
o
overcome some of the negative beliefs they have
v p
primary job function or not. And this can be achieved
a
acquired over the years or grafting a sales culture on
s f b
by bespoke training programmes or a combination
o m If you would like to know more about or method and
e
t
to individuals who shun the sales function through
n o
of public courses tailored to a given training needs
e g how we can help you build success into your sales
b c
lack of understanding or motivation.
o v a
analysis. o
organisation please call 01625 255255 or email:
a 5
info@paretolaw.co.uk or visit
k t
w
www.paretolaw.co.uk
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We base our claims on proven methodologies
that have worked for many leading blue chip
companies.
T
This brochure is for information only and all business carried out by Pareto Law subject to and upon Pareto Law’s terms of business, a copy of which is available upon request.
ly u y s j a p u , c py p qu © 2008 Pareto Law

12. Pareto Law
Pareto House
Church Street
Wilmslow
Cheshire
SK9 1AX
t 01625 255 255
f 01625 255 256
e info@pareto.co.uk
w www.pareto.co.uk