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Ähnlich wie Core Value Propositions July 2011 V4(Lm) (4)
Ähnlich wie Core Value Propositions July 2011 V4(Lm) (4) (20)
Core Value Propositions July 2011 V4(Lm) (4)
- 1. SalesAssessment.com We work with forward thinking individuals and organisations..... Presented by : Larry Morris V1.1
- 2. With a unique offering Complete on-line sales assessment Role Specific Assessment for sales ‘Externally benchmarked’ sales test Proven ‘predictive accuracy’ Works for hiring, development, promotion Delivers fully objective results for 1 or many Shown to deliver significant business growth V1.1
- 4. Market Challenges Changing market Declining or Flattening revenues Competition Winning & maintaining key accounts Right people to drive change?? V1.1
- 5. To address current challenges Data extracted from Sales Performance Optimization: 2010 KEY Trends Analysis (DowJones ) % Sales People Achieving Targets
- 6. At an ‘interesting’ time for business V1.1
- 7. Delivering the critical missing factor Growth Process Structure Talent V1.1
- 8. Impact on Sales Teams Changing markets Changing customer expectations Declining revenues Fighting for market share Competition Buyer in control Key Account challenges Focus on delivering Value Mix of capabilities Targeted development V1.1
- 9. Why & Why Now? Maximize sales revenue – 67%* more revenue per head Optimise sales organisation – return & profitability Drive sustainable sales change • What makes this possible..... New Thinking and New Tools *McKinsey ‘War for Talent 2000’ V1.1
- 10. On-line Sales Talent Assessment High Five AssessmentCriteria High Five Assessment Criteria Skill Behaviour Outside World High Achievers Motivation Critical Reasoning Role Based Benchmarked Cultural Fit Key Account Manager Solution Selling Account Manager …Plus 12 others V1.1
- 11. Competencies Measured Sales Manager • Behaviour (Comfort) • Skills (Capability) Leadership Communicating & Working with Planning & Organizing People Persuasive Delivering & Innovating Problem Solving & Analysis Understanding & Managing in Oral Communications Business Commercial Awareness Benefit Realization Action Orientation Organization & People Change Interpersonal Sensitivity Business Planning & Strategy Resilience Managing the Customer • Critical Reasoning (Ability) Engagement Process Numerical Critical Reasoning Verbal Critical Reasoning Solution Selling Account Manager • Behaviour (Comfort) • Skills (Capability) • Behaviour (Comfort) Sales Confidence Communicating & Working with Sales Confidence • Critical Reasoning (Ability) Sales Drive People Adaptability Numerical Critical Reasoning Listening Delivering & Innovating Listening Verbal Critical Reasoning Making Contact Understanding & Managing in Developing a Game Plan Building Desire Business Making Contact • Skills (Capability) Creating Options Proposition Development Building Desire Core Business skills Presenting Relationship Management Creating Options Engaging the customer Closing the Sale Customer Engagement Satisfying the customer Determining customer needs • Critical Reasoning (Ability) Benefit Realization Managing and Growing Developing the Proposition Numerical Critical Reasoning Work Mode Evidencing the Benefits Verbal Critical Reasoning Negotiating and Closing V1.1
- 12. The Sales Talent Performance Matrix HIGH Low Skills High Skills , High Behaviour = High Behaviour = R O High Potential High Performer L E F I Low Skills High Skills T Low Behaviour = Low Behaviour = High Risk High Investment LOW HIGH V1.1 SKILLS
- 13. The Sales Talent Development Matrix HIGH 1 month Focus on Retention Focus on Development High Performer 1 month B E H A 1 year V I O U R Focus on Redeployment Focus on Coaching LOW HIGH V1.1 SKILLS
- 14. The Management Overview Report Critical Reasoning out of Range Not Comfortable Key Skills out of Range V1.1
- 15. The Management Information Report Out of Range Critical Reasoning Out of Range Skills In Range Behaviour V1.1
- 16. The Management Information Report In Range Critical Reasoning Out of Range Skills In Range Behaviour V1.1
- 17. The Management Information Report High Achiever Benchmark Critical Reasoning Benchmark Skills In Range Behaviour V1.1
- 18. The Skills Development Report V1.1
- 19. The Management Information Report V1.1
- 21. The Management Information Report V1.1
- 23. Real World Value What some of our customers are saying about Sales Talent Assessment: # “Sales Talent Assessment is a very comprehensive tool that plays an important part in the way we hire and develop our customer-facing people.” Tracy Glende, President - Aerospace, Defense & Energy, Bodycote Plc. # “We now use Sales Talent Assessment throughout QlikTech Europe for development, to ensure our budget is spent on the areas that generate most return...” Anna Kjellberg, – VP Global HR & People Development, QlikTech. V1.1
- 24. Real World Accuracy # “The Sales Talent Assessment reports have enabled the management team to address the developmental needs of each member of the team individually and assist them in maximizing their sales potential.” Karen Botma, National Sales Manager, OmniMed, South Africa # Case Studies available Only very high cost and complex assessment centres exceed the predictive accuracy of Sales Talent Assessment. Validated by SHL 2007 V1.1
- 25. Solution to the Challenges Changing market Declining Revenues Competition Winning and maintaining key accounts Right People in the Right Roles Right Skills Right Behaviours to Drive Sustainable Change V1.1
Hinweis der Redaktion
- Start by setting out our position. We work with forward thinking individuals and organisations that are looking for a new approach and we use our innovative analysis and diagnostics tools to show them +.....How to ... (build up to footnote panel)
- Our credentials to do this:Complete: Fully holistic assessment and simple by being online.Pure sales focus and varied dependent on the sales role to be performed.Externally benchmarked (not just the best within the company) against the optimal performance range in the role.Assesses elements that provide accurate prediction of success in the role.Applicable whether recruiting, developing or assessing for promotion.Objective and for large or small teams.Growing list of major clients, corporate and global and other smaller organisations – who all want the same thing – a more effective sales operation with sustainable growth.
- Originally based on work with a number of large corporate clients and sales projects, the tools were 6+ years in development and research with the business as SalesAssessment.com formally launched in April 2008 and the first role assessment released November 2008.Although still a young company, here is a selection of some of our clients – global, large corporate, and smaller – what you will note is how different the industries are; it doesn’t matter what a company sells, it’s having the right talent in the right roles, aligned to the right sales processes for those roles that is key. Or where in the world. This represents a selection of Global clients: e.g DKSH - Thailand; Bayer - Vietnam; Bodycote – Global (mostly in US); Merck – Russia; OmniMed – South Africa, etc, etc.
- Representative of many companies today. These are the challenges we are working to address.Whole market environment is changing. Buyers are changing and expecting more. Selling must adapt to the new markets.Question is: are the right people in place to make this happen?
- The challenges are confirmed by many market commentators. This comes from Dow Jones in 2010. They confirm these are the priority objectives – yet also point out fewer and fewer sales people are making target.
- They go on to show the extent that the Rate of Change in the marketplace is increasing. That same Dow Jones Customer Insights Survey also highlights the impact on Revenue Generators as a result of rapidly changing customer expectations and their rapidly changing Markets (survey in existence since mid 90’s).Sales teams must be equipped to cope.
- So how can companies respond? How have they responded?In looking for growth, historically, organisations have focused on Process – improving the way they address their markets and interact with their customers;and Structure – the way they are set up to relate with different customer market segments.But companies have had limited success in gaining any real in-depth level of understanding of their Sales Talent. Diagnosing the common threads in the achievers and developing the potential in the right people.This missing link in the chain has held back Growth.
- + + +Each of these market elements has an impact on the sales team and highlights the + need to maximise talent by targeting the right development to the right people.Jim Collins in his book “Good to Great” found that vision and strategy aren't the top priorities of leaders of truly great companies. Rather, those leaders "first got the right people on the bus, the wrong people off the bus, and the right people in the right seats -- and then they figured out where to drive it."
- The whole ‘War for Talent’ problem has been well understood since 2000, certainly among more sales aware companies and the financial implications are huge – according to McKinsey, high achievers produce up to 67% more revenue.But the issue is time and difficulty in deciding who to work with and what areas to develop. “We’d love to do something about all this but it is just too difficult.”+At a critical time for business, new thinking and new tools to enable organisations to fully diagnose and understand the sales talent challenge have arrived at exactly the right time. Sales Talent Audit!
- The day-to-day talent management tasks of identifying, hiring, developing and retaining the right people in order to maximize performance in each role is a complex, daunting task – particularly in sales.Uncovering the right types of assessments to be used, and understanding what to do with the output of those assessments is the next piece of the puzzle.The Sales Talent Assessment model covers the High Five: the five key factors which determine high-performance in a sales role + – Skills and Behaviour are factors which are independent of product, organization and market while being responsive to coaching and development.Motivation and Critical Reasoning make a major contribution to an individuals performance and ability to undertake a particular role, but they are not subject to influence in the same way.While Cultural Fit is realistically best assessed as part of an interview process.+Since not all sales roles are the same it is of paramount importance to assess people according to the exact mix of skills, behaviours and competencies appropriate to any specific sales role.+ An effective assessment tool not only compares sales talent with their peers in an organization or even across an industry, but against an objective global benchmark. What is the best there could be? This is the path to identifying the true High-Performers.(also explained in full in our Sales Talent Performance matrix white paper)
- Now move to some detail to emphasise role differences: + + +Outline variations between Sales Manager, Solution Selling and Account Manager, + +then Behaviours and then Skills for each role.
- Assuming a level playing field in terms of motivators (the organization is applying the appropriate ones), critical reasoning (the individual has the requisite ability) and cultural fit (the organization and employee have similar values and have sharedindustry knowledge), behaviour and skills are the two variables which affect an individual’s performance in a role and over which an organization can exert most influence.High role fit is the key to high performance. Illustrate implications of each quadrant!
- Following assessment, we have a picture of where sales teams are and development implications can be explored!+ Above the line hire or develop to retain. Green or Yellow are folk where investment return is sound. Red or Orange contains more risk.+ Notice that moving somebody from Orange to Green has major implications as, whilst the sales person may have the required skills, if they are uncomfortable deploying them, they probably won’t – and changing behavioural comfort is a very slow job requiring a lot of expensive coaching over a lengthy period of time; and costing a lot of money (in both hard cost of coaching, but even more in terms of lost opportunity costs along the journey).+ However, skills training can move a sales person very quickly from Yellow to Green; + but they can also move to Red if no training given – why? If a sales person is constantly going to customers and finding they don’t know what to do, their Sales Confidence will go first, followed closely by their Sales Drive – and then other sales behaviours will drop, moving the person down into Red very quickly.
- Sales Talent Assessment is a management tool as well as a personal development and recruitment tool for individuals.The Y axis is scoring , X axis itemises the competencies measured. Behaviours (comfort performing the role) on the left , Critical Reasoning in the middle (capability to learn , normed against the role type) , Skills required for role on right.Green shaded area deemed competent for role or optimal performance range, Yellow line high achiever benchmark based on ability to deliver revenue. Purple line is highest achiever in group, Blue is the average for the group. . The gap between blue and yellow is lost sales.+ In this example note the warning signs of key behaviours Out of Range - Listening and + Creating Options. (Creating Options is about comfort + in understanding needs and creating value for the client).This discomfort is illustrated by the fact that the skills of + Proposition Development (designing and developing), and also Benefits Realisation (making business happen) + and Work Mode (driving the sales process) are all skills shown as + Out of Range. These skills therefore need development. However there is a further issue which shows some significant numbers of the team are + + below the expected level of Critical Reasoning for this role.…A concise overview of the team’s development needs and their capacity to handle the development.
- Next look at example individual scores. 1208:Look at + Intellect first – Capacity to Learn – Headroom for Change, in this instance in the area deemed out of range; next + look at Behaviour, not out of range but not very comfortable. Reason why not, let’s look at skills +. Low, refer back to matrix – + Risk and time is associated with getting more from this person.
- + : Again, look at Critical Reasoning first ; in this instance in the area deemed to be capable and not far off high achiever. Next look at Behaviour +, in range but not very comfortable. For the reason why not, look at + skills. Refer back to matrix – Focus on + Development.
- Now a look at one more.+ 1215: Look at Critical Reasoning, in this instance right on the benchmark; next look at + Behaviour - very comfortable. + Skills are strong. Refer back to matrix and focus on + retention. Here is + + a High Achiever!
- Seen in isolation, here is a Training Needs Analysis.Skills Matrix : Individual/Team/Competencies – Overall picture and how it is read.+ 1198: is example of one of the team purely from the skills angle. Discuss with this person a skills development plan+ Benefits Realisation is just one of the areas of skill where there is clearly an area of development needed for the whole team.BUT+ It is important to see how skills cannot be viewed in isolation!Skills 1202 – Appears strong.+ Skills 1215 – Seems adequate only, yet we have already seen this person as being one of the best performers in the team.
- Moving down to the next level of detail: Here are two people exhibiting higher skills.1202: Skills are high and would be what is brought out by a traditional Training Needs Analysis; BUT Critical Reasoning is in the area deemed out of range; AND, Behaviour at the low end and not very comfortable. This person is not what they initially appear.1215: Already seen to be an individual in the team with a top blend of capabilities; somebody to retain in the team. Refer back to matrix.
- We also report on Team Behaviours:+ Listening and + Closing Sales : Team very uncomfortable Out of Range. Rest of assessment to get fuller picture+ In this example 1204 : Comfort levels seem high. Important to again review all elements.
- Look at 1204 again, at next level, and also compare them with our High Achiever 1215.1204: Intellect first and in this instance comfortably in range; next look at Behaviour - in range and high. BUT Skills are at the bottom of the benchmark range. The conclusions here need to be thought through and in conjunction with the feedback session to ascertain where this person sits. The feedback session is critical in discussing the comfort levels and skills to ascertain the person’s own view, and also their motivations to see if these elements accurately represent the individual and his/her own view. Reaching a mutual conclusion will of course impact the development plan going forward. On the face of it the Matrix would show somebody in the top left quadrant - good behaviours, low skills, with Critical Reasoning is well within range.
- Final Team Map is Motivation+ Money key driver+ Recognition is not important as a key driver for this team.+ 1215 is well motivated across a number of elements.
- In reality 90% of companies use nothing, or at most, intuition, or basic unstructured interviews.Where assessment is used, lower cost tools do not deliver. Sales Talent Assessment delivers an 88% predictability level. Based on Professor Mike Smith’s work at Warwick University. Validated by SHL in 2007. He considers anything below 0.3 is statistically unreliable and anything over .7 is statistically unlikely. Sales Talent Assessment achieves .59.In practice we have been finding that predictive accuracy is actually higher than was anticipated.Complex and expensive assessment can produce a higher level of predictability, but they entail substantial investment of time and manpower. Sales Talent Assessment is simple (online, 2½ hours, rapid turnaround), economic (£450 each) and complete.
- Our new assessment methodology transforms sales talent management and provides a clear model for organizations to identify, hire, develop and retain High-Performers.Being able to identify High-Performers and understanding how to manage them is, in turn, the key to transforming an organization’s go-to-market strategies. It enables anorganization to optimize its customer relationships by having the right talent in the right roles, aligned to the right sales processes for those roles. Sales Talent Assessment provides the way to address current market challenges by enabling targeted development for sales teams.Sales Talent Audit!