Can you identify your bottom, middle, and top sales professionals? Do all of your sales professionals hit quota? In this webinar, Al Rainaldi discusses the Profiles Sales Performance Solution and how assessment solutions can help to develop a top performing sales team. Here's what you'll learn in the webinar: How to identify your top, middle and bottom performers How moving sales professional to the from the bottom to the middle or the middle to the top can have dramatic effects on increasing revenue. How three critical components provide sales leadership with a unified platform for selecting salespersons and further developing their performance

1. Welcome to the
Sales Solutions Webcast
Accelerating Sales Performance
An Overview of the Profiles Sales Solution Set
Presented by Al Rainaldi

2. Diverse Base of Marquee Customers
Financial Services Retail & Consumer Travel & Hospitality Education & Government
Technology Healthcare Energy & Utilities Business Services
Customer Highlights
• Global employee assessment solutions company
• Full range of instruments to select, evaluate and develop sales people
• Exceptional science, web-based delivery technology and client service
• Assessments used in over 120 countries worldwide
• In business for over 20 years
• Proud to work with exceptional clients
2

3. Why we’re here today…
How to get the most of out what you have to maximize
your sales productivity.
3

4. Let’s look at what’s possible…
I’d like to thank Profiles International for their excellent work on the case
study we have been using with the Lens Care Group. These are the forty-five
sales representatives who took a product line from $80,000/month (or a million
a year) to $1 million a month in six months. They projected $7 million the first
year and ended up at $10.5 million.
4

5. The Profiles’ Sales Solution Process
• Objective sales analysis of the current sales team(s)
(Sales Utility Analysis)
• Identifies and separates the teams into three distinct
production groups
Top – “Stars”
Average – “So-So’s”
Bottom – “Passengers”
• Objectively identifies strengths and weakness in both
hard and soft skill areas
• Build customized coaching and training for each team
member.
• Consistently monitored improvement
• Provided real-time feedback to leaders
5

6. The Development of Your Sales Team
Profiles Sales
CheckPoint™
Utility Profiles Sales
Analysis Assessment™
Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

7. Sales Utility Analysis
“Utility analysis is a quantitative method that estimates the monetary
value of benefits generated by any intervention based on the
improvement it produces in worker productivity, including computing a
return on their investment in implementing it”
- Bernstein, Allen L. “A handbook of statistical solutions for the behavioral sciences”.
New York: Holt, Rinehart and Winston.
7

8. Example…”Al’s Sales Team”
• 10 Salespeople
• Total quota of $8,400,000
• Total sales of $8,203,000
• Average sales of $820,300
8

9. The results of the analysis revealed
• Top (2):
– Total sales: $2,200,000
– Average quota Performance: 184%
• Middle (3):
– Total sales: $2,960,000
– Average quota Performance: 115%
• Bottom (5):
– Total sales: $3,043,000
– Average quota Performance: 67%
9

10. Worrisome Gaps
• Bottom Performers average just 67% performance
against quota
• Middle Performers average 115% performance
against quota - 48%-points more than Bottom
Performers
• Top Performers average 184% performance
against quota - 68%-points more than Middle
Performers & 116%-points more than Bottom
Performers
10

11. So What?
• Top performers prove more can be done
• No one was hired for Middle or Bottom performance
• Every Middle or Bottom performing position is an
opportunity cost to ClientCo
• Sales are being lost unnecessarily
• Something can be done
11

12. Imagine the Possibilities…
Performance Additional New
Improvement Annual Sales Total Sales
Raise one Bottom to
average level quota $452,467 $8,655,467
performance of Middle
Raise ALL Bottom to
average level quota $2,262,333 $10,465,333
performance of Middle
Raise one Middle to
average level quota $603,667 $8,806,667
performance of Top
Raise ALL Middle to
average level quota $1,811,000 $10,014,000
performance of Top
Raise the ENTIRE TEAM to
the average level quota $7,211,000 $15,414,000
performance of the Top
12 12

13. So how can we help you?
…make profound and sustainable changes without
adding additional sales people….
13

14. A Good Starting Point
Profiles Sales
CheckPoint™

Utility
Analysis
Profiles Sales
Assessment™
Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

15. Profiles Sales CheckPoint™
15

16. The 7 Universal Sales Competencies
and their 19 Skill Sets are listed below
1. Entrepreneurial Approach 5. Manages Selling Process
• Reflects entrepreneurial attitude • Understands client-centric selling
• Time optimization • Establishes rapport
• Sets effective goals • Identifies prospect's needs
• Counsels prospect
2. Understands the Prospect
• Recognizes buyer behavior 6. Closes the Sale
• Understands the purchasing • Explores prospect's options
process • Presents ideal solution
• Overcomes objections
3. Develops Appropriate Solutions • Closes effectively
• Uses feature and benefit
solutions 7. Manages Sales Relationships
• Knowledge of products • Secures the relationship
• Develops the relationship
4. Prospects Proactively
• Identifies prospects
• Gets appointments

17. Feedback is reported in the following
sections:
• Executive Competency Overview
• Skill Set Summary
• Critical Skills Alignment Summary
• Executive Summary
• Skill Set Analysis
• Survey Summary of the 79 Items
• Survey Comments
• Development Overview

18. Profiles Sales CheckPoint™
• Precisely targets
developmental needs
• Enables more effective
coaching and
communication
• Aligns sales priorities
• Improves productivity and
retention
18

19. Critical Skills Alignment
19

20. Profiles Sales CheckPoint™
Your Action Plan
You cannot risk leaving your sales development to chance; planning is essential. How many
times have you stated to yourself or others your intentions to act but fall back into old
habits? Successful sales people follow through on development plans when the development
need is directly linked to a sales challenge or pain point. The most significant development
opportunities take place on the job and are totally under your control.
People tend to play to their strengths – choosing to utilize one sales skill over another due to
their personal proficiencies. They have the knowledge and experience to use certain skills in
almost any situation. If you don’t favor or simply lack proficiency with a sales skill that is
deemed important to being successful, there are two steps you can take immediately.
Development Summary Overview
1. First, if you know what to do differently to improve a skill or behavior, do it!
2. Second, create an Action Plan. Your plan need not be complex. section reviews the average ratings for each Skill Set. Both ratings for you and your Sales Manager are shown. In this
This Most often, your best
course of action for personal and professional growth and development is obvious and Skill Sets based on the average ratings and where they fall in relation to the Favorable Zone.
section we have grouped the
easy to recognize.
The results for each Skill Set are sorted and grouped together based on whether you and your Sales Manager identified them
The results from the Sales CheckPoint you recently completed identified the following grouping, scores are sorted by the average scores of your Sales Manager. Here is how your results
as critical. Within each
Development Opportunities, although there might be others thatare grouped: as you go
are identified
through this process. • Mutually Selected Strengths – The Skill Sets shown here are those which both you and your Sales Manager rated in
• Identifies prospects – Recognizes the characteristics of ideal prospects and focuses These are clearly strengths that should be emphasized, but they should not be glossed over as there
the Favorable Zone. time
and activities on those with the highest probability of becoming is always room for improvement. Discussions should focus on how to use these strengths to help develop those areas
good clients.
that may need improvement.
• Uses feature and benefit solutions – Develops and offers solutions by communicating
•
product characteristics and identifying how those characteristicsSelected Strengths of Sales Manager – These Skill Sets are those where the average scores of your Sales Manager
will satisfy the
prospect's needs. were in the Favorable Zone. There should be open communication between you both to determine reasons for the
differences between these ratings. It is important to align your expectations with those of your Sales Manager regarding
• Secures the relationship – Stays in front of client and prospect's needs and establishes
these Skill Sets.
opportunities to generate contacts and do more business with them.
• Selected Strengths of Sally – You rated these Skill Sets in the Favorable Zone, but your Sales Manager did not agree.
Meet with your Sales Manager to help you understand why some of your behaviors were found wanting. Work together
to align your expectations with regard to these Skill Sets.
• Areas for Development – Obvious opportunities for development are the Skill Sets that neither of you rated in the
Favorable Zone. Training should be considered to help you become more effective in your sales activity. Pay particular
20 attention to those Skill Sets identified as critical by either you or your Sales Manager.

21. The Next Step

Profiles Sales
CheckPoint™

Utility
Analysis
Profiles Sales
Assessment™
Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

22. Profiles Sales Assessment™
22

23. Can they do the job?
How will they do the job?
Do they want to do
this job?
23

24. Sales Rep
Matched to the
Performance Model
• Expected Behaviors
• Coaching
Recommendations
24

25. Behavioral Considerations
• Mr. Smith generally focuses on timely results. However, his pace may lag when attending to
several clients at once.
• He is moderately energetic; his work pace will be stable and methodical for the most part. What can I expect
However, when the workload reaches extremes, you may notice an increase in his response to
stress. from him?
• On occasions that require extra hours of work, he may feel more stress as the duties of this sales
position make demands on his personal time.
Management Considerations
• Mr. Smith acts with a sense of urgency if he takes timeMaintain openon occasion.
• to reenergize communication and observe his energy level, providing opportunities when
possible, for him to gather his reserves. Congratulate his efforts to stay driven and energized in his
sales activities.
• Provide a structured environment in which to work and maintain short-term goals to help him
What will he require monitor his effectiveness for achieving long-term sales goals.
from me? • Discussions with him should explore the possibility that the pace of this sales position may
sometimes lead to frustration and an eventual reduction in satisfaction and performance.
• Coach him on effective time management techniques and provide occasional rewards for efficient
and timely sales results.
Prospecting
Mr. Smith understands the need for prospecting and is willing to invest some of his energy in doing so.
He tends to be most effective in prospecting when it is done in brief spurts of activity rather than Development Area
over an extended period of time. He tends to enjoy a great deal of self-sufficiency and flexibility in his
approach to developing a list of projects.
25

26. Seven Critical Sales Behaviors
Critical Sales Behaviors
1. Prospecting This section describes what kind of sales behavior Ms. Brandes could
demonstrate if properly trained for the position under consideration. If
2. Closing The Sale she is a good match to the position this information is very important.
If Ms. Brandes is not a good match to the Job Match Pattern you have
3. Call Reluctance developed for this position, you should disregard the comments made in
this section. However, if you have other sales positions available you
4. Self-Starting should re-run the Profiles Sales Assessment with the Job Match Patterns
developed for those positions. Should she be a good match for any of
these other positions, then use this section of the report to support your
5. Working With A Team decision.
Prospecting
6. Building and Maintaining Ms. Brandes will usually pursue prospects until she has them
appropriately qualified. Sara understands the need for prospecting and
Relationships is willing to invest some of her energy in doing so. Trusting her own
ability to develop an approach, she will tend to display innovation in
developing a list of prospecting and qualifying them for a sales call.
7. Compensation Preference Closing the Sale
Ms. Brandes is usually willing to move toward a close from the very
beginning of the presentation. Her confidence and competitiveness are
quite high. Sara is willing to adapt her closing approach to fit the
situation, demonstrating good perseverance in the need to make the sale.
She also has the relatively high level of drive to be motivated by the
process of making a sale.
26

27. Follow with Sales Training

Profiles Sales
CheckPoint™

Utility
Analysis

Profiles Sales
Assessment™
Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

28. Profiles Sales eLearning
28

29. Profiles Sales eLearning
29

30. Profiles Sales eLearning
Pro Selling Client-centric Solution Selling
for Entrepreneurial Professionals
Sample lessons • The Entrepreneurial Mindset
• Understanding Your Attitude
• Selling Time & Activity Optimization
• Understanding Buyer Behavior
• Understanding the Purchasing Department
• Understanding Features, Benefits & Solutions
• Knowledge of Products, Services and Solutions
• Identifying and Targeting Your Prospects
• Getting a Meeting
• Overview of Client-centric Solution Selling
• Establishing Rapport and Starting a Relationship
• Uncovering Your Client’s Needs
• Exploring Options in a Consultative Way
• Presenting the Ideal Solution
• Overcoming Objections
• Closing the Sale
• Securing the Relationship
• Growing the Relationship
30

31. Testing for Understanding
• Module Quizzes to
test understanding
of concepts
• Learner can retest
and request
coaching before
testing again
• Course Certification
• Testing and tracking
drive accountability,
which helps drive
results.
31

32. Facilitation Meetings
• Sales Coaching
& Advising
• Help drive
accountability
• Help reinforce
concepts as
needed
32

33. Profiles Sales eLearning
• Over 50 modules and 184 specific lessons target all
“needs improvement” areas
• Not a “one size fits all” process
• Custom fit for each team member
• Nothing is left to chance
33

34. Re-Evaluate Your Sales Team

Profiles Sales
CheckPoint™

Utility
Analysis

Profiles Sales
Assessment™

Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

35. Profiles Sales CheckPoint™
• 19 Skill Sets grouped into
7 Universal Sales
Competencies
• Precisely targets
developmental needs
• Enables more effective
coaching and
communication
• Improves productivity and
retention
35

36. Critical Skills Alignment
36

37. The Development of Your Sales Team
Profiles Sales
CheckPoint™

Utility Profiles Sales
Analysis Assessment™
Profiles Sales Profiles Sales
CheckPoint™ eLearning
System

38. What’s next?
1. Select a sales team that has at least 3
salespeople
2. Profiles will complete a comprehensive analysis of
that team (complementary)
3. At the very least, have the bottom performers enroll
in the “Sales Solution Set”
4. Everyone enrolled this month will receive a minimum
20% savings on the best decision you’ll make this
year
38

39. Q&A
Questions?
39

40. Accelerating Sales Performance
Thank you for attending our webcast!
40

41. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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