Creating a Sales Force That Can Really Sell

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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”

Leonard W. Frey III, IBM, Global Business Services, Principal, Service-Line Leader, Sales Strategy and Transformation

“Chally is like the GPS to Sales Success” Gerhard Gschwandtner, Publisher of Selling Power

“Chally is the proven comprehensive source of sales position assessment and sales research”

"AJ" Gandhi, Managing Director, Sales Executive Council

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Research Methods: 14 years

Identified 14 distinct salesperson profiles by the

unique set of competencies for each

Identified top and bottom salespeople

Statistically identified the 7 salesperson deliverables

customers demanded“Achieve Sales Excellence”

Customers identified 21 world class sales forces

Benchmarked the best for processes and criteria

7 critical best practices & critical success metrics

80,000 Customers interviewed

210,000 Salespeople rated on 15 criteria

PLUS: • How much each customer

bought from each over 3 years

• Data on 7,300 sales forces

Assessed and tracked performance of over a

quarter million salespeople

Statistically identified assessment items that

accurately predicted each competency in each

position profile

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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

The Best Practices of World Class Sales

1. Creating a “Customer-Driven Culture”

2. Recruiting & Selecting (the Right Sales Talent)

3. Training (the Right Skills)

4. Specializing by Market Segment

5. Implementing formal sales processes (NEW)

6. Developing enabling information technology– Customers first– Sales force second– Management last

7. Integrating other “silos” (S & M & O) (NEW)

The Bottom Line

It’s all about the sales force – Period!

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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%

1. Price

2. Quality

3. Salesperson Effectiveness

4. Providing a Total Solution

Percentage of the Salesperson’s Impact on Which Supplier the

Customer Will Select

Salesperson Effectiveness

39%

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

Selection Accuracy

“Success Can Be Predicted”

“Success Can Be Predicted”

30-30-30-10 Rule

Hiring decisions should be based on:

30% Structured Scorable Interview

30% Reference and Background Checks

30% Chally Assessment Results

10% “Gut Feel” and Personal Chemistry

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”

“Success Can Be Predicted”

Profile Accuracy

Assessment

• Everyone answers the same 288 questions – a controlled environment is not required

• Measures the candidate/employee potential on-the-job behaviours

• Measures the candidate/employee most distinctive (or driving) motivations and work habits

Built-in validity scales measure candidate’s candour/honesty in taking the assessment

Captures candidate information

Sample Manager Survey Report

Bottom-Line Recommendation Recommended Recommended if concerns

addressed can be resolved Not recommended

Describes the candidate’s candor in

responding to questions

The Position Job Skills

Sample Interview Guide

ITEC CONNECTSolution Sales Executive

The method to conduct effective interviews:

– The relevant questions to ask for each position and each predictive skill

– A guide to score answers

Sample Interview Guide

Cone questions and suggestions on what to

look for in the candidate’s response are provided

for each skill

The evaluation form includes a table for rating the candidate

Sample Interview Guide

What Kind of Results Can You Expect?

Once you have installed a rigorous and disciplined hiring process including: structured scorable interview, effective reference checks and Chally’s predictive assessment:-

• A 30% or better decrease in sales force turnover in year 1

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