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.

1. Creating a Sales Force That Can Really Sell

2. Chally’s Position in the Marketplace “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” LeonardW. Frey III, IBM, Global Business Services, Principal, Service-Line Leader, Sales Strategy and Transformation “Chally is like the GPS to Sales Success”GerhardGschwandtner, Publisher of Selling Power “Chally is the proven comprehensive source of sales position assessment and sales research” "AJ" Gandhi, Managing Director, Sales Executive Council 2

4. Data on 7,300 sales forcesCustomers identified 21 world class sales forces Benchmarked the best for processes and criteria Identified top and bottom salespeople 7 critical best practices & critical success metrics Statistically identified the 7 salesperson deliverables customers demanded “Achieve Sales Excellence” Identified 14 distinct salesperson profiles by the unique set of competencies for each Statistically identified assessment items that accurately predicted each competency in each position profile Assessed and tracked performance of over a quarter million salespeople 3

5. How The World Class Standards Have Evolved What's new in 2007: Customer driven culture is entrenched and reinforced at all levels with a significant emphasis on hiring the right people On-boarding focuses on values and “the customer experience” to set the stage for training Ongoing training requirements (at least 40 hours/year) Individual development plans are an integral part of the performance management process for each employee Sales processes are significantly more uniform across locations even in decentralized organizations Databases consolidate customer activity Sales support goes beyond cell phones, pagers, and PDA’s to include proposal and collateral templates, etc., to make follow-up more efficient 4

6. The Best Practices of World Class Sales Creating a “Customer-Driven Culture” Recruiting & Selecting (the Right Sales Talent) Training (the Right Skills) Specializing by Market Segment Implementing formal sales processes (NEW) Developing enabling information technology Customers first Sales force second Management last Integrating other “silos” (S & M & O) (NEW)

7. The Bottom Line It’s all about the sales force – Period!

8. Why Customers Choose a Supplier 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 Four categories made up the total 100% Price Quality Salesperson Effectiveness Providing a Total Solution 7

9. Percentage of the Salesperson’s Impact on Which Supplier the Customer Will Select Salesperson Effectiveness39%

10. Selection Accuracy Hiring success rates aren’t much betterthan a coin toss* Selection Method Improvement Over “Chance” Typical Interview 1% increase Personality Tests 1% increase Experience 5% increase Scorable Interview 7% increase * “International Personnel Management Association, Feb. 1999” Proven accuracy of Chally assessment 25% to 30% better than chance “Success Can Be Predicted”

12. 30% Reference and Background Checks

13. 30% Chally Assessment Results

14. 10% “Gut Feel” and Personal Chemistry“Success Can Be Predicted”

15. Identifying Predictive Skills Salespeople that consistently succeed in every situation rarely exist Sales is a profession that requires the right skills to succeed based on the position’s role and responsibilities “Success Can Be Predicted”

16. Profile Accuracy “Success Can Be Predicted”

19. Recommended if concerns addressed can be resolved

20. Not recommendedDescribes the candidate’s candor in responding to questions The Position Job Skills Sample Manager Survey Report

23. The evaluation form includes a table for rating the candidate Sample Interview Guide

25. A 20-40% increase in average sales per salesperson per year