ABC Company (Updated October 28, 2016)

Introduction ...... 2 People and Skills ...... 6 Infrastructure ...... 58 Development and Training ...... 83 In Summary ...... 97 Appendix...... 99

Introduction

An Analysis of the Sales Force is no easy task. According to Fortune Magazine, Mike We have reviewed, analyzed and presented Hammer says, "People's resistance to change our results as answers to approximately 25 is the most perplexing, annoying, distressing very difficult to answer business questions. and confusing part of re-engineering. The key We have supported our answers with to the success of any new strategy is accurate and insightful data, based on implementation, and that comes from people. answers to the questions we presented to People have to execute. They must support your sales organization. The data is all and embrace new ideas and processes or they validated for accuracy against our vast won't move forward. Processes aren't so hard database of past sales, sales management and but people are difficult. People naturally sales leadership assessments. resist change."

Your part in reading and accepting our Andrew Grove, former CEO at Intel, told Fast answers as truth is even more difficult than Company Magazine that there is at least one the analysis. As anxious as you might be to point in the history of any company when you receive and review this evaluation, human have to change dramatically to rise to the nature may cause you to resist some parts of next performance level. "Miss that moment it. and you start to decline."

Resistance may occur when findings differ So don't be concerned if you begin to feel from your own expectations and/or some resistance. On some occasions, close- experiences. For example, when your minded managers will attempt to discredit salespeople review their own evaluations, the findings they don't agree with. If you you may observe them resisting as well. This encounter resistance of this type, you may is typical when someone reads what they want to ask the following question in your believe to be a "discrepancy" with some own words: "I get the feeling that you are aspect of the findings. resisting these findings and defending your turf. How can that behavior possibly help us According to a Fast Company Magazine to move forward?" feature, Tom Kasten, of Levi-Strauss, has three rules about resistance. His first is that, Lastly, all of our findings are observable. If "You must expect it because human beings you question even a single finding or insight, inevitably exaggerate the joys of the past, the a simple 90-day window of observance will pain of the present and the risks of the future. likely support any findings we have reported It's perfectly natural." Second, he says, "Don't in this evaluation. take it personally." Third, he suggests that resistance comes in code. An example might We hope that you are thrilled with the quality sound like, "This doesn't really apply to our and thoroughness of our work and the business." experts that chose Objective Management Group® to conduct this analysis. If you have any questions, please feel free to call us at 800-221-6337.

Our analysis is presented in several sections, In order to do that we will answer the defined here. following questions:

1) You are reading the introduction where  How Does Sales Leadership Impact Our we will define your opportunity, the Sales Force? (page 7) possibilities for future growth and predict  Do We Have the Right People in the Right how much more business this group of Roles? (page 21) salespeople can produce.  What Are Our Current Sales Capabilities? 2) People and Skills– Answers to questions (page 23) about-performance, skill gaps, and your  How Motivated Are Our Salespeople and personnel. (page 6) How Are They Motivated? (page 31) 3) Infrastructure – Answers to questions  Why Aren't We Generating More New about strategies, alignment, systems and Business? (page 34) processes. (page 58)  Are We Reaching the Actual Decision 4) Development and Training – Answers to Makers? (page 40) What to Focus on, who to develop, and a  Why Isn't Our Sales Cycle Shorter? (page 41) plan for the next 12 months. (page 83)  Are We Selling Consultatively? (page 44) 5) In Summary – Reasonable Expectations  Are We Selling on Price and Who Can for the future. (page 97) Become a Value Seller? (page 48)  Is Our Value Proposition Consistent? (page We expect our analysis to answer four critical 50) questions:  Can We Close More Sales? (page 52)  Do Our Systems and Processes Support a  Can we be more effective? High Performance Sales Organization?  How much more effective can we be? (page 59)  What will it take to accomplish that?  Are We Being Consistent with Our Sales  How long will it take to accomplish that? Process? (page 68)  How Well Are Our Sales Leadership Strategies Aligned? (page 71)  Do We Need to Change Our Selection Criteria? (page 74)  Is Our Ramp-Up of New Salespeople Fast Enough? (page 76)  Can We Improve Our Pipeline and Forecasting Accuracy? (page 78)  Can We Improve Our Sales Culture? (page 84)  Who Can Become More Effective in Their Roles? (page 89)  What Are the Short-term Priorities for Accelerated Growth? (page 95)

The Opportunity  Salesperson Growth Potential – This finding projects the amount by which we Quite a lot of science has been used to believe individuals can improve their support the data, findings, answers and effectiveness. We use it here to determine recommendations contained in this the approximate timeline for our evaluation. We also have empirical data to projected improvement. When the overall support our estimation of the size of your growth potential is high (meaning they opportunity, although it should be noted that are currently quite weak and it will take a projection of increased revenue is not as longer to overcome their many accurate as everything else you will read in weaknesses) it will take longer than when this evaluation. the overall growth potential is low (meaning they have fewer weaknesses to The opportunity we present to you here overcome), leading to a shorter timeline. consists of two elements:  Sales Management Growth Potential – 1. Estimated increase in sales; An important component to growth in 2. Timeline for your increase. sales is the readiness and capabilities of sales management, reflected in the sales We use several sources of data to compute management growth potential finding. these two findings: While this doesn't impact the estimated increase in sales, it does impact the  Trainable - We include only those timeline. individuals that are trainable. The people that are not trainable will either be maintained without an expectation of €8,611,900 improvement or redeployed. 23 months  Specific Weaknesses – We use empirical data, first published in Inc. Magazine in Based on the revenue numbers provided to 1994 (http://omgqlink.com/inc), by us, our calculations indicate that you can Objective Management Group founder organically increase revenue if you and CEO, Dave Kurlan, that provides the implement the recommended changes and estimate of likely increase in sales when provide the appropriate training, specific weaknesses are overcome and development and coaching to the individuals skill gaps are filled. in your organization that need it.  Sales Process – It is estimated that on its own, sales increase, on average, by 15% For additional information on how we arrived when a formal, structured, customized at this calculation, please refer to Appendix - sales process is created, introduced, Opportunity (page 100). embraced, followed and properly executed.

People and Skills

How Does Sales Leadership Impact Our Sales Force? ...... 7 Do We Have the Right People in the Right Roles? ...... 21 What Are Our Current Sales Capabilities? ...... 23 How Motivated Are Our Salespeople and How Are They Motivated? ... 31 Why Aren't We Generating More New Business? ...... 34 Are We Reaching the Actual Decision Makers? ...... 40 Why Isn't Our Sales Cycle Shorter? ...... 41 Are We Selling Consultatively? ...... 44 Are We Selling on Price and Who Can Become a Value Seller? ...... 48 Is Our Value Proposition Consistent? ...... 50 Can We Close More Sales? ...... 52

HOW DOES SALES LEADERSHIP IMPACT OUR SALES FORCE?

VP / Director of Sales

The table below shows the Score, Tendency, Personal - These are more personal in nature and Effectiveness for each Sales Leadership than the others and include findings like, competency. The last three columns are Commitment, Desire, Outlook, Responsibility, summary scores. VP Competencies represents Goal Setting, Plan, and more. the average score for the first four columns; Management Competencies represents the The Score indicates the percentage of score for the next four columns; and Overall is attributes in each Competency. A score above the average of the VP and Management 70% is excellent. Competencies scores. The Tendency percentage shows how likely it Sales Leadership - The sales executive that is that they would choose the associated excels in this area gets people to follow Competency to grow revenue. It is important him/her. There are many possible attractions for Sales Leaders to effectively use their that could include a combination of their strengths and minimize scenarios where their approach, charisma, likability, mentorship, weaknesses are exposed. knowledge, experience, manner, style and Be particularly wary of high score / low track record. tendency and low score / high tendency Strategic Thinker - One of the key differences findings. Leaders often have a default -- a go- between a sales manager and a sales director to strategy -- that isn't necessarily aligned or sales VP is the latter's ability to think with the competency in which they score strategically. Sales management is very highest. In most cases, they aren't aware of tactical, but the sales leader must be able to this disconnect and it's important for them to develop a go-to-market strategy, an account see those areas where they choose an strategy, a territory strategy, a development approach that might not be playing to their strategy, a pricing strategy, a positioning strengths. strategy, an organizational strategy, a The Effectiveness percentage is not based on recruiting strategy, and a competitive a Sales Leader's own skills; it is based on the strategy. relative effectiveness of the sales managers Develops Strong Relationships - The sales reporting up to the Sales Leader. leader that excels in this area develops strong business relationships with the executive team, throughout the sales organization, with other departments, with customers, vendors and stakeholders, as well as potential candidates from outside the organization.

Name Sales Leadership Strategic Thinker Develops Strong Relationships Personal Holds Others Accountable Motivates Sales the Organization Coaching Recruiting VP Competencies Management Competencies Overall

Gene Simmons Score 36% 71% 55% 82% 59% 47% 85% 22% 58% 59% 59%

Tendency - 25% 67% - 55% 78% 75% 83% - - -

Effectiveness - - - - 0% 50% - 34% - 28% 28%

Paul Stanley Score 64% 71% 45% 73% 47% 47% 76% 22% 65% 53% 59%

Tendency - 75% 67% - 55% 56% 50% 50% - - -

Effectiveness - - - - 50% 75% - 60% - 62% 62%

Sales Management

From a sales management perspective, Another significant challenge facing today's growing a sales organization consists of sales managers is the expansion of the sales coaching, motivating and recruiting force. Unlike days past when the entire sales salespeople; while holding them accountable force met in the office each morning, for performing at the highest possible levels salespeople are now working remotely. The of achievement. Together with a sales force variations include: development plan, these four sales management competencies form a sales  A regional salesperson working in a manager's ability to develop talent. Aside territory from making sure that the revenue and profit  A local salesperson working virtually goals are met, talent development is the most from home desirable outcome.  A national sales force strategically deployed in major cities across the  Some sales managers are expected to country spend some of their time on direct sales.  A global sales force dispersed around the  Some sales managers are expected to world close deals on behalf of their salespeople.  Some sales managers aren't all that As a result, many sales managers must also interested in coaching. meet the challenge of how to work effectively  Some sales managers don't know the with remote salespeople. In doing so they appropriate times to coach. must be certain that the remote salespeople  Some sales managers don't know the are focused on the job at hand, while proper approaches for coaching. providing the necessary sales support for  Most sales managers have not created a them to perform. sales environment or culture that is On the following pages we will attempt to conducive to coaching. answer the question of how sales  Most sales managers are simply not very management has impacted the sales force by effective when it comes to coaching analyzing the data associated with sales salespeople. management performance in the four areas we discussed on this page.

Coaching

The process of coaching salespeople consists In the table below we provide the following of an ongoing dialog that includes, but isn't analysis for the Coaching Competency: limited to, pre-call strategizing and post-call debriefing with each salesperson. Under ideal  Percentage of coaching skills possessed conditions, this takes place on a daily basis.  Effectiveness using those skills  Coaching Environment, which shows When managers are ineffective coaching potential reasons for effectiveness or lack their salespeople it is often because they thereof including: aren't spending enough time performing o If the manager is respected their coaching activities. On some o If the manager is trusted occasions, well-intentioned managers o If a strong relationship exists perform the activities - but poorly - when o If the salespeople are coachable they have not created the proper o The amount of time invested in environment for productive and effective coaching sales coaching. Salespeople must have a o If the focus is not all on the sales good business relationship with their manager managers, trust their intentions, believe in their advice, and respect their expertise. As you can see from the table, sales coaching Salespeople must be open to change and sales skills are generally better than sales coaching managers must be rep-focused rather than effectiveness using those skills. There can be self-focused. many reasons for this but some of the most likely reasons are displayed in the table.

Based on the data, it appears that sales management is not having the impact from coaching that you would hope for. The good news is that with appropriate changes and improved effectiveness, the impact going forward could be quite powerful.

Strong It's Not Respected Relationships Time Spent All about by Trusted by with Coachable Coaching the Sales % of Coaching Salespeople Salespeople Salespeople Salespeople Salespeople Manager Name Skills Effectiveness Coaching Environment Reginald Dwight 50% <1yr 25% Paul McCartney 50% <1yr 20% Tina Turner 67% 47% 15% <1yr - Effectiveness is not measured when an individual has been in his/her position less than 1 year.

Sales Effectiveness and Improvement Analysis™ for ABC Company

How People How Buy

Coaching

Handles Joint Sales Calls HandlesJointEffectively Sales AsksQuestions Need No from Approval for Salespeople ControlsEmotions Doesn'tSalespeople Rescue the Hasa Process Sales Knows WhyPeople Buy Knows EffectiveCommitments at Getting and ConsistentlyCoaches Debriefs BeliefsCoaching Support %of Coaching Traits Competency DebriefsEfficiently Reginald Dwight 50% Paul McCartney 50% Tina Turner 67%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Motivating

Motivating salespeople is an ongoing process We found that your managers are not familiar where on those days that a salesperson isn't enough with the salespeople's goals and able to "self-start" sales management can step dreams. We know that because a number of in and provide external motivation. your people don't have goals and dreams. If Unfortunately, those days are far more your managers take the time to get to know common than anyone realizes and sales their people a little better, they may become management can only be effective when more responsive to coaching and aware of what will uniquely motivate each accountability. If you really want to generate salesperson. some growth among this part of your organization, this is an easy, yet powerful In the table below, you will find the factors place to begin. You can begin to solve this that contribute to sales management's problem by having private discussions with effectiveness when motivating salespeople. your managers about their own personal They include: goals and dreams. You'll be surprised at what you might learn.  Sales manager's percentage of motivational skills Our analysis identified a significant problem  Sales manager's effectiveness using those with Commitment. More than one third of the skills sales force is not committed to their personal  Possible reasons for their effectiveness or sales success. As selling continues to become lack thereof, including: increasingly difficult, Commitment to sales o Do Salespeople Have Personal Goals success has become the single most and a Plan? important finding. It takes tremendous o Are Salespeople Motivated? commitment to deal with the obstacles that o Do Salespeople Have Strong Desire? salespeople must overcome in order to be o Are Salespeople Committed? successful and commitment is required if o Is Enough Time Spent Motivating? there is any hope to overcome skill gaps and weaknesses. As you can see from the table, sales motivation effectiveness is generally better Based on the data, it appears that sales than sales motivation skills. This is quite management is having the impact from unusual but sales management is finding a motivation that you would hope for. With way to make the most of what they have the continued emphasis on motivation, along ability to accomplish. On the effectiveness with more effective coaching and recruiting, side, there can be many reasons as to why the the impact going forward could be quite scores aren't higher but some of the most powerful. likely reasons are displayed in the table. of your managers believe 67% "I don't need to know what motivates my salespeople"

Sales Effectiveness and Improvement Analysis™ for ABC Company

% of Salespeople with Personal Salespeople Salespeople with Time Spent Goals and Motivated with Strong Strong Motivating % of Motivating Plan Salespeople Desire Commitment Salespeople Name Skills Effectiveness Reasons for Effectiveness Reginald 22% <1yr 17% 83% 83% 50% 15% Dwight Paul 56% <1yr 17% 67% 67% 67% 20% McCartney Tina Turner 44% 68% 17% 100% 83% 50% 15%

Support Motivation Support

Knows What Motivates Knows WhatSalespeople GivesRecognition StrongSelf Image DevelopsStrong Relationships Meetings RunsEffective Sales MediocrityDoesn't Accept TakesResponsibility Beliefs %of Traits Motivating Motivating Competency HasPlan andGoals a Reginald Dwight 22% Paul McCartney 56% Tina Turner 44%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Recruiting

We looked at recruiting effectiveness by As you can see from the table, sales recruiting reviewing the number of salespeople that are effectiveness is generally better than sales new to the company and whether the recruiting skills. This is quite unusual but percentage of new people is too large or too sales management is finding a way to make small. When the percentage is just right and it the most of what they have the ability to is as a result of planned turnover as opposed accomplish. On the effectiveness side, there to voluntary resignations, we have good can be many reasons as to why the scores reason to believe that sales management is at aren't higher but some of the most likely least following an effective recruiting reasons are displayed in the table. strategy. Based on the data, it appears that sales In the table below we looked at: management is having the impact from recruiting that you would hope for. With  The percentage of recruiting skills continued emphasis on recruiting, along with  Their recruiting effectiveness more effective coaching and accountability,  Potential reasons for their effectiveness the impact going forward could be quite or lack thereof, including: powerful. o Are new salespeople being consistently integrated into the organization? o Are the right people being selected? o Is Enough Time Spent Recruiting?

% New Salespeople % of New Salespeople % of Time Recruiting % of Recruiting (<3 years) Compatible Salespeople Name Skills Effectiveness Reasons for Effectiveness Reginald 33% <1yr 17% 0% 0% Dwight Paul 33% <1yr 0% - 1% McCartney Tina Turner 78% 67% 33% 50% 2%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Uses Criteria Correct Hiring Position Hiresfor the Person the Best Need No from Approval for Salespeople DevelopsStrong Relationships Interviewing Great Skills RecruitsConsistently Good DecisionMaker BeliefsRecruiting Support %of Recruiting Traits Recruiting Competency UpgradesForce Sales the Reginald Dwight 33% Paul McCartney 33% Tina Turner 78%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Accountability

Holding salespeople accountable is perhaps In the table below we have included the the most feared part of sales management, factors that impact sales management's despite the fact that it isn't that difficult. It is ability to hold salespeople accountable also the most important component of sales including: management. In addition to quota, it requires clear, mutual expectations for each  % of Accountability skills salesperson's required activity on a daily  Effectiveness with accountability basis, activities, which if performed, would  Possible reasons for their effectiveness or result in the revenue goals being met. lack thereof, including: o Does the Sales Manager need to be liked by salespeople? o Does the Sales Manager have difficulty recovering from rejection? o Does the Sales Manager allow excuse making (% of salespeople that take responsibility)? o Is enough time spent holding salespeople accountable?

As you can see from the table, sales management accountability skills are generally similar to sales management accountability effectiveness from using those skills. On the effectiveness side, there can be many reasons as to why the scores are not higher but some of the most likely reasons are displayed in the table.

Don't Need to Rejection Salespeople Who Take % Time on % of Accountability be Liked Proof Responsibility Accountability Name Skills Effectiveness Potential Reasons for Lack of Effectiveness Reginald 29% <1yr 33% 10% Dwight Paul 57% <1yr 33% 17% McCartney Tina Turner 86% 61% 33% 10%

Sales Effectiveness and Improvement Analysis™ for ABC Company

No Need for Approval from Salespeople Need No from Approval for TakesResponsibility ManagesBehavior AsksQuestions ManagesPipeline BeliefsAccountability Support %of Traits Accountability Accountability Competency MediocrityDoesn't Accept Reginald Dwight 29% Paul McCartney 57% Tina Turner 86%

* The following table provides additional details about Pipeline Management skills.

on Keeping Pipeline Full Pipeline onKeeping

RegularlyPipeline Reviews Spendson Time Pipeline Proper Reviews Focused Metrics Focused Pipeline on Best Metrics ProperlyUtilizing Pipeline Management %Traits of Pipeline Pipeline Management Competency Business Stalled or Focuseson New Reginald Dwight 0% Paul McCartney 83% Tina Turner 100%

of your managers believe of your managers believe 33% "My salespeople don't follow me" 33% "I need my salespeople to like me"

of your managers believe 67% "I don't manage my salespeople's of your managers believe behavior" 67% "Any lack of results is due to the economy or marketplace"

Sales Effectiveness and Improvement Analysis™ for ABC Company

of your managers believe We should further explore the Excuse Making 33% "Any lack of results is due to our finding. Not all excuse making is obvious. competitors" Sometimes it is simply their rationalization or justification for an outcome. If you don't of your salespeople believe currently view either of those as excuses, 50% "Any lack of results is due to the economy or marketplace" excuse making is likely to continue. Excuse making can be a huge issue and, until it is

eliminated, prevents sales change. of your salespeople believe 39% "Any lack of results is due to the 100%

policies of my company" 90% 80% 70%

of your salespeople believe 60% 56% "Any lack of results is due to my 50% competitors" 40% 30% 20% of your salespeople who are required to 10% 0% 72% handle strong pressure from sales Takes Responsibility Won't Blame the Won't Blame Your Firm Won't Blame the management Economy Competition are comfortable with that Europe Sales East Coast Sales West Coast Sales

Based on the data, it appears that sales of your salespeople who are required to 44% be managed with close management is not having the impact that supervision you had hoped from holding salespeople are comfortable with that accountable. The good news is that with appropriate changes and improved effectiveness, the impact going forward could be quite powerful.

Sales Effectiveness and Improvement Analysis™ for ABC Company

The table below identifies the salespeople who make excuses and the types of excuses they are likely to make.

Name Takes Responsibility Most Likely to Blame Economy Your Firm Competition Europe Sales

Roger Daltry 33% Mick Jagger 0% Jeff Lynne 33% Brian May 33% Jimmy Page 67% Roger Waters 67% 33% East Coast Sales

Gregg Allman 67% Tom Petty 0% Tom Scholz 67% Tommy Shaw 0% Bruce Springsteen 33% Steven Tyler 0% 33% West Coast Sales

Donald Fagen 67% Steve Miller 67% Carlos Santana 0% Boz Scaggs 33% Steve Walsh 33% Bob Weir 33% 33% Average 33%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Summary of Sales Management Effectiveness

We have reviewed all of the findings and supportive data for the skills and effectiveness of sales management in the areas of coaching, motivating, recruiting, and holding salespeople accountable.

As your sales managers go, so go your salespeople. Salespeople will generally not do more than sales managers ask them to, and sales managers cannot coach them beyond their own personal capabilities to sell.

You should also know that when sales training and development is provided to your salespeople, your sales managers must be able to coach their salespeople to the new sales process, strategies, skills and tactics, as well as hold them accountable for change.

Overall it appears that sales management has not had a positive impact on the sales force. This occurs much more frequently than you would expect as most companies have weak sales management. This makes your situation typical rather than unusual. Unlike scenarios where sales management is just horrible, your sales management situation is very fixable. Over time, with the appropriate sales management training and coaching, sales management at your company should have a positive impact on the sales force.

Sales Effectiveness and Improvement Analysis™ for ABC Company

DO WE HAVE THE RIGHT PEOPLE IN THE RIGHT ROLES?

Salespeople are not always placed in a role Looking at each column, the icons indicate where they can have the most success. With which employees are best suited for each that in mind, we performed an analysis of role. Green checks indicate the employees each salesperson and identified the role / that meet the most criteria and are the most roles in your company for which they are best compatible. Red X's indicate the employees suited. that meet the fewest criteria and/or are the least compatible. Yellow flags indicate In the second row of the table that follows, we employees that meet some of the criteria list the criteria (each represented by a letter) and/or are somewhat compatible. that are necessary for success in the roles you identified. We then compare each salesperson Looking at each row, blue shading indicates against each role and show, using the same the role / roles for which an employee is best letters, which criteria the salesperson meets. suited. Gray shading indicates the role to which an employee is currently assigned. In addition to these criteria, we show a Green shading indicates that the employee is percentage score indicating how compatible already in the best role. each employee is with each role. Compatibility is measured by comparing the employee's experience with the role's requirements.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Name Major Retail Chains Record Labels Online Sellers A - Competition resistant A - Competition resistant A - Competition resistant B - High ticket seller B - High ticket seller C - Value seller C - Value seller C - Value seller F - Compatible with a one call close D - Resistance proof seller I - Will hunt for new business E - Able to sell to top executives J - Entrepreneurial seller I - Will hunt for new business Europe Sales

Roger Daltry ABC 44% ABCDEI 28% ACFIJ 28%

Mick Jagger ABC 88% ABCDEI 84% ACFIJ 80%

Jeff Lynne ABC 76% ABCDEI 68% ACFIJ 72%

Brian May ABC 72% ABCDEI 72% ACFIJ 68%

Jimmy Page ABC 80% ABCDEI 68% ACFIJ 72%

Roger Waters ABC 76% ABCDEI 64% ACFIJ 76% East Coast Sales

Gregg Allman ABC 56% ABCDEI 48% ACFIJ 36%

Tom Petty ABC 56% ABCDEI 64% ACFIJ 64%

Tom Scholz ABC 48% ABCDEI 52% ACFIJ 32%

Tommy Shaw ABC 60% ABCDEI 56% ACFIJ 40%

Bruce Springsteen ABC 92% ABCDEI 88% ACFIJ 84%

Steven Tyler ABC 52% ABCDEI 56% ACFIJ 40% West Coast Sales

Donald Fagen ABC 24% ABCDEI 36% ACFIJ 28%

Steve Miller ABC 72% ABCDEI 68% ACFIJ 60%

Carlos Santana ABC 76% ABCDEI 64% ACFIJ 72%

Boz Scaggs ABC 80% ABCDEI 68% ACFIJ 48%

Steve Walsh ABC 24% ABCDEI 36% ACFIJ 40%

Bob Weir ABC 84% ABCDEI 76% ACFIJ 76%

WHAT ARE OUR CURRENT SALES CAPABILITIES?

Your current sales capabilities can be best The graph tells a story that suggests the sales illustrated by reviewing the graph below. force has the following capabilities:

Europe Sales  Only some of your salespeople have the ability to find new business. 100%  Some of them have some of the attributes 80% required for selling consultatively, 60% enabling only them to differentiate 40% themselves from the competition, identify 20% compelling reasons to buy, and gain early

0% traction. Hunting Selling Qualifying Presenting Closing  Some of them have some of the attributes East Coast Sales for qualifying effectively; helping them to 100% minimize wishful thinking, happy ears, inappropriate quotes and proposals, 80% delayed closings, business that fails to 60% close, and wasted time. 40%  Your sales force is doing a good job not 20% being overly presentation-minded. This

0% includes not focusing too much on early Hunting Selling Qualifying Presenting Closing presentations, exercising good West Coast Sales consultative selling skills, and not 100% generating too many inappropriately- timed proposals. 80%  Your sales force does not have the ability 60% to close effectively, likely causing delayed 40% closings, lost sales, stalls and put-offs. 20%

0% Hunting Selling Qualifying Presenting Closing

Sales Effectiveness and Improvement Analysis™ for ABC Company

Selling Competencies

We looked at numerous Competencies to As we present our data-supported findings determine the percentage of attributes that and continue answering these important your salespeople possess in each one: questions, the Competencies will be a consistent part of those answers. While there The details of those Competencies are found is much more to sales and selling than skills in other sections of this document where they and tactics, they do represent 50% of the were used to support our answers and equation for your salespeople. The other 50% findings. The explanations appear prior to is represented by selling strengths that each detailed Competency and provide you actually support the use of skills. with a greater understanding of their meaning. It is very important to understand that salespeople with the right mix of strengths but few skills will always outperform salespeople with good skills but a limited number of strengths.

Your Salespeople Have 49% of the Hunter Competency Europe Sales has 46% East Coast Sales has 52% West Coast Sales has 50%

of the Relationship Building and 27% Competency Europe Sales has 33% East Coast Sales has 25% West Coast Sales has 22%

of the Sales Posturing and 51% Competency Europe Sales has 53% East Coast Sales has 48% West Coast Sales has 50%

and 60% of the Consultative Competency Europe Sales has 68% East Coast Sales has 58% West Coast Sales has 54%

and 53% of the Qualifier Competency Europe Sales has 55% East Coast Sales has 60% West Coast Sales has 45%

Sales Effectiveness and Improvement Analysis™ for ABC Company

of the Presentation Approach & and 68% Context Competency Europe Sales has 74% East Coast Sales has 58% West Coast Sales has 72%

and 24% of the Closer Competency Europe Sales has 24% East Coast Sales has 28% West Coast Sales has 22%

and 45% of the Sales Process Competency Europe Sales has 56% East Coast Sales has 33% West Coast Sales has 46%

and 47% of the CRM Savvy Competency Europe Sales has 48% East Coast Sales has 50% West Coast Sales has 42%

and 29% of the Social Selling Competency Europe Sales has 21% East Coast Sales has 24% West Coast Sales has 41%

Sales Effectiveness and Improvement Analysis™ for ABC Company

The Account Manager

The Account Manager Competency is not found elsewhere in this document. It includes the skills that are suitable for account management, which we define as assigned accounts they are to

manage, handhold, solve problems, maintain and when possible, grow.

Accounts

ships

Will Meet/Talk with Decision Makers WillMeet/Talk with Decision WillReal the Know Budgets Will Politics Organizational Handle WillEffectively Time Manage Business Won'tto Feel Close Urgency Won'tAlienate People Rather Current Will Accounts on Focus New than Looking for WillEverywhere Friends Make Often Up Follow Will %Traits of Manager Account Account Manager Competency HasStrong Relation Europe Sales Reginald Dwight - 67% Roger Daltry 40% Mick Jagger 50% Jeff Lynne 40% Brian May 40% Jimmy Page 50% Roger Waters 60% East Coast Sales Tina Turner - 44% Gregg Allman 60% Tom Petty 50% Tom Scholz 60% Tommy Shaw 50% Bruce Springsteen 30% Steven Tyler 20% West Coast Sales Paul McCartney - 44% Donald Fagen 50% Steve Miller 30% Carlos Santana 30% Boz Scaggs 50% Steve Walsh 30% Bob Weir 40%

Sales Effectiveness and Improvement Analysis™ for ABC Company

The Farmer

The Farmer Competency is also not found elsewhere in this document. It includes the skills that are suitable for farming which we define as large assigned accounts where salespeople are responsible

for growth across the enterprise.

eCustomers

Objection Has Urgency Closing AttemptsClose To Won'tOver Panic Objections Won't Accept Put Offs MostWon't "Understand" Objections Won'tAlienat Will Likable be Very New Distracted Unlikelyto bybe Accounts %of Traits Farmer Farmer Competency of Money" a Handles"It's Lot Europe Sales Reginald Dwight 33% Roger Daltry 44% Mick Jagger 11% Jeff Lynne 33% Brian May 33% Jimmy Page 44% Roger Waters 22% East Coast Sales Tina Turner 44% Gregg Allman 33% Tom Petty 33% Tom Scholz 56% Tommy Shaw 22% Bruce Springsteen 33% Steven Tyler 11% West Coast Sales Paul McCartney 33% Donald Fagen 44% Steve Miller 33% Carlos Santana 22% Boz Scaggs 11% Steve Walsh 33% Bob Weir 11%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales DNA Controls Emotions – As a strength it supports listening and asking questions. As a Sales skills are not the only factors that weakness, it prevents people from determine an individual’s sales capabilities. maintaining control. Sales DNA, the combination of an individual's sales strengths/weaknesses, are even more Supportive Beliefs – As a strength, beliefs important. As strengths Sales DNA supports a support positive outcomes. As a weakness, salesperson's ability to execute. When they beliefs sabotage most outcomes. appear as weaknesses Sales DNA hinders the execution of selling skills and sales process. In Supportive Buy Cycle – As a strength it the table below we present the Sales DNA of supports strategies and tactics for dealing the six most significant with comparison shoppers, price shoppers strengths/weaknesses. High Sales DNA and indecisive prospects. As a weakness, it percentages are an indication that leaves people helpless to defend those salespeople will be able to execute most of undesirable behaviors. the skills they possess. Lower percentages suggest that weaknesses will impede a Comfortable Talking about Money – As a salesperson's performance. We will explain strength it supports having an in-depth each component of Sales DNA in its intended financial conversation. As a weakness it context later in the report but you can read a prevents people from helping prospects, short explanation below. customers and clients from finding the money to pay for your product or service. Doesn’t Need to be Liked - As a strength it supports asking questions. As a weakness it Rejection Proof – As a strength it supports prevents people from doing anything that prospecting for new business. As a weakness, they believe will upset their prospect, it prevents people from getting back on the customer, client. phone after being rejected.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Doesn't Need Approval ControlsEmotions SupportiveBeliefs Supportive Buy Cycle™ Comfortable MoneyDiscussing HandlesRejection DNA Combined Sales

Europe Sales Reginald Dwight 75% 83% 68% 14% 83% 100% 65% Roger Daltry 88% 78% 67% 71% 33% 94% 67% Mick Jagger 88% 78% 78% 29% 50% 94% 65% Jeff Lynne 100% 89% 85% 71% 33% 100% 76% Brian May 50% 78% 85% 29% 100% 32% 68% Jimmy Page 100% 67% 74% 71% 50% 100% 72% Roger Waters 100% 89% 76% 29% 100% 100% 79% 88% 80% 78% 50% 61% 87% 71% East Coast Sales Tina Turner 88% 67% 83% 86% 100% 94% 85% Gregg Allman 100% 89% 87% 71% 100% 100% 89% Tom Petty 62% 56% 67% 29% 50% 24% 53% Tom Scholz 75% 89% 74% 29% 50% 32% 63% Tommy Shaw 100% 89% 87% 71% 83% 100% 86% Bruce Springsteen 88% 67% 85% 71% 50% 100% 72% Steven Tyler 88% 78% 74% 14% 33% 94% 57% 86% 78% 79% 48% 61% 75% 70% West Coast Sales Paul McCartney 88% 67% 71% 29% 67% 40% 64% Donald Fagen 62% 78% 57% 29% 50% 100% 55% Steve Miller 88% 89% 70% 14% 33% 94% 59% Carlos Santana 75% 67% 78% 14% 33% 94% 53% Boz Scaggs 88% 67% 87% 29% 50% 100% 64% Steve Walsh 75% 89% 63% 0% 33% 94% 52% Bob Weir 88% 89% 78% 14% 83% 94% 70% 79% 80% 72% 17% 47% 96% 59% 84% 79% 76% 38% 56% 86% 67%

The average Sales DNA for your sales force is 67%

This score suggests that weaknesses are having a significant impact on your salespeople overall, while certain salespeople with a Sales DNA less than 64% are likely to have a much more difficult time selling effectively. In this range, salespeople are no doubt effective with their existing accounts, but struggle to bring in new business.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Intangibles Summary of Selling Capabilities

It is possible for a very successful salesperson We have analyzed: to assess poorly, have low Sales DNA, few selling skills, and even lack Desire and  The specific Competencies Commitment. In situations like these it can be  Sales DNA difficult to understand why there appears to  Intangibles be a contradiction. A very small minority of  The use and/or execution of a sales salespeople possess intangibles, things that process (which appears later in this help them succeed in your business. Their evaluation) intangibles aren’t teachable, transferrable or duplicable so you wouldn't want to hire Together, these four elements are the someone else just like them. When a primary sources for determining the current salesperson has some of these or, in certain capabilities of your sales force. cases, a particular one, it can explain what the The overall sales capability score for your assessment can't. sales force is  Lives Off of an Endless Number of Quality Referrals: Gregg Allman, Jeff Lynne 47%  Has the Best Territory: Donald Fagen, Jeff Lynne Overall, the selling capability of your sales  Has the Biggest Customers or Clients: force is quite low. The Competencies are Donald Fagen generally weak and the Sales DNA indicates  Has the Best Customers or Clients: Donald that weaknesses are getting in the way much Fagen, Tom Scholz too frequently. Improved sales coaching from  Recipient of the Most Company Leads: Jeff sales management, along with the Lynne, Tommy Shaw appropriate sales training to improve skills  Huge Book of Renewal Business: Brian and overcome weaknesses, will improve the May, Steven Tyler selling capability of your sales force over  Extremely Well-Liked / Loved: Steve time. Miller, Tom Petty

 Extremely Well-Known: Steve Miller, Bruce Springsteen  Provides Award-Level Service: Tom Petty, Carlos Santana  Been in the Industry for Decades: Carlos Santana, Tom Scholz  Winning Personality: Tommy Shaw, Steven Tyler  Industry Expert: Bruce Springsteen, Steven Tyler

Sales Effectiveness and Improvement Analysis™ for ABC Company

HOW MOTIVATED ARE OUR SALESPEOPLE AND HOW ARE THEY MOTIVATED?

Motivation is as important as ever but today's Goal- Name Style Motivation Oriented salesperson is not necessarily motivated by Europe money. Motivation can appear as either Sales Intrinsic or Extrinsic. Intrinsics tend to be Roger Daltry Mick Jagger motivated by recognition, fulfillment, Jeff Lynne satisfaction, enjoyment, love of selling, Brian May mastery, or even when they have something Jimmy Page Roger to prove to others. Extrinsics tend to be Waters East Coast motivated by money, rewards, toys, Sales vacations, and material things. In the tables Gregg that follow, you can see the level of overall Allman motivation as well as how the two types of Tom Petty Tom Scholz motivation contribute to overall motivation. Tommy Shaw

Group Intrinsic Extrinsic Balanced Bruce Springsteen Europe Sales 50% 17% 33% Steven Tyler East Coast Sales 83% 0% 17% West Coast West Coast 83% 0% 17% Sales Sales Donald Fagen Types of Motivation by Person Steve Miller Carlos

The next table shows the style of motivation Santana Boz Scaggs (♥ intrinsic, $ extrinsic, or = balanced) and the Steve Walsh overall level of motivation for each Bob Weir salesperson.

One approach you can take to maintain motivation is to align your salespeople with your sales cycle. If you have a longer and more complex sales cycle, you may find more consistency from intrinsically motivated salespeople. If you have a shorter and/or more heavily commissioned sales cycle, you may find that extrinsically motivated salespeople are more effective.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Motivational Tendencies

Everyone responds differently to motivation, so we thought you might find it useful to learn what your salespeople will respond to. In the table below, please note the specific motivators that will

work for each salesperson.

rewarding performance pressure management competition

- - - -

Hatingto lose Spending to pressure create Self Beingpressured Self Beingmanaged closely Self Competingagainst others Self Recognition Satisfaction Name Lovingwin to

Europe Sales Roger Daltry Mick Jagger Jeff Lynne Brian May Jimmy Page Roger Waters East Coast Sales Gregg Allman Tom Petty Tom Scholz Tommy Shaw Bruce Springsteen Steven Tyler West Coast Sales Donald Fagen Steve Miller Carlos Santana Boz Scaggs Steve Walsh Bob Weir

Sales Effectiveness and Improvement Analysis™ for ABC Company

Summary of Motivation of your salespeople who are required to 17% be compensated mostly by Overall, the motivation on your sales force commission appears to be quite good. Traditional are comfortable with that incentives should work just fine with any extrinsically motivated salespeople, and you of your salespeople who are required to will have to learn to motivate any intrinsically 67% be compensated mostly with salary motivated salespeople in non-traditional are comfortable with that ways that makes sense for both you and them.

Sales Effectiveness and Improvement Analysis™ for ABC Company

WHY AREN'T WE GENERATING MORE NEW BUSINESS?

The Role of Your Salespeople

The key to this question is the word "new." In the table below: We analyzed the ability of your sales force to hunt for new business. In order to generate  Hunters are those that will and do hunt. more new business your salespeople must be  Potential Hunters are those that will if both willing and capable of hunting, and sales they are required to hunt. management must be both willing and  Fishermen are those that prefer to wait capable of holding them accountable. for the prospects to come to them. If the prospects bite they'll engage. There are two perspectives for the Hunter  PETP (People for the Ethical Treatment of Competency: One is the overall percentage of Prospects™) are completely against attributes that each salesperson possesses. hunting so it is not realistic for them to The other, and more important of the two, is hunt for new business under any whether they have a willingness to hunt. We circumstances. weigh this perspective more heavily in our analysis. It appears that some of your salespeople are willing to hunt but have not been hunting The table below shows where your people are with any consistency. Increased sales today relative to their ability to find new management accountability should have a opportunities. positive impact on this. When that is solved you can count on your salespeople to find opportunities for the first stage of the pipeline.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Hunters Potential Hunters Fishermen PETP

Europe Sales

Roger Daltry Mick Jagger Jeff Lynne Brian May Jimmy Page Roger Waters East Coast Sales Gregg Allman Tom Petty Tom Scholz Tommy Shaw Bruce Springsteen Steven Tyler West Coast Sales Donald Fagen Steve Miller Carlos Santana Boz Scaggs Steve Walsh Bob Weir

Sales Effectiveness and Improvement Analysis™ for ABC Company

The Hunter

If you are required to find new business, the Specifically, it is important for salespeople to Hunter Competency contains the attributes possess these attributes: required for successful in this area. While the percentages in this Competency are helpful,  Prospects Consistently they are less important than certain  Will Prospect individual attributes.  Has No Need for Approval  Recovers from Rejection  Maintains a Full Pipeline

Not a Perfectionist - This may seem like a negative but in the case of hunting, some perfectionists seriously delay making calls until they believe the calls can be perfect. On their individual evaluations, we told them to strive for perfect endings, not perfect

beginnings.

Attends Events Networking Walk or andProspectsvia/ Phone ins / GetsReferrals Customers from Network Makers ReachesDecision MeetinSchedules ProspectsConsistently HasApproval for No Need RecoversFromRejection Maintains Pipeline Full WillProspect a Not Not it or Does Perfectionist Prevent Prospecting %of Hunter Traits Hunter Competency ToolsUses * Social Selling Europe Sales

Reginald Dwight ------20% Roger Daltry 42% Mick Jagger 75% Jeff Lynne 58% Brian May 42% Jimmy Page 17% Roger Waters 42% East Coast Sales Tina Turner ------80% Gregg Allman 67% Tom Petty 33% Tom Scholz 25% Tommy Shaw 67% Bruce Springsteen 67% Steven Tyler 50%

Sales Effectiveness and Improvement Analysis™ for ABC Company

* The following table provides additional detail about your organization's Social Selling capabilities.

tomers/Clients

UsesTwitter Business for WellConnected Posts/Sharesfor Updates Visibility Score LinkedIn Index Selling Social Connectedto Potential Cus Social Generatesthrough Leads Selling %of Compenents Social Selling The Social Selling Competency UsesLinkedIn Europe Sales Reginald Dwight 14% Roger Daltry 71% Mick Jagger 0% Jeff Lynne 0% Brian May 0% Jimmy Page 0% Roger Waters 57%

Sales Effectiveness and Improvement Analysis™ for ABC Company

tomers/Clients

UsesTwitter Business for WellConnected Posts/Sharesfor Updates Visibility Score LinkedIn Index Selling Social Connectedto Potential Cus Social Generatesthrough Leads Selling %of Compenents Social Selling The Social Selling Competency UsesLinkedIn East Coast Sales Tina Turner 57% Gregg Allman 14% Tom Petty 0% Tom Scholz 29% Tommy Shaw 43% Bruce Springsteen 29% Steven Tyler 29% West Coast Sales Paul McCartney 43% Donald Fagen 71% Steve Miller 86% Carlos Santana 0% Boz Scaggs 0% Steve Walsh 86% Bob Weir 0%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Management's Role of your salespeople who are required to 67% call on Business Users We discussed sales management are comfortable with that accountability several pages back in this document. To refresh your memory, the table of your salespeople who are required to below shows sales management's current 100% call on the corporate/industrial market ability to hold salespeople accountable for are comfortable with that finding new business.

% of of your salespeople who are required to Accountability % of Accountability 50% call on the small Name Skills Effectiveness business/professional market are comfortable with that Tina 86% 61% Turner of your salespeople who are required to Some training and coaching will be required 50% hunt for new business before Sales Management is able to hold are comfortable with that salespeople accountable for proactive hunting. of your salespeople who are required to 72% generate their own leads are comfortable with that Summary

You have some of the ingredients for generating new revenue. Some of your salespeople are well suited for hunting and sales management will be well suited for holding them accountable after they receive some training and coaching on the proper ways to hold salespeople accountable.

of your salespeople believe 33% "I can't get referrals"

of your salespeople who are required to 61% sell against the competition you face are comfortable with that

of your salespeople who are required to 50% call on the Management Level are comfortable with that

of your salespeople who are required to 50% call on ownership or the C Level are comfortable with that

Sales Effectiveness and Improvement Analysis™ for ABC Company

ARE WE REACHING THE ACTUAL DECISION MAKERS?

When salespeople fail to speak with the The right column indicates whether your actual decision makers early enough in the salespeople are comfortable with the types of sales process, sales can be delayed or lost to decision makers that you indicated they need competitors. In the table below, the left to call on. column shows whether or not your salespeople are currently reaching decision Summary makers. The majority of your salespeople are not reaching decision makers but at least half do not have the need to be liked. As a result, the issue has more to do with a skill gap rather than a weakness. Over time, appropriate

training and coaching should take care of the

problem with your salespeople reaching

Makers Does to Not be Need Liked Comfortable with Targeted Decision Maker ReachesDecision decision makers. Name Europe Sales Roger Daltry of your managers believe Mick Jagger 33% "I have to call on buyers before I Jeff Lynne can call on end users or decision- Brian May makers" Jimmy Page

Roger Waters East Coast Sales of your salespeople believe Gregg Allman 50% "I have to call on buyers before I Tom Petty can call on end users or decision- Tom Scholz makers" Tommy Shaw

Bruce Springsteen Steven Tyler West Coast Sales Donald Fagen Steve Miller Carlos Santana Boz Scaggs Steve Walsh Bob Weir

The middle column indicates whether your salespeople have a need to be liked. If they aren't currently reaching decision makers and they need to be liked, they will first need to overcome their need to be liked. Then they will be comfortable enough to push back and ask tough questions that currently prevent them from seeing people of authority.

Sales Effectiveness and Improvement Analysis™ for ABC Company

WHY ISN'T OUR SALES CYCLE SHORTER?

To answer this question we looked at 11  Able to Discuss Money – When your factors that historically support shorter sales salespeople are able to discuss finances cycles. Shorter sales cycles are generally not they are more likely to uncover the actual impacted by delayed closings or business lost budget and confirm the prospect's ability to competitors. We present the 11 factors for to spend it. That tends to prevent most of you in the next table. the delays blamed on money.  Rejection Proof – When you are not  Makes Decisions – If you make buying affected by rejection you are less likely to decisions without having to think it over avoid asking questions that could result in you will find a way to get your prospects a "no". to make decisions too.  Healthy Skepticism – When you have a  Consultative Seller – If your salespeople healthy skepticism, you can avoid happy can sell consultatively they can uncover ears, not mistake put-offs for promises, the compelling reason to buy, a motivator and have much better sense for what is that creates urgency and shortens the reality. sales cycle.  Supportive Beliefs – When you have  Qualifier – If you qualify thoroughly there beliefs that support ideal sales outcomes will be fewer opportunities for premature you can be more successful. demos, quotes, proposals, and  Effective Sales Process – When the sales presentations that lead to delayed process lends itself to repeatable and closings and lost business. desirable results, sales cycles tend to be  Won't Accept Put-Offs – The ability to ask much shorter while conversion ratios questions after being put off can lead to tend to be much higher. getting business closed at the first closing opportunity. Your salespeople have very few of the 11  Doesn't Need to be Liked – If your factors that support a shorter sales cycle. salespeople don't need to be liked they Therefore, we believe that your sales cycle will accept fewer put-offs because they can be shortened significantly by developing won't be worried about asking the next a customized, formal, structured sales question, pushing back, or challenging the process, and providing sales training and prospect. coaching to develop skills and overcome  Controls Emotions – If your salespeople weaknesses. do not panic in the heat of battle or become too excited when they hear what they want to hear, they can control the sales process more effectively.

Sales Effectiveness and Improvement Analysis™ for ABC Company

of your salespeople believe of your managers believe 72% "I have a long sales cycle" 67% "It's OK if my salespeople let their prospects comparison shop"

of your managers believe 100% "Prospects that think it over will of your salespeople believe eventually buy from us" 72% "I understand when my prospects want to comparison shop"

of your salespeople believe 83% "Prospects that think it over will of your salespeople who are required to eventually buy from me" 67% sell in a long sales cycle are comfortable with that

of your managers believe 67% "It's OK if my salespeople let their of your salespeople who are required to prospects think it over" 50% close in one call are comfortable with that

of your salespeople believe 50% "I understand when my prospects want to think it over"

Sales Effectiveness and Improvement Analysis™ for ABC Company

Liked

Offs

ConsultativeSeller Qualifier Won't Accept Put Doesn't to Need be ControlsEmotions AbleMoney to Discuss RejectionProof HealthySkepticism SupportiveBeliefs EffectiveSales Process Name MakesDecisions Factors Europe Sales Roger Daltry 5 Mick Jagger 3 Jeff Lynne 5 Brian May 3 Jimmy Page 4 Roger Waters 7 50% 67% 17% 0% 83% 33% 33% 83% 17% 0% 67% 5 East Coast Sales Gregg Allman 8 Tom Petty 0 Tom Scholz 1 Tommy Shaw 8 Bruce Springsteen 3 Steven Tyler 3 50% 33% 33% 0% 67% 50% 33% 67% 0% 33% 17% 4 West Coast Sales Donald Fagen 1 Steve Miller 5 Carlos Santana 1 Boz Scaggs 5 Steve Walsh 3 Bob Weir 7 0% 50% 33% 0% 50% 50% 17% 100% 17% 17% 33% 4 Average 33% 50% 28% 0% 67% 44% 28% 83% 11% 17% 39% 4

Sales Effectiveness and Improvement Analysis™ for ABC Company

ARE WE SELLING CONSULTATIVELY?

The Consultative Seller

Selling has changed dramatically since 2008. When Consultative Selling is properly The biggest changes are that: executed it can help a salesperson to differentiate, sell value, and sometimes be  It's more difficult to reach prospects viewed as a Trusted Advisor. This can only  Prospects do not have time to meet occur after a salesperson has asked enough  There is much greater resistance questions (dozens) to go as wide and deep as  Salespeople tend to be invited in later in possible, leading to a discussion of issues, the sales cycle opportunities, implications, the people they  There is far more price sensitivity affect, and potential outcomes. As much as  Prospects are more cautious and consultative selling relies on highly conservative on what they spend their developed questioning skills, equally well- money developed listening skills are an even more  There is greater need to differentiate important component.

Consultative Selling is an approach that helps salespeople deal with the issues listed above. It is the most misunderstood term in all of sales with most people believing that a salesperson must ask questions, identify an issue and present a solution. This isn't entirely wrong, but it does fall short of the intended meaning, and most salespeople aren't actually selling this way. Instead, they have some prepared questions, ask some of them, and when a question leads to an issue, they begin to talk about a solution.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Appropriate Times Appropriate

AsksQuestions Enough * DevelopsStrong Relationships Presentingat Uncovers Issues Will Understands Buy Prospects How Granted Takes for Nothing AbleQuestions Tough to Ask Able with Ease to Listen/Ask %Traits Seller of Consultative Consultative Seller Competency AsksGreat Questions Europe Sales Reginald Dwight 67% Roger Daltry 89% Mick Jagger 67% Jeff Lynne 89% Brian May 22% Jimmy Page 44% Roger Waters 100% East Coast Sales Tina Turner 78% Gregg Allman 100% Tom Petty 11% Tom Scholz 56% Tommy Shaw 67% Bruce Springsteen 56% Steven Tyler 56% West Coast Sales Paul McCartney 56% Donald Fagen 11% Steve Miller 89% Carlos Santana 56% Boz Scaggs 67% Steve Walsh 22% Bob Weir 78%

Sales Effectiveness and Improvement Analysis™ for ABC Company

* The following table provides additional detail about your organization's ability to quickly develop relationships.

ort

Develops Strong Relationships over DevelopsStrong Relationships Time Companies CustomersFollow to New Winning RelationshipKey in Factor Is Business Is Friends Making Believes That SingleAsset Greatest IsExtroverted Attributes %Building of Relationship The Relationship Building Competency QuicklyRapp Develops Europe Sales Reginald Dwight 0% Roger Daltry 50% Mick Jagger 17% Jeff Lynne 17% Brian May 33% Jimmy Page 33% Roger Waters 50% East Coast Sales Tina Turner 33% Gregg Allman 50% Tom Petty 17% Tom Scholz 17% Tommy Shaw 0% Bruce Springsteen 33% Steven Tyler 33% West Coast Sales Paul McCartney 17% Donald Fagen 17% Steve Miller 50% Carlos Santana 17% Boz Scaggs 17% Steve Walsh 17% Bob Weir 17%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Capable of Building Trust with Summary Prospects and Clients Your salespeople do not currently have the Dave Kurlan's recent White Paper, "The Trust strengths and skills necessary for selling Project - When and Why Salespeople Aren't more consultatively. The good news is that Trusted" - revealed that in general, there is tremendous room for improvement salespeople are not trusted, especially by and with the proper sales training and women. Some industries are worse (life coaching they should be selling consultatively insurance, auto, home remodelers) than in the near future. others (business services, industrial sales), and salespeople, especially young males, must of your managers believe build trust in order to have a chance for 100% "My salespeople need to make presentations" success. The following table shows the salespeople who possess the ability to build trust and demonstrate business integrity. When they develop the ability to sell consultatively as well, the potential is there for them to be viewed as trusted advisors.

Name Capable of Building Trust Europe Sales Roger Daltry Mick Jagger Jeff Lynne Brian May Jimmy Page Roger Waters East Coast Sales Gregg Allman Tom Petty Tom Scholz Tommy Shaw Bruce Springsteen Steven Tyler West Coast Sales Donald Fagen Steve Miller Carlos Santana Boz Scaggs Steve Walsh Bob Weir

Sales Effectiveness and Improvement Analysis™ for ABC Company

ARE WE SELLING ON PRICE AND WHO CAN BECOME A VALUE SELLER?

If your salespeople feel that they need a more  Able to Discuss Money (Discuss Money) – competitive price or worse, the lowest price, When salespeople can discuss money it is in order to win the business, the chances are easier for them to discuss the value and quite good that they aren't selling on value. In make sure the prospect sees it the same order to answer the question as to whether way. you are selling on price or value, and who  High Threshold for Money (Money could become a value seller, we looked at the Threshold) – The High Threshold is following factors, also shown in the table indicative of a salesperson who should be below: able to ask for a lot of money (not to be confused with Able to Discuss Money)  Compelling Reasons (Compelling) – A without concern for the amount sounding salesperson's ability to uncover the like it is "a lot" to them personally. prospect's reasons to buy, which helps  Sales-Specific Skills (Skill) – For most the salesperson discover the value in the salespeople more skills lead to more opportunity. success when they are required to sell  Value Buyer (Value) – When a value. salesperson buys based on value rather than price they are more likely to sell For many of your salespeople, the most value. Salespeople who are price important element to selling value – the way shoppers have the most difficulty they buy value for themselves - is already in upholding margins, creating and selling place. While they are far from value sellers value. today, they can become value sellers in the  Ability to Differentiate (Diff) – near future. Salespeople who make good first impressions and standout from the crowd of your managers believe get their prospects to pay more attention 33% "A thousand dollars is a lot of money" to them than the competition.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Name Compelling Value Diff Discuss Money Money Threshold Skill Factors Europe Sales Roger Daltry 4 Mick Jagger 4 Jeff Lynne 4 Brian May 3 Jimmy Page 2 Roger Waters 5 67% 83% 17% 33% 100% 67% 4 East Coast Sales Gregg Allman 6 Tom Petty 3 Tom Scholz 3 Tommy Shaw 4 Bruce Springsteen 3 Steven Tyler 2 83% 100% 33% 33% 67% 33% 4 West Coast Sales Donald Fagen 1 Steve Miller 2 Carlos Santana 3 Boz Scaggs 4 Steve Walsh 1 Bob Weir 4 83% 50% 17% 17% 50% 33% 3 Average 78% 78% 22% 28% 72% 44% 3

Sales Effectiveness and Improvement Analysis™ for ABC Company

IS OUR VALUE PROPOSITION CONSISTENT?

We asked your salespeople to provide us with their version of your value proposition. You can see them listed below along with their elevator pitch and their version of the company's brand promise. We simply copied and pasted their submissions into the document so any spelling and/or grammatical errors in this section belong to your salespeople.

Name Value Proposition Brand Promise Elevator Pitch Europe Sales Roger Daltry To continue to be a world class To not hit my self in the Ever since I was a young boy, band head with my microphone I've played the silver ball. From Soho down to Brighton I must have played them all. Mick Jagger We are committed to being the best To sing slowly and clearly I can't get no satisfaction geriatric band of all time! at every show Jeff Lynne To work our hardest to no longer be To continue to have the I'll tell you once more before I associated with Xanadu most Billboard Hot 100 get off the floor, don't bring me Top 40 hits down Brian May We will bring you fame and fortune We will we will rock you Bismillah! No, we will not let you and everything that goes with it go. 'cause we are the champions - of the assessments world! Jimmy Page To continue to provide the best To have more band There's a lady who's sure all that concert experience names than Tom Petty glitters is gold and she's buying a stairway to heaven. Roger To continue to provide the best To move from the dark Teacher, leave the kids alone Waters concert experience side of the moon to Monte Carlo East Coast

Sales Gregg Our goal is to deliver the best show To sell more I've got one more silver dollar Allman autobiographies than any other rock star Tom Petty We are committed to providing the To have more band You can call me Charlie T best show ever. names than Robert Plant Wilbury, Jr. Tom Scholz To be more than just another band You know everybody Well, we are just another band out of Boston knows our name out of Boston Tommy Provide a carnival atmosphere To never, never, never I've got too much time on my Shaw sing Mr. Roboto in one of hands and it's ticking away, our concerts ticking away from me. Bruce Committed to being the best band To stop dancing in the I was born in the USA Springsteen to perform at Fenway Park dark Steven Tyler Committed to being the best band To never, never, never Everybody's got the dues in life to perform at Gillette Stadium sing the National Anthem to pay at a sporting event West Coast

Sales Donald Our goal is to deliver the best show To be known as an Are you reelin' in the years and Fagen American jazz fusion/rock stowin' away the time band Steve Miller Committed to being the best band To have more hit records Big ol' jet liner don't carry me too out of San Francisco than Boz Scaggs far away Carlos To continue to be a world class To have more than 1000 Lightning in the sky, thunder on Santana band artists sing on my records the ground Boz Scaggs To continue to tour and play music To have more hit records He's for the money, he's for the than Steve Miller show, Lido's a waitin' for the go

Sales Effectiveness and Improvement Analysis™ for ABC Company

Name Value Proposition Brand Promise Elevator Pitch Steve Walsh To be the best band in Kansas To be the best band in Carry on my wayward son, for named Kansas Kansas named Kansas there'll be peace when you are done. Bob Weir We are committed to providing the To keep playing music In Franklin's tower there hangs a best show ever. bell

Summary

More than half of your salespeople were able to express the value proposition with some degree of consistency. Your onboarding is probably working and your messaging is likely being reinforced across the organization on an ongoing basis. Those who were unable to correctly express the value proposition should be questioned about that.

Sales Effectiveness and Improvement Analysis™ for ABC Company

CAN WE CLOSE MORE SALES?

The Closer

The Closer Competency helps us to While the Closer Competency explains what understand whether or not your salespeople your salespeople are capable of have the attributes that will enable them to accomplishing at closing time, closing has convert qualified opportunities at the time much more to do with factors that precede they become closable. Some opportunities the closing step of the sales process, most of close later than expected because they were which we have already discussed: not closed at the first closing opportunity. While you have probably been very happy to  Consultative Selling Skills get that business at a later time, those deals  Qualifying Skills did fail to close when they should have – at  Sales Process (later in the document) the time they first became closable.  Sales Posturing Skills (later in this chapter)  Presenting (later in this chapter)

Sales Effectiveness and Improvement Analysis™ for ABC Company

Offs

OverlyPatient

Decision Won'tInappropriateQuotes Make Maker WillDecision Meet with the Close to Way a Find Will Won't be Derailed Unlikelybyto be Put Overs" "Thinkit Likely Not to Take Isn'tLiked to Hoping be atClosing WillMoment in Stay the Time %of Traits Closer Closer Competency Makea To Gets To Prospect Agree Europe Sales Reginald Dwight 11% Roger Daltry 33% Mick Jagger 11% Jeff Lynne 33% Brian May 0% Jimmy Page 44% Roger Waters 22% East Coast Sales Tina Turner 44% Gregg Allman 44% Tom Petty 0% Tom Scholz 11% Tommy Shaw 56% Bruce Springsteen 33% Steven Tyler 22% West Coast Sales Paul McCartney 22% Donald Fagen 22% Steve Miller 33% Carlos Santana 11% Boz Scaggs 11% Steve Walsh 33% Bob Weir 22%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Posturing

Although sales effectiveness is typically The next table shows the qualities that measured by revenue, there is more to selling support effective posturing or whether your than the end result. All too frequently the end salespeople are able to effectively position result is simply a sum of its parts, a bi- your products/services and company and product of a salesperson's motivation, make a memorable impression. determination, strengths, skills, competencies, strategies, tactics and A yellow flag icon indicates that they are posturing. neither strong nor weak in that particular quality.

Image

Independently

Good Good Self ControlsEmotions TakesResponsibility Works Goal Oriented BuildsEarly Relationships Isa Solver Problem Consultative(%) Competency SalesOptimism SalesAssertiveness SalesEmpathy SalesScore Posture Sales Posturing Competency Outlook Great Europe Sales Reginald Dwight 67% 40% Roger Daltry 89% 53% Mick Jagger 67% 53% Jeff Lynne 89% 69% Brian May 22% 24% Jimmy Page 44% 52% Roger Waters 100% 68% East Coast Sales Tina Turner 78% 62% Gregg Allman 100% 70% Tom Petty 11% 38% Tom Scholz 56% 40% Tommy Shaw 67% 53% Bruce Springsteen 56% 50% Steven Tyler 56% 38% West Coast Sales Paul McCartney 56% 31% Donald Fagen 11% 24% Steve Miller 89% 71% Carlos Santana 56% 50% Boz Scaggs 67% 49% Steve Walsh 22% 48% Bob Weir 78% 60%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Presenting

We will look at presenting in a way that might be different from how you have historically viewed it. Today’s modern sales force should sell consultatively and present solutions to fully qualified prospects. Most salespeople fail to do that, presenting far too early in the sales process. We will analyze sales behaviors and outcomes that explain whether or not presenting occurs at the right time, to the right people, and for the right reasons. We will explain whether or not your salespeople are overly presentation-minded by identifying their presentation tendencies, or the degree to which your salespeople rely on presentations to sell.

estions

ControllingProcess Sales the Proposalthe MakingDoes is A Not Believe Process Sales Most of the Important Part TalkingoverEmphasizesListening Company MinimizeTalking Ableabout to Productsor Solutions Compelled Not to Present Overly Not and Reliant onEducating Presenting Quote or Compelled Not to Propose AsksQu Enough Granted Takes for Nothing PresentingScore Presentation Approach and Context Equates to Does Not BelievePresenting Europe Sales Roger Daltry 78% Mick Jagger 78% Jeff Lynne 89% Brian May 44% Jimmy Page 67% Roger Waters 89% East Coast Sales Gregg Allman 78% Tom Petty 44% Tom Scholz 44% Tommy Shaw 56% Bruce Springsteen 56% Steven Tyler 67% West Coast Sales Donald Fagen 67% Steve Miller 67% Carlos Santana 78% Boz Scaggs 78% Steve Walsh 67% Bob Weir 78%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Combined Impact of Competencies

This table shows the combined impact of the factors that affect closing.

Sales Combined Name Process Posturing Consult. Qualifier Closer Presenting Impact Europe Sales Roger Daltry 4 Mick Jagger 3 Jeff Lynne 3 Brian May 1 Jimmy Page 3 Roger Waters 5 67% 83% 67% 17% 0% 83% 3 East Coast

Sales Gregg Allman 4 Tom Petty 0 Tom Scholz 0 Tommy Shaw 3 Bruce 1 Springsteen Steven Tyler 2 17% 50% 33% 33% 0% 33% 2 West Coast

Sales Donald Fagen 1 Steve Miller 4 Carlos Santana 2 Boz Scaggs 4 Steve Walsh 2 Bob Weir 5 33% 83% 50% 33% 0% 100% 3 Average 39% 72% 50% 28% 0% 72% 3

Sales Effectiveness and Improvement Analysis™ for ABC Company

Summary of your managers believe 100% "Prospects that think it over will Most of your salespeople have some of the eventually buy from us" basic elements in place to become more effective closers after the appropriate sales of your salespeople believe training and coaching has taken place. Sales 83% "Prospects that think it over will management must also become more eventually buy from me" effective at coaching and as a result of these changes you will see the results several of your managers believe months after you begin. 67% "It's OK if my salespeople let their prospects think it over"

of your salespeople believe 50% "I understand when my prospects want to think it over"

of your managers believe 67% "It's OK if my salespeople let their prospects comparison shop"

of your salespeople believe 72% "I understand when my prospects want to comparison shop"

of your salespeople who are required to 83% close business themselves are comfortable with that

Sales Effectiveness and Improvement Analysis™ for ABC Company

Infrastructure

Do Our Systems and Processes Support a High Performance Sales Organization? ...... 59 Are We Being Consistent with Our Sales Process?...... 68 How Well Are Our Sales Leadership Strategies Aligned? ...... 71 Do We Need to Change Our Selection Criteria? ...... 74 Is Our Ramp-Up of New Salespeople Fast Enough?...... 76 Can We Improve Our Pipeline and Forecasting Accuracy? ...... 78

Sales Effectiveness and Improvement Analysis™ for ABC Company

DO OUR SYSTEMS AND PROCESSES SUPPORT A HIGH PERFORMANCE SALES ORGANIZATION?

Systems and processes are an important part of a sales organization's success. They must lay the groundwork, direct and guide salespeople, support their efforts, and accurately collect appropriate information for leaders to manage, coach and hold salespeople accountable to the required metrics and results. In the June 2013 issue of INC. Magazine, Les McKeown said, "Growing businesses need to put in systems and processes. That's the only way you can get to a point where you can scale."

Summary of Systems and Processes

This table provides overall company scores for Growth, Coaching, Motivating, Recruiting 64 and Accountability, areas where systems and processes must support the sales force. Your total score of 64 suggests that your systems and processes support the sales force Score (0-10) Area in some areas, but there are others areas that Business Plan 4 Growth require attention. It will be important to focus Territory Management 7 Evaluation of Salespeople 4 on the areas where your scores fall below 7 Coaching Training and Development 7 and tweak those areas with scores between 7 Compensation 6 Sales Meetings 6 Motivating and 9. Sales Support 9 Recruiting Process 5 A low score in systems and processes can Termination Policy 0 Recruiting Expectations 0 often be correlated with a sales force that New Salesperson Ramp-up 0 spends too much of its time working on Tracking 3 Tracking Frequency 5 internal issues, making sure that the Accountability Automation 4 promises they made to customers are kept. Automation Execution 4 Then your salespeople use these activities as Average Score 4 Total Score (0-150) 64 valid excuses for not pursuing new business development activities and at the same time, their involvement fails to change the culture that caused them to involve themselves in the first place.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Business Plan

Territory Management Business plans come in all shapes and sizes and are used for many different purposes, Some companies approach territory design most notably to obtain financing, attract with all the technology of a horse and investors and detail the strategy to achieve a carriage. Others use sophisticated territory company's goals. Most companies have management software. There are many sketchy or non-existent plans, with little advantages to optimizing territories, the most attention paid to the all-important sales and important being market dominance. marketing functions. When you consider how sales and marketing impact revenue it makes you wonder why the inclusion of sales and 7 marketing isn't a mandatory component of a complete business plan. Some of the sales Your company's sales territories do not elements that could be included are: appear to be optimized yet.

You are not filling the territories with the 4 optimal number of salespeople to maximize revenue in those territories. You should  Specific plans for each salesperson research the revenue potential and market  Sales administration share of each territory and, using the volume of your average salesperson, calculate the  Sales budget optimal number of salespeople required for  Recruiting requirements each. A common problem occurs when  Target market companies add salespeople to an  Strategy to overcome competition underperforming territory when an argument  Market strategy can be made for the philosophy that less is  Talent development more. Adding mediocre salespeople never  Value proposition compensates for under performance. When

your territories have been optimized, a Like many companies, your plan is missing number will be assigned to each territory. some of the elements that should be included Then, if the territory is underperforming, you in an effective sales plan. You should identify can replace the offending salespeople instead and add the missing components to your plan of making a bad situation worse. as soon as possible. When the plan is incomplete, there could be less formality to the sales strategy and sales strategy could even become misaligned with the business goals outlined in the plan.

of your managers believe 33% "I don't have a personal sales plan"

Sales Effectiveness and Improvement Analysis™ for ABC Company

Evaluation of Salespeople Training and Development

Evaluating performance on a regular basis is Targeted and effective sales training and a 'best practice' that leads to raised development is a 'best practice' that raises expectations and improved performance. expectations, improves performance and There are many ways to evaluate aligns strategies, tactics and processes. Sales performance. The most common method, training is not something that you provide observation, tends to be more subjective and each year. Instead it must be integrated with far less comprehensive than other an optimized sales process and a sales approaches. process/pipeline orientated CRM application; it must be challenging, motivating and lead to measurable changes in behaviors, revenue 4 and profits. This can be accomplished by targeting specific challenges and issues Your organization has lacked a method for instead of providing training on general evaluating performance. topics of interest.

Prior to this comprehensive evaluation, it appears that aside from reviewing 7 performance history, the company has lacked the means to objectively evaluate sales Your company has been providing training performance. In most cases, numbers alone and development on a regular basis and that won't tell the entire story. You need to is terrific! However, there are still real completely understand how everyone problems to be solved and you must provide contributes, while establishing expectations your sales force with the resources required and guidelines to improve those for success. contributions. You should incorporate

additional evaluation methods including 360- degree reviews, observation, formal reviews, customer surveys and within the next year, a reevaluation of your sales force.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Compensation Sales Meetings

A company's compensation plan is usually a Sales meetings are held for a variety of cornerstone to motivate its salespeople to reasons at various times, with varying perform. If the plan is too generous, it fosters frequency and in locations as varied as the a culture of complacency. If the plan is too conference room down the hall to exotic challenging, it can lead to costly turnover. vacation resorts. Effective sales meetings must always serve a motivational purpose, When companies pay commission on gross while training and sharing of information are revenue it provides little incentive for important too. salespeople to maintain high margins. A plan based on gross profit causes salespeople to have a little more skin in the game while 6 protecting profits in a low margin business. It appears that your sales meetings are hitting most of the primary requirements for 6 motivation, sales training and product training. This is terrific and will be an Your organization's commissions are based important foundation for future growth and on profit, a terrific practice and one that you development. should be proud of. Compensation plans are

still evolving, especially with more and more salespeople no longer being primarily motivated by money. This has led to companies identifying alternate methods to motivate and compensate their salespeople.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Support Recruiting Process

Sales support is an important component to To a certain degree, the effectiveness of a overall sales success. Salespeople must be company's sales recruiting process effectively supported by: determines the effectiveness and consistency of sales selection. This impacts the overall  Customer service level of talent that is paramount to the  Estimators success of the sales organization. The more  Engineers effectively you recruit, the greater the odds  Technical support that your organization will include successful,  Technical service dedicated, consistent salespeople.  Credit  Legal department The components of an effective, formal, sales  Manufacturing recruiting process include, but aren't limited to:  Shipping

 Candidate pipeline When each of these systems is in place and effective, salespeople can focus on developing  Sales specific pre-employment business rather than internal sales. We assessment looked at the various internal sales support  90 day start-up plan requirements that should be in place to help  Profile of a successful salesperson with communications, solve problems and  Applicant tracking resolve issues.  Effective use of targeted internet job sites  Use of automation in the recruiting process 9  Phone qualifications  Effective interviews with properly It appears that your company is providing qualified candidates most of the support that salespeople require  Performance expectations for success. For continued success, simply  Reference and background checking tweak those systems that support the sales  Termination policy force for optimal effectiveness. 5

Your sales recruiting process lacks some of the necessary components for successful recruiting. The outcome of a sales recruiting process is only as effective as the weakest component and the earliest stages of the process.

Sales Effectiveness and Improvement Analysis™ for ABC Company

You must identify the missing components, Your company's sales termination policy add them to your process and if necessary, lacks many required components. When get help with the integration and execution as salespeople are being considered for soon as possible. termination, but you can't point to a specific condition to trigger the termination process, of your managers believe problems can begin to grow exponentially. As 100% "I don't need to upgrade the sales problem salespeople continue to interact with force" your other salespeople you risk alienating,

discouraging or angering the others on the Termination Policy sales force. A sales termination policy formally identifies It is important to identify the missing the conditions upon which the company ends components and add them to your policy as its relationship with its salespeople. A formal soon as possible. policy removes the subjectivity that often delays or postpones appropriate termination. Expectations These conditions can include, but aren't limited to: It is important for a company to communicate its expectations for performance to new  A time frame for success salespeople. Unrealistically high expectations  Self-defeat can often cause discouragement and failure  Despair while unrealistically low expectations often  Lack of results lead to mediocrity and complacency.  Dishonesty  Lack of effort  Bad attitude 0

Your expectations for new salespeople are 0 very low and as a result, new salespeople may not perform as effectively or as quickly as they should. Raise your expectations and create support mechanisms to assure that new salespeople ramp-up and achieve success more quickly.

Sales Effectiveness and Improvement Analysis™ for ABC Company

New Salesperson Ramp-up Tracking

It is important to know how much time is We compared the critical sales metrics that required for new salespeople to begin could be tracked with those you are currently achieving success. Ramp-up time can be tracking. The first column of the table below calculated by adding the length of your sales states the metric and the second column cycle (number of days between a prospect indicates whether that metric is currently showing interest until that customer pays the being tracked. invoice), plus the length of your learning curve (how long before a new salesperson can have an intelligent conversation with a 3 prospect) plus 30 additional days. Your company appears to be tracking some of the available metrics. Knowledge is power 0 and when it comes to the sales force, the more you know about critical ratios, trends, We compared your ramp-up time for new activity and results, the better. When that salespeople to the ideal for a company with information is reported on a timely basis you your sales cycle and learning curve and your can respond appropriately. Begin tracking the company's ramp-up time appears to take metrics listed that aren't yet being tracked significantly longer than it should. You should and you will have much more control over the raise your expectations and provide the growth, revenue and profit of your company. necessary coaching, training, motivation and direction for new salespeople to succeed Critical Metrics Tracked Margins more quickly. Average Order Size Average Account Size

Closing Percentage New Meetings Call Reports Length of the Sales Cycle Number of Meetings Required to Close Cost per Sales Call Salespeople Over/Under Goal Schedules and Calendars Quality of the Pipeline Quantity of the Pipeline Balance of the Pipeline Stages of the Pipeline Movement within the Pipeline Profitability by salesperson Target Account Status Top 5 Opportunities Account Retention

Sales Effectiveness and Improvement Analysis™ for ABC Company

Tracking Frequency Automation

The critical ratios you collect for your Automation - the ability to automate a manual business should provide the necessary data to function - is a wonderful thing. Historically, manage and grow your business. You should Sales Force Automation has not been so be aware, on a daily or weekly basis, of the wonderful because of user resistance, lack of progress or lack of progress being achieved commitment from management, and by your salespeople. In order to provide cumbersome software and applications. effective accountability and coaching, most Today, applications have become much more critical ratios must be reported on a weekly user friendly, eliminating most excuses. and, in some cases, daily basis. 4 5 The few sales processes that you have You don't seem to be collecting the required automated are not providing you with the metrics often enough for sales management necessary tools to manage and grow your to provide timely coaching and business. Most functions require automation accountability. so that management can spend its time actually managing salespeople with timely Please begin this process immediately. data. Please begin automating the various

sales processes as soon as possible. Most companies have some kind of CRM application but have many challenges leveraging its potential to drive revenue. A CRM application where the focus is on sales process, pipeline and accurate forecasting is best.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Automation Execution 4

Your company's use of sales automation information is mediocre at best.

Your company doesn't use all of the information it collects and as a result, you may be missing opportunities to coach your salespeople and hold them accountable. Examine the reports available and carefully choose those which can be utilized for coaching as well as those which could assist you in holding salespeople accountable for various activities and results.

Some examples of useful sales automation information would be:

 Opportunities with movement  Conversion ratios by stage of the sales process  Length of the Sales Cycle by Opportunity  Days in Stage by Opportunity  Sales to Budget by Salesperson  New vs. Existing Customer Sales by Salesperson  Sales Revenue Trend by Salesperson  Forecast Date to Actual by Opportunity and Salesperson  Forecast Amount to Actual by Opportunity and Salesperson

Sales Effectiveness and Improvement Analysis™ for ABC Company

ARE WE BEING CONSISTENT WITH OUR SALES PROCESS?

The Sales Process Even if you were not aware that a sales process problem existed, you might be able to It is of the utmost importance to have a recognize the symptoms of it. The symptoms customized, formal, structured and below are common to most of your people: optimized sales process. Without it, so much coaching time can be wasted while  Inappropriately timed proposals determining where a salesperson is in an  Inappropriately timed follow-up unknown or unique process. Crucial steps are  Targeting procurement too early in the often unknowingly skipped, while knowledge sales cycle of multiple terms and steps are needed. A  Conducting demos and/or presentations common, effective process assures favorable too early in the process instead of asking outcomes and generally prevents salespeople enough questions from wasting their valuable time on  Making too many assumptions and not opportunities that are unlikely to close, enough probing especially when sales cycles are long. Without  Not identifying the actual budget earlier a doubt, a powerful sales process with clearly in the sales process defined steps provides more consistent,  Too many put-offs, stalls and excuses predictable and profitable results. being accepted

We asked your salespeople questions to  Lack of commitments from prospects determine the extent to which they have and  Inappropriately timed presentations follow a formal, structured sales process. The  Sales cycles taking much longer than results can be summed up for you with this necessary simple number that represents the  Not reaching the actual decision-makers percentage of salespeople that seem to be using a process that is effective or efficient. of your salespeople believe 56% "It is appropriate to spend significant time with prospects that don't buy from me" 39%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Based

Stages and Steps and Stages

Process Follows ProcessMilestones Most Key Has ProcessAdequate Sequence Has UsesApproach an Effective Relationship ConsistentResults and Effective LittleTime Wasted CRMSavvy * %of Process Sales Attributes The Sales Process Competency an Has Follows and/or Effective Europe Sales

Reginald Dwight 11% Roger Daltry 78% Mick Jagger 11% Jeff Lynne 44% Brian May 67% Jimmy Page 67% Roger Waters 67% East Coast Sales Tina Turner 56% Gregg Allman 56% Tom Petty 0% Tom Scholz 22% Tommy Shaw 22% Bruce Springsteen 22% Steven Tyler 78% West Coast Sales Paul McCartney 11% Donald Fagen 44% Steve Miller 67% Carlos Santana 44% Boz Scaggs 11% Steve Walsh 33% Bob Weir 78%

Sales Effectiveness and Improvement Analysis™ for ABC Company

* The following table provides addition details about your organization's CRM capabilities.

Tracks Milestones Met in Sales Tracksin MilestonesMet Sales Process NotatesAll Conversations atLeast UpdatesInformation Account Daily CRM HasMultiple Experience with Applications CompetentUser CRM LivesinCRM EmbracesCRM %of CRM Savvy Attributes The CRM Savvy Competency CRM Currently/TypicallyUses Europe Sales Reginald Dwight 25% Roger Daltry 75% Mick Jagger 0% Jeff Lynne 0% Brian May 75% Jimmy Page 88% Roger Waters 50% East Coast Sales Tina Turner 100% Gregg Allman 63% Tom Petty 0% Tom Scholz 88% Tommy Shaw 0% Bruce Springsteen 75% Steven Tyler 75% West Coast Sales Paul McCartney 100% Donald Fagen 75% Steve Miller 50% Carlos Santana 13% Boz Scaggs 0% Steve Walsh 50% Bob Weir 63%

Sales Effectiveness and Improvement Analysis™ for ABC Company

HOW WELL ARE OUR SALES LEADERSHIP STRATEGIES ALIGNED?

Management Strategies Overall Alignment of Strategies:

When the entire sales leadership team is The following analysis applies to: aligned on strategy, whether that team is two people or two hundred people, the odds of  Paul McCartney the strategies being communicated to and  Tina Turner executed by the sales team are much greater. This level of alignment could be the result of Summary of Strategies many things. Managers could pretend to agree with what you say and then ignore it The table and corresponding graph show the after your meeting or phone call. This sales leaders and their alignment to the scenario is likely because there is a problem business, sales, marketing and overall with Need for Approval, suggesting that they strategies for the company. The results can be cannot or will not push back if they do not summed up for you with this simple number agree with you. It is also possible that the that represents the overall alignment of your strategies have not been communicated as sales leadership/sales management team. effectively as possible. There are also some conditions that could be responsible for a lower than expected number here. We 73% consider these to be no-fault and include, but

are not limited to:

 Geographic Differences

 Business Turmoil

Sales Marketing Overall Sales Manager Business  Varied Markets Reginald Dwight 100% 100% 100% 100%  Multiple Product Lines Paul McCartney 67% 67% 60% 65%  Management Layers Tina Turner 67% 33% 60% 53% 78% 67% 73% 73% There are many strategies that aren't 100% currently aligned, providing a tremendous 90%

80% opportunity to create additional synergy. 70% When there is widespread alignment on 60%

50% strategies, you can empower all who share 40% the vision. Use this as an opportunity to 30% schedule a structured meeting where 20%

10% strategies can be discussed, tweaked, agreed

0% Business Sales Marketing Overall upon and expanded. Reginald Dwight Paul McCartney Tina Turner

Sales Effectiveness and Improvement Analysis™ for ABC Company

The following analysis applies to: Alignment of Sales Strategies:  Reginald Dwight 67% Analysis: The following analysis applies to: This is really terrific! It is very unusual for us to find this kind of overall alignment. It  Paul McCartney suggests that you have been quite effective at  Tina Turner communicating where and how you wish to grow the business. As our analysis has focused primarily on sales, sales management and sales

Alignment of Business Strategies: development, there should be tremendous concern about the lack of alignment on sales strategy. We can't pretend to know which 78% specific strategies are best for your company or whose strategies should be adopted. The following analysis applies to: However, we can suggest that regardless of  Paul McCartney who has a better handle on how your company should proceed with sales  Tina Turner strategies, there is no time like the present to Business strategies are the backbone for a sort those differences out. growing organization and even if managers You have a tremendous opportunity to turn are focused on sales issues most of the time, confusion into a structured plan. If you take sharing the strategic goals of the company the necessary time to choose and will help to accomplish a more integrated communicate appropriate strategies in each approach to sales development. of the conflicting sales areas, the resulting When managers understand what is required unified sales approach should create stronger from a sales perspective and they can overall conviction from the sales embrace the overall business strategies as organization. That should support the well, it helps those managers gain the changes that need to be made within the sales perspective to be much more effective organization including sales development, overall. You may wish to share more of your training, or coaching.

corporate vision with these managers.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Alignment of Marketing Strategies: Potential Conflicts

Prior to aligning the strategies between you 73% and your managers, you should resolve the potential conflicts within your own set of You indicated that expanding your market is a strategies. We have listed the inconsistencies priority. However, based on our Competency below and briefly discuss their impact. findings, your company does not have enough hunters, qualifiers and closers to support Target Strategies for ABC Company your strategy at this time.  Account Development and Competition You indicated that participating in trade shows is a priority. However, based on our You indicated that your account development Competency findings, your company does not priority is profit and your priority with have enough farmers and qualifiers to regard to competition is to match their support your strategy at this time. price. These two strategies are in conflict if beating the competition means that your The following analysis applies to: target profit margins will be compromised. If your prices deliver both an acceptable margin  Paul McCartney and place you as the lowest cost supplier,  Tina Turner then there is no conflict.

Not all sales managers care about marketing input. However, marketing strategies should support the sales effort and when these two areas are not in alignment we often see universal problems such as salespeople not following up on leads and not understanding why it's important to participate in a trade show. Alignment here can also eliminate marketing blaming salespeople for not converting leads, and sales blaming marketing for the quality of the leads.

Nothing is more important to the sales effort than a marketing program that is fully integrated with the company's sales strategies. Now that you know there are some inconsistencies here you have a tremendous opportunity to align these two functions, something that should cause an equally significant improvement in both sales and marketing.

Sales Effectiveness and Improvement Analysis™ for ABC Company

DO WE NEED TO CHANGE OUR SELECTION CRITERIA?

We reviewed the data that is most indicative Finally, we looked at their total percentage of of whether you have been selecting the right Selling Skills possessed. These skills make up people for the right roles. All of the numbers the various Competencies located through shown below are from 0-100 and higher this analysis. numbers are better. Based on these findings, we believe that your We looked at overall compatibility. You company has not been very effective at sales answered around 30 questions to tell us what selection. The biggest concern is with your salespeople must do in order to succeed. Compatibility where it seems most of your We compared those requirements with how salespeople are not comfortable enough with comfortable your salespeople are with them. what you need them to do. In addition there The score is shown in the next table under the are problems with: heading of Compatibility.  Desire  Commitment We looked at the Will to Sell. There are two  Skill important findings that are indicative of the will to sell: Commitment represents their of your salespeople believe unconditional willingness to do whatever it 50% "I'm uncomfortable with certain takes to succeed in their sales role; Desire aspects of selling" represents how much they want to succeed in their sales role. You will see those scores in of your salespeople who are required to the table below under Desire and 58% work remotely are comfortable with that Commitment.

We also looked at their Sales DNA, the combination of strengths and weaknesses that either support or sabotage their sales effectiveness. The DNA value in the table below includes:

 If they have overcome their need to be liked;  If they can control their emotions;  If the way they buy supports the outcomes they must achieve in sales;  If their beliefs support their required actions; and  If they are comfortable discussing all aspects of money and finances with customers, clients and prospects.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Name Compatibility Desire Commitment DNA Skill Europe Sales Roger Daltry 44% 64% 70% 67% 42% Mick Jagger 88% 36% 60% 65% 48% Jeff Lynne 68% 79% 20% 76% 58% Brian May 72% 79% 10% 68% 32% Jimmy Page 72% 79% 60% 72% 32% Roger Waters 76% 86% 20% 79% 45% 70% 71% 40% 71% 43% East Coast Sales Gregg Allman 56% 86% 20% 89% 63% Tom Petty 56% 79% 20% 53% 26% Tom Scholz 52% 79% 10% 63% 35% Tommy Shaw 56% 93% 70% 86% 52% Bruce Springsteen 84% 86% 70% 72% 42% Steven Tyler 40% 36% 80% 57% 35% 57% 77% 45% 70% 42% West Coast Sales Donald Fagen 24% 0% 10% 55% 27% Steve Miller 72% 93% 80% 59% 50% Carlos Santana 64% 86% 60% 53% 39% Boz Scaggs 68% 79% 70% 64% 48% Steve Walsh 40% 21% 10% 52% 26% Bob Weir 76% 86% 70% 70% 48% 57% 61% 50% 59% 40% Average 62% 69% 45% 67% 42%

Sales Effectiveness and Improvement Analysis™ for ABC Company

IS OUR RAMP-UP OF NEW SALESPEOPLE FAST ENOUGH?

Ramp-up is influenced by several factors: You should also review your new salesperson  The Salesperson's Figure it Out Factor on-boarding program and determine whether (FIOF), a measurement of how quickly it is comprehensive enough and effective your salespeople can learn, build a enough. The on-boarding program should pipeline and close business. A higher include education and/or demonstration of: score is better.  A Sales Manager's Ability to Coach, which  Sales Plan comes from their sales coaching  Target Customer effectiveness score  Sales Cycle  How closely the salesperson will be  Sales Model managed  Sales Process  A Sales Manager's Allocation of Time to  Sales Methodology Coach New Salespeople  Sales Presentation  The Length of Your Sales Cycle  Sales Call to Schedule Meetings  If the Salesperson is Suitable for Working  Positioning in the Marketplace Remotely  Likely Objections or Resistance  How to Handle the Resistance In the first table below, we show the factors  Competition that are on the sales management side, while  Competitive Strengths/Weaknesses in the second table we show the factors that  Learning & Development Timeline are on the side of the salespeople.  Performance Expectations/Timeline You do not appear to be in very good shape  How to Get Help on either the sales or sales management side  Learning Your Business of this equation. Improved coaching,  Collateral Material Available allocation to coaching time, closer  Discussion of Leads if Any management and selecting stronger  CRM and Expectations salespeople that have a higher FIOF should  Sales Tools lead to improved ramp up.  Assignments and Reports

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Closely Effective Adequate Salesperson FIOF Suitable for Remote Manager Manages Coaching Time Europe Sales Tina Roger Daltry 35

Turner Mick Jagger 60 Jeff Lynne 47 Brian May 30 Jimmy Page 64 Roger Waters 63 50 33% East Coast Sales Gregg Allman 50 Tom Petty 25 Tom Scholz 44 Tommy Shaw 64 Bruce Springsteen 70 Steven Tyler 46 50 33% West Coast Sales Donald Fagen 22 Steve Miller 64 Carlos Santana 39 Boz Scaggs 47 Steve Walsh 40 Bob Weir 58 45 17% Average 48 28%

Sales Effectiveness and Improvement Analysis™ for ABC Company

CAN WE IMPROVE OUR PIPELINE AND FORECASTING ACCURACY?

Pipeline Introduction Pipeline Quality

The pipeline is a commonly used term for the 16% flow of opportunities being pursued by the 22% sales force. New opportunities enter the pipeline and sold or lost opportunities exit the pipeline. It is a very simple concept with major implications. The pipeline can be represented as a useless spreadsheet or it can be the single most important predictor of success in the entire business. When used effectively, a good manager always knows 62% whether the number of opportunities in the High Medium Low pipeline is sufficient to support the company's goals. When salespeople are Pipeline Quality by Sales Group qualifying effectively and their sales manager is debriefing them effectively, there will be Group Quality improved accuracy when it comes to Europe Sales Medium East Coast Sales Low forecasting revenue and projected closing West Coast Sales Medium dates. 100% If the pipeline is the most important predictor 90% 80% of future business success, then how does 70% your sales force measure up in that area? 60% 50%

40%

Pipeline Analysis 30%

20% We conducted a Pipeline Analysis where your 10% 0% salespeople were asked to provide High Medium Low information about 4 proposal-ready late stage Europe Sales East Coast Sales West Coast Sales pipeline opportunities. We analyzed the information that your salespeople collected from their prospects including their agreements and understandings, if any, intelligence about the competition as well as the likelihood of closing. We determined that the overall quality of the Pipeline is Medium.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Restaged Pipeline

We also restaged the pipeline. If we were reviewing a full pipeline instead of just 4 proposal-ready opportunities for each salesperson, the pipeline would look like the Ideal Pipeline below.

Note that the quality of the pipeline and the stage of the pipeline are separate findings. Quality refers to the information uncovered while the stage identifies how far in the sales process an opportunity has really progressed.

Therefore, it is possible to have both a high However, because we are conducting the quality pipeline with a high percentage of analysis on only their proposal-ready opportunities that have been moved opportunities, the pipeline should be similar backwards to the suspect and/or prospect to the image below, with all of the stages. opportunities appearing in either the qualified or closable stages. Your restaged pipeline consists of opportunities that are primarily early stage opportunities. This is a red flag and indicates that your salespeople are not effectively qualifying their opportunities. This can be the result of skipping over qualification, prospects not cooperating, prospects not answering the qualifying questions, or salespeople trusting vague and/or untruthful answers. In most companies, salespeople skip steps, don't thoroughly qualify, fail to ask enough of your salespeople believe questions and fail to express their doubts 89% "Prospects are honest" about how strong the opportunities really are. In most cases, these opportunities are not of your managers believe really proposal-ready so we restage the 67% "Prospects are honest" pipeline based on the information your salespeople have actually confirmed. Your restaged pipeline is shown below.

Sales Effectiveness and Improvement Analysis™ for ABC Company

The Qualifier

The Qualifier Competency helps us to understand how thoroughly salespeople qualify opportunities. Here, the percentage is an accurate guide to how well, how often and how effectively your salespeople are qualifying. Remember, this Competency has a tremendous impact on the

accuracy of your pipeline and forecast.

ngProcess

Maki

Ticket Pricing OK Pricing Ticket

Limiting Beliefs Won't be an be LimitingWon't Beliefs

Meets with Decision Maker Meets with Decision Knows WhyBuy Would They Knows Decision AsksEverything about FinancesWillDiscuss HandlesHigh in the NeedGet Doesn't Liked to Be Way AbleMoment in to Stay the Self Obstacle %of Traits Qualifier Qualifier Competency Uncovers Budget Actual Europe Sales Reginald Dwight 60% Roger Daltry 50% Mick Jagger 60% Jeff Lynne 60% Brian May 40% Jimmy Page 40% Roger Waters 80% East Coast Sales Tina Turner 90% Gregg Allman 100% Tom Petty 20% Tom Scholz 60% Tommy Shaw 80% Bruce Springsteen 60% Steven Tyler 40% West Coast Sales Paul McCartney 50% Donald Fagen 20% Steve Miller 60% Carlos Santana 30% Boz Scaggs 70% Steve Walsh 20% Bob Weir 70%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Pipeline Quantity Factors Requiring Attention

We also reviewed the quantity of your From among the 19 questions that your pipeline and found that your salespeople salespeople were asked about each reported the following number of proposal- opportunity, your salespeople were able to ready opportunities. confirm positive intelligence in fewer than 50% of the cases. From the questions listed Opportunities below, which ones have the greatest impact Europe Sales Roger Daltry 3 on the success of your business? Have your Mick Jagger 4 salespeople focus on improving in those areas Jeff Lynne 4 during the upcoming weeks and months. Brian May 4 Jimmy Page 4 Roger Waters 4  Decision promised upon delivery of quote East Coast Sales  They are committed to buying from Gregg Allman 3 Tom Petty 4 someone Tom Scholz 4  There is dissatisfaction with the Tommy Shaw 3 incumbent vendor (answer yes if no Bruce Springsteen 4 Steven Tyler 4 incumbent) West Coast Sales  The decision will be made within the next Donald Fagen 0 Steve Miller 4 30 days Carlos Santana 4  They don't need competitive quotes Boz Scaggs 4 Steve Walsh 0 Bob Weir 4 You have an opportunity to raise everyone's expectations and encourage them to find more new opportunities. If consistent, effective qualifying is applied, it will significantly increase revenues.

Sales Effectiveness and Improvement Analysis™ for ABC Company

The following four Competencies represent In Summary the relationship between the salesperson and the pipeline. The Hunter finds the As a result of your Pipeline Quality, Pipeline opportunities that enter the pipeline. The Quantity and Restaged Pipeline, it is clear that Consultative Seller gains traction by your recent pipeline forecasts would have identifying problems or opportunities that been: are compelling enough for a prospect to spend their money. The Qualifier determines Unreliable the feasibility of each opportunity. This is the area where so many opportunities are The elements are not currently in place for inappropriately identified as viable. The reliable forecasts. In order for the forecasts to Closer assures that business is generated become more reliable over time you will need from those opportunities. The problem for to hold salespeople accountable for providing most companies occurs when most of their timely up-to-date pipeline information and salespeople are not effective at all four make sure that pipeline-based coaching Competencies while in some companies, occurs each day. salespeople are not effective in one or two of

those four Competencies.

Competency Avg. % of Attributes The Hunter 49% The Consultative Seller 60% The Qualifier 53% The Closer 24%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Development and Training

Can We Improve Our Sales Culture? ...... 84 Who Can Become More Effective in Their Roles? ...... 89 What Are the Short-term Priorities for Accelerated Growth? ...... 95

Sales Effectiveness and Improvement Analysis™ for ABC Company

CAN WE IMPROVE OUR SALES CULTURE?

There are 10 factors for improving the sales Incentives culture. You can read more about them in the following two articles: These should include compensation, contests, commissions, awards and prizes. Incentives  Building a Sales Culture – 10 Rules for bridge the gap between corporate carrots and Success the personal goals we just discussed. If an http://omgqlink.com/buildculture individual has the goals but the company's  10 Steps to Develop More of a Sales compensation isn't designed to reward Culture superior achievement, the incentive to http://omgqlink.com/createculture perform cannot be maintained. If the company has a rock-solid compensation plan Improving your sales culture requires you to but the goals wouldn't excite anyone, the understand the requirements for getting personal incentive to perform will be missing. people to overachieve. Following are 10 factors for getting your salespeople to overachieve.

Goals

These should be "raise the bar, stretch, and out of the comfort zone" type goals, rather than the typical 15% increase in sales. You must raise expectations in order to celebrate superior performance. Don't forget two things: (1) a forecast and plan come from the goals; not the other way around; and (2) goals are derived, not from the company, but from the individual's income requirements.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Managing the Pipeline Motivation

A efficient pipeline management / CRM tool This is the combination of Goals and makes it significantly easier to manage the Incentives. In essence, does the salesperson pipeline but the keys to managing it have a strong enough Desire and effectively are: Commitment to do whatever it takes - every day - to reach the goals? When they don't, it's  Having a strong pipeline your job to motivate them by knowing what management/CRM/Sales Process each salesperson's goals are. Refer back to the orientated sales performance tool section on Motivation to see the type of  Working with your critical ratios: motivation to which each salesperson will o Monthly goals respond. o Closing percentages o Average sale Self-Starter o Length of the sales cycle Even if your salespeople work directly in your Suppose that a salesperson has a six-month office, under your supervision, they must be sales cycle, a $100,000 monthly goal, a able to self-start. Those factors include: $20,000 average sale and a closing  Work Independently - Salespeople must percentage of 25%. The salesperson would be be as effective when working required to find 20 (5 $20,000 sales x 4 at independently as they are when working 25% closing) new opportunities worth a total as part of a team of $400,000 (25% of $100,000). These must be added to the pipeline 6 months in advance  Work without Supervision - Salespeople of the monthly goal (if the goal is for July then must be as effective without direct the opportunities must enter the pipeline in supervision as they are with it February). Get that to work and the outcomes If those factors are not present, you must are all but guaranteed. start your salespeople every day, twice daily Accountability or as often as it takes. If you have self- starters, you are one step further along. The This is such an important factor for over following table illustrates how well suited achievement. You must hold each salesperson your salespeople are for self-starting and accountable to something measurable (like, working in remote territories. the number of conversations required to schedule the number of meetings required to Name Self-Starters Ind. Remote Europe Sales identify those 20 new opportunities) every Roger Daltry day. Even more importantly, you must have Mick Jagger consequences for failure to meet those Jeff Lynne Brian May requirements and consistently follow through Jimmy Page whenever necessary. Develop the nerve for Roger Waters full accountability and you're nearly there!

Sales Effectiveness and Improvement Analysis™ for ABC Company

Name Self-Starters Ind. Remote Sales DNA East Coast Sales Gregg Allman Unfortunately, there are weaknesses that will Tom Petty neutralize all eight of the previous factors. Tom Scholz Tommy Shaw There can be dozens of weaknesses that could Bruce Springsteen impact performance but none are as powerful Steven Tyler West Coast Sales as: Donald Fagen Steve Miller  Non-Supportive Buy Cycle™ Carlos Santana  Need for Approval Boz Scaggs Steve Walsh  Tendency to Become Emotional Bob Weir  Money Issues

 Self-Limiting Beliefs Skills  Difficulty Recovering from Rejection The more selling skills the better, but let's focus on the most important Competencies Coaching and Training for overachieving. Your salespeople must be Your coaching must support any training able to hunt for new opportunities, gain initiative and help salespeople overcome traction, uncover a compelling reason to buy their weaknesses, develop skills and master and differentiate themselves by selling the selling process. Most training should be consultatively; identify the most qualified conducted by outside sales development opportunities and close them when they experts but sales coaching must occur from become closable. Anything they can do in the inside. Pre-call strategizing and post-call addition to that is a bonus! debriefing, with every salesperson, every day is required. Urgency

Your salespeople must possess enough urgency to get their opportunities closed, when they become closable, even when their prospects are trying to delay them.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Summary

We reviewed where each of your people are today relative to the 10 factors necessary to improve your sales culture. A culture of over- achievement is as important to a sales team as a culture of winning is to a sports team. As with a sports team, a winning/over-achieving culture attracts other top performers. That makes finding and recruiting great salespeople less of a challenge, and removes the significant development burden from sales leadership. 45

Your sales force still has considerable room for improvement in terms of developing a culture of over achievement. Overall, your salespeople scored poorly in these 10 factors and you have a lot of work to do in order to fill that gap.

The graph below shows your organization as it appears today in relation to the 10 factors just described. The distance between the top of a bar and 100 represents the gap that must be closed to reach a level of over achievement.

100

0 Score Europe Sales North American Sales East Coast Sales West Coast Sales

Sales Effectiveness and Improvement Analysis™ for ABC Company

The table below shows scores, on a 0-10 scale, of these 10 factors for getting your salespeople to

overachieve:

Starters

Incentive Pipeline Accountability Motivation Self Skills Urgency SalesDNA Training Score Name Goals Europe Sales 2 7 3 5 8 5 0 2 3 4 39 North American Sales 2 7 3 5 8 9 1 5 2 4 46 East Coast Sales 2 7 3 5 10 10 2 3 3 4 49 West Coast Sales 2 7 3 5 7 8 0 7 2 4 45

Sales Effectiveness and Improvement Analysis™ for ABC Company

WHO CAN BECOME MORE EFFECTIVE IN THEIR ROLES?

Analysis of Salespeople

In order to answer this question, we must look at the findings that are most predictive of improvement.

 Trainable, or incentive to change, is most  Sales DNA explains how severe their predictive of whether someone can and weaknesses are and how likely it is that will become more effective. those weaknesses will compromise their  Growth Potential provides a sense of how skills. A higher Sales DNA suggests that much improvement to expect. The higher they will reach their potential more the number, the more room for quickly and a lower Sales DNA suggests improvement. that it will take a much longer period of  Figure it out Factor tells us how quickly time for their development to bear fruit. they can internalize and apply the sales  Performer reflects whether they indicated training and coaching they require. A that, during the past 12 months, their higher score is better. performance to quota or expectations was  Coachable tells us whether or not they 90% or higher. will have resistance to change.

Sales Effectiveness and Improvement Analysis™ for ABC Company

This table shows these factors for each of your salespeople.

Growth PotentialGrowth Figure Factor it out Coachable SalesDNA Performer(according to client) Performer(according to salesperson) MoreEffective Intangible Name Trainable Action Europe Sales Roger Daltry 59% 11 35 50% 67% 0 Consider Redeployment Mick Jagger 48% 10 60 50% 65% 0 Consider Redeployment Jeff Lynne 50% 15 47 25% 76% 3 Maintain Brian May 45% 33 30 50% 68% 1 Consider Redeployment Jimmy Page 70% 92 64 50% 72% 0 Develop Roger Waters 53% 20 63 100% 79% 0 Maintain East Coast Sales Gregg Allman 53% 10 50 75% 89% 1 Consider Redeployment Tom Petty 50% 36 25 25% 53% 2 Consider Redeployment Tom Scholz 45% 33 44 50% 63% 2 Maintain Tommy Shaw 82% 34 64 75% 86% 2 Develop Bruce Springsteen 78% 71 70 50% 72% 2 Develop Steven Tyler 58% 10 46 50% 57% 3 Consider Redeployment West Coast Sales Donald Fagen 5% 13 22 100% 55% 3 Consider Redeployment Steve Miller 87% 41 64 75% 59% 2 Develop Carlos Santana 73% 122 39 50% 53% 2 Develop Boz Scaggs 75% 82 47 75% 64% 0 Develop Steve Walsh 16% 10 40 75% 52% 0 Maintain Bob Weir 78% 92 58 100% 70% 0 Develop

As we mentioned above, Growth Potential Organizational Growth Potential indicates how much better your people can

Avg. of Your be. This graph shows your company's average 46% Company growth potential compared to the growth potential of the typical company we have

Avg. of All 85% evaluated. Companies

0% 20% 40% 60% 80% 100% 120% 140% 160% 180% 200%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Analysis of Non-Performing Salespeople

While Growth Potential (GP) provides an In addition to findings from the previous estimate of how much more effective table, the next table adds important findings everyone can be, it isn't always practical to that may help to explain non-performance. There is also a finding that indicates whether train everyone. We must also ask and answer or not it makes sense to save an individual. this important question: Which of our non- We added: performers and under-achievers can be  Desire saved?  Commitment  Outlook  Hitting quota  Responsibility  Meeting expectations  Sales Quotient  Reaching their goals  Skills  Strengths  Save o A green checkmark indicates that the salesperson can surely be saved and it makes sense to do so. o An yellow flag icon indicates that the person could potentially be saved and you should proceed with caution because of how long it may take for you to see a change in results. o A red X means that the person cannot be saved.

Commitment Outlook Responsibility GrowthPotential SalesQuotient Skills Strengths Trainable Coachable SalesDNA Figure it out Factor Name Desire Save Europe Sales Roger Daltry 64% 70% 75% 33% 11 103 42% 46% 59% 50% 67% 35 Mick Jagger 36% 60% 50% 0% 10 98 48% 59% 48% 50% 65% 60 Brian May 79% 10% 75% 33% 33 109 32% 49% 45% 50% 68% 30 East Coast Sales Gregg Allman 86% 20% 75% 67% 10 128 63% 70% 53% 75% 89% 50 Tom Petty 79% 20% 75% 0% 36 95 26% 49% 50% 25% 53% 25 Tommy Shaw 93% 70% 25% 0% 34 133 52% 59% 82% 75% 86% 64 Steven Tyler 36% 80% 100% 0% 10 97 35% 59% 58% 50% 57% 46 West Coast Sales Donald Fagen 0% 10% 75% 67% 13 75 27% 38% 5% 100% 55% 22 Steve Miller 93% 80% 100% 67% 41 96 50% 70% 87% 75% 59% 64 Carlos Santana 86% 60% 75% 0% 122 96 39% 59% 73% 50% 53% 39

Sales Effectiveness and Improvement Analysis™ for ABC Company

Analysis of Sales Managers

Let's take a look at sales management by examining the factors that determine whether or not sales management training and coaching will be beneficial. The additional factors we included are:

 Sales Management Skills Index (Skills)  Sales Management Overall Effectiveness (Effectiveness)  Sales Management Time Index (Time)

utlook

Commitment O SalesDNA Weaknesses Total Growth Potential Skills Effectiveness Time Trainable Coachable Name Desire Action Reginald Consider 29% 70% 25% 65% 3 19 34% - 50% 50% 25% Dwight Redeployment Paul Consider 86% 10% 75% 64% 3 43 49% - 58% 48% 75% McCartney Redeployment Tina Turner 79% 70% 100% 85% 1 102 69% 61% 42% 75% 100% Develop

Sales Effectiveness and Improvement Analysis™ for ABC Company

Analysis of Non-Selling Professionals

Some or all of the people we evaluated are Non-Selling Professionals. These individuals have a primary role other than sales, yet are sometimes included in the sales process. We don't expect non-selling professionals to have the same strengths or skills as their sales counterparts, and don't hold them up to the same expectations.

In the table below you will see each of your Non-Selling Professional listed, along with some of the more important findings that can help you determine:

 How well suited they are for participating in an occasional sales process  How much of their time it could be used for participating in the sales function  Whether they can be trained, coached or developed to become more effective at selling  How much better they could become at selling

Qualifier Traits Qualifier

Commitment Outlook Responsibility SalesDNA Trainable PotentialGrowth %of Hunter Traits %of %Traits Seller of Consultative %of Traits Closer %of Traits Farmer %Traits of Manager Account Name Desire Stevie Nicks 55% 163 13% 10% 22% 22% 44% 50% Ann Wilson 53% 36 50% 50% 78% 22% 33% 60% Nancy Wilson 49% 12 25% 10% 33% 11% 22% 50%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Required Sales Training

Now that we have looked at who can be developed, the next step is to look at what, specifically, they will require in terms of sales training. In the table below we have provided a framework for a modular sales training curriculum.

% of Training Area Core Competency Group Eliminating Put-Offs Closing Skills 100% Comprehensive Goal Setting Program Motivated 83% Creating a Goals Management Plan Motivated 83% Reprogramming Self-Limiting Beliefs Supportive Beliefs 83% Getting Prospects to Agree to Make Decisions Closing Skills 83% Improving Closing Skills and Execution Closing Skills 83% Establishing Early Bonding and Rapport Consultative Selling Skills 79% No Need for Approval, Controls Emotions, Rejection Improving Bravery 75% Proof Getting to Actual Decision Makers Hunting Skills 75% Changing the Non-Supportive Buy Cycle™ Supportive Buy Cycle 71% Mastering a More Powerful Sales Process Milestone-Centric Sales Process 71% Shortening the Sales Cycle Supportive Buy Cycle 71% Improving Selling Skills Milestone-Centric Sales Process 71% Improving Productivity Milestone-Centric Sales Process 71% Eliminating Inappropriate Time Wasting Milestone-Centric Sales Process 71% Decisions Getting Stronger Meetings Milestone-Centric Sales Process 71% Becoming Comfortable with Financial Comfortable Talking about Money 67% Conversations Eliminating Excuses Takes Responsibility 67% Improving Questioning Skills Consultative Selling Skills 58% Improving Listening Skills Consultative Selling Skills 58% Learning to Control Emotions Controls Emotions 54% Better Understanding of People Relationship Building Skills 50% Overcoming Need for Approval No Need for Approval 42% Uncovering Real Budgets More Effectively Qualifying Skills 42% Improving Commitment Strong Commitment to Sales Success 42% Improving Organization Skills and Time Motivated 33% Management Learning to Recover from Rejection Rejection Proof 21% Increasing Desire Strong Desire for Sales Success 21% Improving Motivation Motivated 13% Improving Outlook Great Outlook 8% More Effective Prospecting for More Meetings Hunting Skills 4%

Sales Effectiveness and Improvement Analysis™ for ABC Company

WHAT ARE THE SHORT-TERM PRIORITIES FOR ACCELERATED GROWTH?

At this point in the document you are Eliminate Excuse Making probably quite overwhelmed with information and wondering just how many An issue that must be addressed early on in issues must be addressed. You may also be this process is the Excuse Making problem. unsure as to the relative impact of the issues Your culture must change from one where we identified. In an attempt to help you excuses are tolerated to one where prioritize, we have identified high impact salespeople are held accountable for their issues that you should address sooner rather results. than later. Sales Process

The foundation on which any sales training and coaching can take place is a customized, Train on Sales Management Competencies formal, structured sales process that everyone understands, embraces, follows and Training and coaching the sales managers to executes. Everyone on the team must be able fill the skill gap in the areas of coaching, to easily communicate the terms, stages, motivating, growing, recruiting and holding a criteria and steps of the process. sales force accountable will have a significant impact. Train on Hunting Skills

Sales Selection and Recruiting If you need your salespeople to be more proactive over finding new opportunities, An effort must be made to improve the you'll need to address the fact that you don't quality of new salespeople by redesigning, have enough people who are willing and able modifying and/or optimizing your sales to hunt for new business today. recruiting process, selection criteria, and selection tools. Pipeline

Improve Commitment The pipeline and forecast are not as reliable as they need to be and rebuilding it must be We showed the existence of a Commitment among the first things addressed through problem. You must identify the reasons as to accountability, systems and qualification. why Lack of Commitment is more than an isolated problem and take steps to correct it.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Train on Closing Skills

You'll need to provide skills training to address the Closer Competency as well as development to address the Sales DNA that prevents your people from closing business with the degree of effectiveness and consistency that is required.

Sales Effectiveness and Improvement Analysis™ for ABC Company

In Summary

Sales Effectiveness and Improvement Analysis™ for ABC Company

Question Answer We sincerely hope you found our answers to How Does Sales Leadership Some Impact your questions helpful, insightful, and most Impact Our Sales Force? Do We Have the Right People importantly, actionable. While there is much Mostly Not in the Right Roles? work to be done and the findings are not as What Are Our Current Sales Limited positive as we may have hoped, there is good Capabilities? How Motivated Are Our news here too. There is tremendous upside, Motivated Salespeople and How Are Intrinsic as each issue is resolved there will be They Motivated? Not capable significant improvements in effectiveness and Why Aren't We Generating with current More New Business? efficiency, and that will lead to increases in group Are We Reaching the Actual revenue. In order for the changes you make No Decision Makers? as a result of this sales force evaluation to be Not capable Why Isn't Our Sales Cycle with current sustainable, they must be carried out the Shorter? group right way, the first time, and right away. Any Are We Selling No delay in dealing with the issues identified Consultatively? Are We Selling on Price and here and in the individual evaluations Who Can Become a Value Yes provided to your salespeople can have a Seller? Is Our Value Proposition negative effect on morale. Everyone No Consistent? participated in this evaluation, everyone is Not with current Can We Close More Sales? group entitled to receive their results in a Do Our Systems and reasonable amount of time, and everyone Processes Support a High No Performance Sales deserves to see positive improvements, Organization? resources, support, training and coaching to Are We Being Consistent with No help them achieve their potential. Our Sales Process? How Well Are Our Sales Leadership Strategies Aligned Thank you for letting us help and we wish you Aligned? the best going forward. Do We Need to Change Our Yes Selection Criteria? Is Our Ramp-Up of New No Salespeople Fast Enough? Can We Improve Our Pipeline Yes, and Forecasting Accuracy? significantly Can We Improve Our Sales Yes Culture?

Sales Effectiveness and Improvement Analysis™ for ABC Company

Appendix

Appendix - Opportunity ...... 100 Appendix - Core Competencies ...... 101 Appendix - Opportunities for Training and Coaching ...... 103 Appendix - Sales Quotient™ ...... 105 Appendix - Self-Limiting Beliefs ...... 106 Appendix - Scoring Confidence ...... 112 Appendix - Pipeline Detail ...... 113 Appendix - Assessments Versus Observed Performance ...... 118 Appendix - Sales Assertiveness Definitions ...... 125 Appendix - Sales Empathy Definitions ...... 126 Appendix - Sales Management Time Allocation ...... 127 Appendix - Summary of Discomfort by Salesperson...... 128

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - OPPORTUNITY

The table below shows the Opportunity for each salesperson, as described in the Introduction to

this evaluation.

Sales

SupportiveCycle Buy Need No Approval for ControlsEmotions Comfortable Talking about Money SupportiveBeliefs SalesProcess Able to Recover from Rejection Annual Opportunity (asSales) % of Opportunity OpportunityTimeframe (inmonths) Name Trainable Europe Sales Roger Daltry $315,000 - - - Mick Jagger $575,000 - - - Jeff Lynne $2,115,000 - - - Brian May $603,000 - - - Jimmy Page $1,485,000 84% $1,247,400 22 Roger Waters $1,802,000 - - - $6,895,000 18% $1,247,400 22 East Coast Sales Gregg Allman $440,000 - - - Tom Petty $544,000 - - - Tom Scholz $1,380,000 - - - Tommy Shaw $810,000 61% $494,100 8 Bruce Springsteen $2,400,000 99% $2,376,000 17 Steven Tyler $460,000 - - - $6,034,000 48% $2,870,100 12 West Coast Sales Donald Fagen $546,000 - - - Steve Miller $380,000 98% $372,400 10 Carlos Santana $550,000 153% $841,500 29 Boz Scaggs $1,770,000 125% $2,212,500 20 Steve Walsh $1,655,000 - - - Bob Weir $1,335,000 80% $1,068,000 22 $6,236,000 72% $4,494,400 20 $19,165,000 45% $8,611,900 23

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - CORE COMPETENCIES

Objective Management Group has identified 21 Core Competencies which are key to sales and sales management success. The Core Competency scores of your organization are shown below, and also reflected in the Findings Documents delivered with each individual evaluation. A successful sales organization is comprised of individuals who have a mastery of all 21 Core Competencies.

Salespeople

Centric Sales Process Centric

Emotions

ation Approach & Context & ationApproach

Strong Desire forStrongSales Success Desire Strongto Success Commitment Sales Motivated GreatOutlook TakesResponsibility NoforNeed Approval Controls SupportiveBeliefs SupportiveCycle Buy Money Comfortableabout Talking RejectionProof Milestone CRMSavvy ofMastery Tools Selling Social HuntingSkills PosturingSkills ConsultativeSkills Selling QualifyingSkills Present ClosingSkills RelationshipSkills Building

Name The Will to Sell Sales DNA Systems & Strategies Tactical Europe Sales Roger Daltry 64% 70% 29% 75% 33% 88% 78% 67% 71% 33% 94% 78% 75% 71% 42% 53% 89% 50% 78% 33% 50% Mick Jagger 36% 60% 71% 50% 0% 88% 78% 78% 29% 50% 94% 11% 0% 0% 75% 53% 67% 60% 78% 11% 17% Jeff Lynne 79% 20% 57% 50% 33% 100% 89% 85% 71% 33% 100% 44% 0% 0% 58% 69% 89% 60% 89% 33% 17% Brian May 79% 10% 57% 75% 33% 50% 78% 85% 29% 100% 32% 67% 75% 0% 42% 24% 22% 40% 44% 0% 33% Jimmy Page 79% 60% 57% 75% 67% 100% 67% 74% 71% 50% 100% 67% 88% 0% 17% 52% 44% 40% 67% 44% 33% Roger Waters 86% 20% 71% 75% 67% 100% 89% 76% 29% 100% 100% 67% 50% 57% 42% 68% 100% 80% 89% 22% 50% East Coast Sales Gregg Allman 86% 20% 71% 75% 67% 100% 89% 87% 71% 100% 100% 56% 63% 14% 67% 70% 100% 100% 78% 44% 50% Tom Petty 79% 20% 57% 75% 0% 62% 56% 67% 29% 50% 24% 0% 0% 0% 33% 38% 11% 20% 44% 0% 17% Tom Scholz 79% 10% 57% 100% 67% 75% 89% 74% 29% 50% 32% 22% 88% 29% 25% 40% 56% 60% 44% 11% 17% Tommy Shaw 93% 70% 86% 25% 0% 100% 89% 87% 71% 83% 100% 22% 0% 43% 67% 53% 67% 80% 56% 56% 0% Bruce Springsteen 86% 70% 71% 100% 33% 88% 67% 85% 71% 50% 100% 22% 75% 29% 67% 50% 56% 60% 56% 33% 33% Steven Tyler 36% 80% 71% 100% 0% 88% 78% 74% 14% 33% 94% 78% 75% 29% 50% 38% 56% 40% 67% 22% 33% West Coast Sales Donald Fagen 0% 10% 0% 75% 67% 62% 78% 57% 29% 50% 100% 44% 75% 71% 25% 24% 11% 20% 67% 22% 17% Steve Miller 93% 80% 86% 100% 67% 88% 89% 70% 14% 33% 94% 67% 50% 86% 58% 71% 89% 60% 67% 33% 50% Carlos Santana 86% 60% 71% 75% 0% 75% 67% 78% 14% 33% 94% 44% 13% 0% 50% 50% 56% 30% 78% 11% 17% Boz Scaggs 79% 70% 57% 50% 33% 88% 67% 87% 29% 50% 100% 11% 0% 0% 58% 49% 67% 70% 78% 11% 17% Steve Walsh 21% 10% 43% 75% 33% 75% 89% 63% 0% 33% 94% 33% 50% 86% 50% 48% 22% 20% 67% 33% 17% Bob Weir 86% 70% 71% 75% 33% 88% 89% 78% 14% 83% 94% 78% 63% 0% 58% 60% 78% 70% 78% 22% 17%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Managers

Tools

Centric Sales Process Centric

Strong Desire forStrongSales ManagementSuccess Desire Strongto Management Commitment Sales Success Motivated GreatOutlook TakesResponsibility NoforNeed Approval Salespeople from ControlsEmotions SupportiveBeliefs SupportiveCycle Buy Money Comfortableabout Talking RejectionProof Milestone CRMSavvy ofMastery Selling Social CoachingSkills Motivational Skills AccountabilitySkills RecruitingSkills PipelineManagementSkills ClosingSkills RelationshipSkills Building

Name The Will to Manage Sales Sales Management DNA Systems & Strategies Tactical Reginald Dwight 29% 70% 57% 25% 33% 75% 83% 68% 14% 83% 100% 11% 25% 14% 50% 22% 29% 33% 0% 11% 0% Paul McCartney 86% 10% 71% 75% 33% 88% 67% 71% 29% 67% 40% 11% 100% 43% 50% 56% 57% 33% 83% 22% 17% Tina Turner 79% 70% 57% 100% 100% 88% 67% 83% 86% 100% 94% 56% 100% 57% 67% 44% 86% 78% 100% 44% 33%

Non-Selling Professionals

Centric Sales Process Centric

Strong Desire forStrongSales Success Desire Strongto Success Commitment Sales Motivated GreatOutlook TakesResponsibility NoforNeed Approval ControlsEmotions SupportiveBeliefs SupportiveCycle Buy Money Comfortableabout Talking RejectionProof Milestone CRMSavvy ofMastery Tools Selling Social HuntingSkills PosturingSkills ConsultativeSkills Selling QualifyingSkills PresentationContext & Approach ClosingSkills RelationshipSkills Building

Name The Will to Sell Sales DNA Systems & Strategies Tactical Stevie Nicks - 38% 89% 76% 57% 17% 40% - - - - 22% 10% - 22%

Ann Wilson - 62% 100% 74% 14% 17% 100% - - - - 78% 50% - 22%

Nancy Wilson - 50% 56% 67% 57% 17% 88% - - - - 33% 10% - 11%

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - OPPORTUNITIES FOR TRAINING AND COACHING

The following information is intended to be a guide for training and coaching. It shows some of the possible skills and strengths and identifies (with a red X) those in which each of your people will require assistance. The actual duration of training will vary depending upon the frequency and duration of the training sessions, as well as the trainer and his/her content. Please ask your sales development expert to provide a training recommendation based on those factors.

More details about these findings are included in the individual evaluations, and at the following website: http://omgqlink.com/findings

Salespeople

Desire Commitment Outlook Responsibility Doesn'tApproval Need ControlsEmotions ComfortableDiscussing Money SupportiveCycle™ Buy SupportiveBeliefs HandlesRejection HealthySkepticism thein DevelopingEarly Relationships Sales Process Goal Oriented Motivation SalesProcess Training Monthsof GrowthPotential Name Trainable Europe Sales Roger Daltry 12 11

Mick Jagger 12 10

Jeff Lynne 8 15

Brian May 12 33

Jimmy Page 12 92

Roger Waters 6 20

East Coast Sales Gregg Allman 6 10

Tom Petty 24 36

Tom Scholz 12 33

Tommy Shaw 6 34

Bruce Springsteen 12 71

Steven Tyler 12 10

West Coast Sales Donald Fagen 18 13

Steve Miller 12 41

Carlos Santana 18 122

Boz Scaggs 12 82

Steve Walsh 18 10

Bob Weir 6 92

Sales Effectiveness and Improvement Analysis™ for ABC Company

Sales Managers

Coaching

ManagesPipeline DebriefsEfficiently Goal Oriented EffectiveMotivating ManagesBehavior Doesn'tRescue Salespeople the EffectiveRecruiting SalesProcess SupportiveCycle™ Buy MeetingsRunsSales Effective SupportiveBeliefs Doesn'tApprova Need Trainable EffectiveAccountability Motivation Training Monthsof GrowthPotential Name Effective Reginald Dwight - 24 19

Paul McCartney - 24 43

Tina Turner 20 102

Non-Selling Professionals

Desire Commitment Outlook Responsibility Doesn'tApproval Need ControlsEmotions ComfortableDiscussing Money SupportiveCycle™ Buy SupportiveBeliefs HandlesRejection HealthySkepticism thein DevelopingEarly Relationships Sales Process Goal Oriented SalesProcess Training Monthsof GrowthPotential Name Trainable Stevie Nicks 18 163

Ann Wilson 12 36

Nancy Wilson 24 12

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SALES QUOTIENT™

The table below shows the 21 factors used to calculate Sales Quotient™. Each salesperson receives a rating between 0 and 10 for each factor. The last column contains the Sales Quotient™, which is

calculated by assigning weights to each factor, resulting in a value between 0 and 173.

vering Actual Budgets vering

Confidence

FollowsPlan PositiveAttitude TakesResponsibility Self SupportiveBeliefs ControlsEmotions Doesn'tApproval Need RecoversRejection From Money ComfortableAbout Talking SupportiveCycle Buy ConsistentProspecting ReachesMakers Decision EffectiveListening/Questioning Bonding Early and Rapport Unco DiscoveringBuy Why Prospects Qualifiedand Proposals Quotes GetsCommitments StrongDesire StrongCommitment SalesQuotient Name HasGoals Europe Sales Roger Daltry 3 2 5 2 7 2 8 9 7 3 6 2 4 6 5 6 6 4 4 10 6 103 Mick Jagger 7 10 6 2 8 3 8 9 5 5 2 6 6 7 5 7 8 6 3 4 10 98 Jeff Lynne 10 10 5 2 8 5 9 10 7 5 6 6 6 6 5 5 7 4 3 10 4 117 Brian May 7 10 6 2 8 5 8 6 5 10 2 6 4 5 5 8 5 7 5 8 4 109 Jimmy Page 6 8 6 10 8 3 7 10 5 5 6 6 4 5 5 8 5 6 7 10 10 127 Roger Waters 3 2 6 2 9 3 9 10 7 10 2 6 4 6 5 7 7 6 3 8 4 110 East Coast Sales Gregg Allman 9 10 6 10 8 8 9 10 5 10 6 2 8 6 5 8 6 7 6 6 4 128 Tom Petty 7 10 5 2 7 2 6 7 7 3 2 6 4 2 5 8 2 5 3 10 4 95 Tom Scholz 3 2 5 2 7 3 9 8 5 3 2 2 8 4 5 8 5 6 3 8 4 92 Tommy Shaw 10 10 6 2 10 8 9 10 8 8 6 10 8 5 10 4 6 6 6 8 10 133 Bruce Springsteen 6 8 6 2 10 5 7 9 8 2 6 10 6 4 5 8 4 6 6 6 10 108 Steven Tyler 6 8 6 2 9 3 8 9 9 1 1 6 4 6 10 5 7 4 4 7 10 97 West Coast Sales Donald Fagen 2 2 6 2 5 2 8 7 5 3 2 2 7 4 3 7 4 7 6 4 4 75 Steve Miller 10 10 5 2 8 3 9 9 9 3 1 6 4 5 5 5 5 4 4 6 10 96 Carlos Santana 6 8 6 2 8 3 7 8 7 1 1 6 4 6 5 5 6 5 4 8 10 96 Boz Scaggs 3 2 5 2 8 8 7 9 5 5 2 2 6 6 10 7 7 6 4 8 10 108 Steve Walsh 6 10 6 2 6 2 9 8 5 1 0 2 7 5 10 4 6 4 5 7 2 83 Bob Weir 7 10 6 2 9 3 9 9 7 8 1 6 4 6 5 8 7 6 5 8 10 115

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SELF-LIMITING BELIEFS

There were several references to Self-Limiting Beliefs In the main body of this evaluation. Here we list all of the self-limiting beliefs we identified for your salespeople and sales managers. Reading their collections should provide significant insights as to why they do the things they do, say the things they say and get the results they get.

Self-Limiting Beliefs among Your Sales Managers

Self-Limiting Belief % of Managers Self-Image or Relationship My salespeople don't follow me 33% I need my salespeople to like me 33% Prospects are honest 67% I don't need a strong relationship with my prospects in order to sell them 33% Influences on Buying Decisions I have to call on buyers before I can call on end users or decision-makers 33% It's OK if my salespeople let their prospects comparison shop 67% It's OK if my salespeople let their prospects think it over 67% Prospects that think it over will eventually buy from us 100% Competitive Position If they like their current vendor, then I can't sell them 33% Any lack of results is due to the economy or marketplace 67% Any lack of results is due to our competitors 33% Money A thousand dollars is a lot of money 33% Structure or Process I don't manage my salespeople's behavior 67% I don't need to know what motivates my salespeople 67% I can't let a salesperson lose a piece of business 67% I don't need to upgrade the sales force 100% Raising my people's self-esteem is not a high priority 33% My salespeople need to make presentations 100% I don't have a personal sales plan 33%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Self-Limiting Belief Managers A thousand dollars is a lot of money Reginald Dwight I have to call on buyers before I can call on end users or decision- Paul McCartney makers Prospects are honest Reginald Dwight and Paul McCartney Any lack of results is due to the economy or marketplace Reginald Dwight and Paul McCartney I don't manage my salespeople's behavior Paul McCartney and Tina Turner I don't need to know what motivates my salespeople Reginald Dwight and Tina Turner I can't let a salesperson lose a piece of business Reginald Dwight and Paul McCartney My salespeople don't follow me Reginald Dwight Reginald Dwight, Paul McCartney and Tina I don't need to upgrade the sales force Turner Raising my people's self-esteem is not a high priority Tina Turner I need my salespeople to like me Reginald Dwight I don't need a strong relationship with my prospects in order to sell Tina Turner them If they like their current vendor, then I can't sell them Paul McCartney It's OK if my salespeople let their prospects comparison shop Reginald Dwight and Paul McCartney It's OK if my salespeople let their prospects think it over Reginald Dwight and Paul McCartney Reginald Dwight, Paul McCartney and Tina Prospects that think it over will eventually buy from us Turner Reginald Dwight, Paul McCartney and Tina My salespeople need to make presentations Turner Any lack of results is due to our competitors Paul McCartney I don't have a personal sales plan Reginald Dwight

Sales Effectiveness and Improvement Analysis™ for ABC Company

Self-Limiting Beliefs among Your Salespeople

Self-Limiting Belief % of Salespeople Self-Image or Relationship I prefer not to make cold calls 22% Prospects are honest 89% It's not OK to confront a prospect 17% I can't get referrals 33% I don't need a strong relationship with my prospects in order to sell them 6% Influences on Buying Decisions I understand when my prospects want to comparison shop 72% I understand when my prospects want to think it over 50% I need to have the best price 22% I need to educate my prospects 89% I have a long sales cycle 72% I have to call on buyers before I can call on end users or decision-makers 50% I can't call on the actual decision makers 11% I have to provide information to gatekeepers before they will connect me with the decision 6% maker Prospects that think it over will eventually buy from me 83% Competitive Position If prospects are happy with their current vendor then I can't help them 39% Any lack of results is due to the economy or marketplace 50% Any lack of results is due to the policies of my company 39% Any lack of results is due to my competitors 56% Money A thousand dollars is a lot of money 6% I'm uncomfortable talking with prospects about their finances 50% It's not necessary to ask prospects about their finances 28% Personal Motivation Selling isn't fun for me 17% I'm able to live comfortably on my current income 28% Personal goals aren't that important to me 6% I am more loyal to the company than committed to my own success in sales 6% Structure or Process I need to provide proposals (or quotes) 11% I'm uncomfortable with certain aspects of selling 50% I need to tell prospects about the company 6% It is appropriate to spend significant time with prospects that don't buy from me 56% I tell my prospects why they should buy from me 17% I tell my prospects how to reach a decision 11%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Self-Limiting Belief Salespeople A thousand dollars is a lot of money Bob Weir I prefer not to make cold calls Roger Daltry, Donald Fagen, Jimmy Page and Tom Scholz Gregg Allman, Roger Daltry, Donald Fagen, Mick Jagger, Steve Miller, I have a long sales cycle Jimmy Page, Tom Petty, Carlos Santana, Tom Scholz, Tommy Shaw, Steve Walsh, Roger Waters and Bob Weir I have to call on buyers before I can Roger Daltry, Brian May, Steve Miller, Jimmy Page, Tom Petty, Carlos call on end users or decision-makers Santana, Steven Tyler, Roger Waters and Bob Weir I have to provide information to gatekeepers before they will connect Roger Daltry me with the decision maker Gregg Allman, Roger Daltry, Donald Fagen, Mick Jagger, Jeff Lynne, Steve Miller, Jimmy Page, Tom Petty, Carlos Santana, Boz Scaggs, Tom Scholz, Prospects are honest Tommy Shaw, Bruce Springsteen, Steven Tyler, Roger Waters and Bob Weir Roger Daltry, Donald Fagen, Steve Miller, Jimmy Page, Tom Petty and I can't get referrals Steve Walsh It is appropriate to spend significant Donald Fagen, Jeff Lynne, Brian May, Steve Miller, Jimmy Page, Tom Petty, time with prospects that don't buy Tommy Shaw, Bruce Springsteen, Steve Walsh and Roger Waters from me Any lack of results is due to the Roger Daltry, Mick Jagger, Jeff Lynne, Tom Petty, Carlos Santana, Tom economy or marketplace Scholz, Steven Tyler, Steve Walsh and Bob Weir Any lack of results is due to my Gregg Allman, Donald Fagen, Mick Jagger, Jeff Lynne, Brian May, Tom competitors Petty, Boz Scaggs, Bruce Springsteen, Roger Waters and Bob Weir I'm able to live comfortably on my Donald Fagen, Mick Jagger, Tommy Shaw, Roger Waters and Bob Weir current income Personal goals aren't that important to Donald Fagen me I am more loyal to the company than committed to my own success in Steve Walsh sales Gregg Allman, Donald Fagen, Jeff Lynne, Brian May, Steve Miller, Jimmy I understand when my prospects want Page, Tom Petty, Carlos Santana, Boz Scaggs, Bruce Springsteen, Steven to comparison shop Tyler, Steve Walsh and Roger Waters I understand when my prospects want Donald Fagen, Tom Petty, Carlos Santana, Boz Scaggs, Tom Scholz, to think it over Steven Tyler, Steve Walsh, Roger Waters and Bob Weir I need to have the best price Roger Daltry, Donald Fagen, Steve Miller and Steve Walsh Gregg Allman, Roger Daltry, Mick Jagger, Jeff Lynne, Brian May, Steve I need to educate my prospects Miller, Jimmy Page, Tom Petty, Carlos Santana, Boz Scaggs, Tom Scholz, Bruce Springsteen, Steven Tyler, Steve Walsh, Roger Waters and Bob Weir I need to provide proposals (or Tom Scholz and Steven Tyler quotes) Selling isn't fun for me Roger Daltry, Donald Fagen and Steve Walsh I'm uncomfortable with certain aspects Gregg Allman, Roger Daltry, Donald Fagen, Mick Jagger, Steve Miller, of selling Jimmy Page, Tom Scholz, Steven Tyler and Steve Walsh I need to tell prospects about the Donald Fagen company I'm uncomfortable talking with Roger Daltry, Donald Fagen, Steve Miller, Tom Petty, Carlos Santana, Tom prospects about their finances Scholz, Bruce Springsteen, Steven Tyler and Steve Walsh I can't call on the actual decision Donald Fagen and Steve Walsh makers If prospects are happy with their Mick Jagger, Steve Miller, Jimmy Page, Tom Scholz, Steven Tyler, Steve current vendor then I can't help them Walsh and Roger Waters Roger Daltry, Donald Fagen, Mick Jagger, Jeff Lynne, Steve Miller, Tom Prospects that think it over will Petty, Carlos Santana, Boz Scaggs, Tom Scholz, Tommy Shaw, Bruce eventually buy from me Springsteen, Steven Tyler, Steve Walsh, Roger Waters and Bob Weir It's not OK to confront a prospect Donald Fagen, Carlos Santana and Steve Walsh Any lack of results is due to the Roger Daltry, Mick Jagger, Brian May, Steve Miller, Jimmy Page, Tommy policies of my company Shaw and Steven Tyler

Sales Effectiveness and Improvement Analysis™ for ABC Company

Self-Limiting Belief Salespeople I tell my prospects why they should Brian May, Jimmy Page and Tom Petty buy from me I tell my prospects how to reach a Tom Petty and Steve Walsh decision I don't need a strong relationship with Donald Fagen my prospects in order to sell them It's not necessary to ask prospects Roger Daltry, Donald Fagen, Steve Miller, Tom Petty and Tom Scholz about their finances

Self-Limiting Beliefs among Your Non-Selling Professionals

Self-Limiting Belief % of Professionals Self-Image or Relationship I need my prospects to like me 33% I prefer not to make cold calls 100% Prospects are honest 100% It's not OK to confront a prospect 67% I can't get referrals 33% Influences on Buying Decisions I understand when my prospects want to comparison shop 33% I understand when my prospects want to think it over 33% I need to have the best price 33% I need to educate my prospects 100% I have a long client development cycle 33% I have to call on buyers before I can call on end users or decision-makers 67% Prospects that think it over will eventually buy from me 100% Competitive Position Any lack of results is due to the economy or marketplace 33% Any lack of results is due to the policies of my company 33% Money A thousand dollars is a lot of money 67% Money isn't that important to me 33% I'm uncomfortable talking with prospects about their finances 100% It's not necessary to ask prospects about their finances 33% Personal Motivation Client development isn't fun for me 33% A personal sales plan isn't that important to me 33% I am more loyal to the company than committed to my own success in sales 33% Structure or Process I'm uncomfortable with certain aspects of client development 67% It is appropriate to spend significant time with prospects that don't buy from me 33% I tell my prospects why they should buy from me 33%

Sales Effectiveness and Improvement Analysis™ for ABC Company

Self-Limiting Belief Non-Selling Professionals A thousand dollars is a lot of money Ann Wilson and Nancy Wilson Money isn't that important to me Stevie Nicks Stevie Nicks, Ann Wilson and Nancy I prefer not to make cold calls Wilson I have to call on buyers before I can call on end users or decision-makers Ann Wilson and Nancy Wilson Stevie Nicks, Ann Wilson and Nancy Prospects are honest Wilson I can't get referrals Nancy Wilson It is appropriate to spend significant time with prospects that don't buy Stevie Nicks from me Any lack of results is due to the economy or marketplace Stevie Nicks A personal sales plan isn't that important to me Nancy Wilson I am more loyal to the company than committed to my own success in Ann Wilson sales I need my prospects to like me Stevie Nicks I understand when my prospects want to comparison shop Nancy Wilson I understand when my prospects want to think it over Ann Wilson I need to have the best price Stevie Nicks Stevie Nicks, Ann Wilson and Nancy I need to educate my prospects Wilson Stevie Nicks, Ann Wilson and Nancy I'm uncomfortable talking with prospects about their finances Wilson Stevie Nicks, Ann Wilson and Nancy Prospects that think it over will eventually buy from me Wilson It's not OK to confront a prospect Ann Wilson and Nancy Wilson Any lack of results is due to the policies of my company Ann Wilson I tell my prospects why they should buy from me Nancy Wilson It's not necessary to ask prospects about their finances Nancy Wilson I have a long client development cycle Ann Wilson I'm uncomfortable with certain aspects of client development Stevie Nicks and Nancy Wilson Client development isn't fun for me Nancy Wilson

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SCORING CONFIDENCE

We use a set of internal markers to calculate a confidence rating. This score represents the level of confidence we have in the results for a particular individual. The table below shows the confidence score for each of the individuals we evaluated, along with the possible reasons for any score that is cautionary or low.

Name Rating Key Reasons Europe Sales There is one inconsistent answer. This person has less than 5 years of experience and was comfortable with over Cautionary - 70% of all types of experience Roger Daltry 5 Testing time was below 12 minutes. When asked if there was any reason why the answers may not be accurate Roger responded, I was rushed. Mick Jagger High - 10 Jeff Lynne High - 9.5 There is one inconsistent answer. Brian May High - 10 Jimmy Page High - 10 Roger Waters High - 10 East Coast Sales Cautionary - Gregg Allman Testing time was below 12 minutes. 5 Tom Petty High - 10 Testing time was below 12 minutes. Cautionary - Tom Scholz When asked if there was any reason why the answers may not be accurate Tom 5 responded, I was distracted. Cautionary - There are 2 inconsistent answers. Tommy Shaw 5 Testing time was below 12 minutes. Bruce High - 10 Springsteen There is one inconsistent answer. Cautionary - Testing time was below 12 minutes. Steven Tyler 5 When asked if there was any reason why the answers may not be accurate Steven responded, I was distracted. West Coast Sales There are 3 inconsistent answers. Cautionary - This person has less than 5 years of experience and was comfortable with over Donald Fagen 5 70% of all types of experience Testing time was below 12 minutes. There are 2 inconsistent answers. Testing time was below 12 minutes. Steve Miller Low - 2 When asked if there was any reason why the answers may not be accurate Steve responded, I was distracted. Carlos Santana High - 10 Boz Scaggs High - 10 Steve Walsh High - 10 Bob Weir High - 10

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - PIPELINE DETAIL

Pipeline Questions

Your salespeople answered nineteen questions relating to as many as four of their proposal-ready opportunities.

Number Pipeline Question 1 This quote is for the final decision maker 2 Decision promised upon delivery of quote 3 There is a compelling reason to solve the problem 4 It will be profitable at your estimated cost 5 The prospective customer is creditworthy 6 We have developed a strong relationship 7 It won't upset any existing customers 8 We can differentiate ourselves from the Competition 9 They have a compelling reason to buy from us 10 They are committed to buying from someone 11 They have the money/funding 12 They know about how much it will cost 13 I've dealt with any competitive issues 14 They have indicated a preference toward us 15 There is dissatisfaction with the incumbent vendor (answer yes if no incumbent) 16 The decision will be made within the next 30 days 17 The delivery time frame is appropriate 18 They don't need competitive quotes 19 Our product/service will solve their problem

Pipeline Scores by Question

The Total Score column of the table below shows the average overall pipeline score for as many as four proposal-ready opportunities for each salesperson. The next column contains their average

score for each of the 19 questions. The maximum scores are 100.

Preference TowardUs Preference

Total

DecisionUpon Quoting toCompellingProblem Reason Solve Will beprofitable ProspectCreditworthy is DevelopedRelationship Strong ExistingImpacted Clients Not DifferentiatedThe From Competition us Compelling buy from to reason Commitmentto Buy FundingExists ClientRange Knows Price CompetitiveIssues Handled Indicated Vendor DissatisfiedIncumbent With Decision30Days within is Timeframe Appropriate NoQuotes forNeed Competitive Have We a Solution Name Score MakerQuoting Decision Europe Sales Roger Daltry 52 67 0 67 67 100 0 100 100 0 67 100 100 67 33 0 0 100 0 67 Mick Jagger 73 100 25 100 100 100 100 50 75 50 75 100 25 50 75 75 25 100 75 100 Jeff Lynne 66 75 0 75 100 100 75 100 100 50 100 75 100 75 50 0 50 100 0 100 Brian May 68 75 0 75 100 100 100 100 100 100 50 100 100 50 75 25 0 100 0 100 Jimmy Page 64 50 50 100 100 75 50 75 75 50 25 50 100 50 75 75 25 100 25 100 Roger Waters 63 75 0 75 100 100 100 100 75 100 0 100 100 50 75 0 25 100 0 100

Sales Effectiveness and Improvement Analysis™ for ABC Company

Preference TowardUs Preference

Total

DecisionUpon Quoting toCompellingProblem Reason Solve Will beprofitable ProspectCreditworthy is DevelopedRelationship Strong ExistingImpacted Clients Not DifferentiatedThe From Competition us Compelling buy from to reason Commitmentto Buy FundingExists ClientRange Knows Price CompetitiveIssues Handled Indicated Vendor DissatisfiedIncumbent With Decision30Days within is Timeframe Appropriate NoQuotes forNeed Competitive Have We a Solution Name Score MakerQuoting Decision East Coast Sales Gregg Allman 66 100 0 100 100 100 67 0 100 100 33 67 100 67 33 67 33 67 0 100 Tom Petty 52 75 0 50 100 75 100 0 75 75 0 100 0 50 100 0 75 75 0 100 Tom Scholz 50 100 25 100 100 100 75 100 75 0 50 25 75 0 0 0 0 75 0 100 Tommy Shaw 75 100 67 100 67 100 100 0 100 100 67 0 100 100 100 100 0 100 0 100 Bruce 64 25 0 25 100 100 100 100 100 100 0 50 100 100 100 100 25 100 0 100 Springsteen Steven Tyler 6 50 0 0 0 0 50 0 0 0 0 0 0 0 0 0 0 0 0 0 West Coast Sales Steve Miller 62 75 50 75 25 75 75 100 50 50 75 100 100 0 50 0 0 100 50 100 Carlos Santana 64 75 75 75 100 100 100 100 25 75 0 100 100 100 75 0 0 100 25 75 Boz Scaggs 66 0 0 100 100 100 100 100 100 100 100 100 50 0 75 50 0 100 25 100 Bob Weir 64 100 0 75 100 100 100 0 100 75 75 50 100 100 100 0 50 50 0 75

Pipeline Scores by Company

The table below shows the proposal-ready accounts that your salespeople referenced and the

resulting scores from our analysis. The maximum score for each account is 100.

Score 2 Score 3 Score 4 Score Name Company 1 Company 2 Company 3 Company 4 1 Score Europe Sales Roger Daltry My Generation Who Are You Behind Blue Eyes 59 55 42 Mick Jagger Start Me Up Jumpin' Jack Flash Brown Sugar Satisfaction 87 83 70 53 Jeff Lynne Don't Bring Me Down Evil Woman Telephone Line Sweet Talkin' Woman 53 70 66 76 Brian May Bohemian Rhapsody We Will Rock You Somebody to Love Under Pressure 72 76 59 66 Jimmy Page Stairway to Heaven Whole Lotta Love All My Love Ramble On 87 59 59 53 Roger Waters The Wall Comfortably Numb Another Brick in the Wall Dark Side of the Moon 54 70 62 66 East Coast Sales Gregg Allman I'm No Angel Queen of Hearts Slip Away 74 59 66 Tom Petty Free Fallin' American Girl Breakdown Refugee 64 39 45 58 Tom Scholz More Than a Feeling Rock & Roll Band Long Time Don't Look Back 68 55 49 28 Tommy Shaw Come Sail Away Too Much Time on My Hands Fooling Yourself 64 80 80 Bruce Springsteen Born to Run Hungry Heart Thunder Road Dancing in the Dark 74 57 70 57 Steven Tyler Dream On Sweet Emotion Walk This Way Toys in the Attic 7 7 4 4 West Coast Sales Steve Miller Fly Like an Eagle Jet Airliner Jungle Love Take the Money and Run 63 46 59 79 Carlos Santana Black Magic Woman Soul Sacrifice Lightning in the Sky Evil Ways 63 70 59 63 Boz Scaggs Lido Shuffle Lowdown Harbor Lights Fly Like a Bird 72 59 62 72 Bob Weir Terrapin Station Sugaree Shakedown Street Truckin' 67 63 67 58

Sales Effectiveness and Improvement Analysis™ for ABC Company

Pipeline Quality by Sales Group

Medium Low Overall Group High Europe Sales 26% 70% 4% Medium East Coast Sales 19% 45% 36% Low West Coast Sales 19% 75% 6% Medium

Analysis of High Impact Factors

Of the nineteen pipeline questions that were asked, six of them are quite significant because of their high impact on pipeline quality and success. Here is a description of the six questions and their impact on your sales outcomes:

 They have a compelling reason to solve their problem (Question 3) – When the prospect has a compelling reason to solve their problem it is far more likely that they will take action. Compelling reasons cause urgency and people make decisions to buy when there is urgency. When there is little urgency to take action because the compelling reasons have not been articulated, opportunities like these tend to drag on for a long time and often fail to result in business. Your salespeople answered "yes" to this question 74% of the time. This is extremely encouraging and would generally indicate that their sale cycles move along and their opportunities often close. However, that is not the case because the rest of the data suggests that like many salespeople, they only believe they are uncovering compelling reasons when, in truth, they are only learning about issues.  We have differentiated ourselves from the competition (Question 8) – When salespeople effectively differentiate themselves, they often eliminate the competition. This can be accomplished by building a stronger relationship, asking more questions, better questions, tougher questions, and even unanswerable questions. It can be accomplished by building trust, gaining respect and demonstrating greater expertise. Your salespeople answered "yes" to this question 77% of the time. If they are truly differentiating themselves, it should allow you to sell at higher prices and close a higher percentage of sales. This is extremely encouraging and would generally indicate that their sale cycles move along and their opportunities often close. However, that is not the case because the rest of the data suggests that like many salespeople, they only believe they are uncovering compelling reasons when, in truth, they are only learning about issues.

Sales Effectiveness and Improvement Analysis™ for ABC Company

 The prospect is committed to buying from someone (Question 10) – If the prospect has not made a commitment to buying from someone there is a good chance that they may not buy at all. Your salespeople answered "yes" to this question 44% of the time. Your salespeople are not uncovering this important piece of information and as a result, their competition for the business increases. They are not only competing against other vendors, but also with prospects who may take no action at all. There is significantly less leverage when salespeople have not been able to get their prospects to commit to somebody's solution. That leads to a scenario where there is far less confidence for an acceptable outcome.  The prospect has the money (Question 11) – The most common obstacle to closing is when salespeople present a solution that the prospect can't afford to implement. Your salespeople answered "yes" to this question 70% of the time. Your salespeople seem to be doing well in this area. This also suggests that they would not have a problem presenting lower priced solutions. Since so few salespeople accomplish this step effectively, it gives your company a clear advantage each time there is an opportunity to do business.  Product/Service will solve the prospect's problem (Question 19) – Another common mistake is when salespeople present their solution but it is not the ideal solution for the prospect. Your salespeople answered "yes" to this question 89% of the time. Your salespeople seem to have this one under control. The advantage of being strong here is that the likelihood of success is much greater when salespeople get their prospects to validate their thinking along the way. Since most salespeople aren't very effective at this, it provides your company with a clear advantage  There is dissatisfaction with the current vendor (Question 15) – If the prospect does not have a reason to leave their current vendor all of the reasons a salesperson can offer will not tempt the prospect to leave them. Your salespeople answered "yes" to this question 30% of the time. Your salespeople are not uncovering this information and the current vendor (or the current way of doing things) is at worst, a known entity to your prospects. Even if your salespeople present a better alternative, the edge goes to the incumbent.

Sales Effectiveness and Improvement Analysis™ for ABC Company

High Impact Factors by Sales Group

Problem DifferentiatedThe From Competition Commitment to Buy Exists Funding Wea Have Solution Vendor DissatisfiedIncumbent With Group Compelling to Reason Solve Europe Sales 83% 87% 52% 87% 96% 30% East Coast Sales 59% 73% 23% 41% 82% 41% West Coast Sales 81% 69% 62% 88% 88% 12%

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% Compelling Differentiated Committed Money Solution Vendor Reason

Europe Sales East Coast Sales West Coast Sales

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - ASSESSMENTS VERSUS OBSERVED PERFORMANCE

The findings and insights contained in this On the following pages, we have graphed analysis are quite accurate. For a number of your salespeople against three variables: reasons, however, some sales assessments may not correlate to a salesperson's  The difficulty of their assignment performance. The most common reason is the  Their performance difficulty of the assignment and some  Their assessment results salespeople have an easier assignment than others. You may see some of your salespeople in an entirely different light. An assignment would be considered easier when: There may be scenarios where a salesperson's assessment will be poor but  Most of their customers call in to place their performance to quota is acceptable or orders even outstanding. The opposite can also occur  Most of the business is repeat business where the salesperson assesses well despite  Leads are provided poor performance. We looked for these  The salesperson has been in the territory conditions and provide explanations when a long time appropriate.  The salesperson has inherited a good territory from a previous salesperson  The salesperson has a territory with the most opportunities  The salesperson has the best accounts

Those who have an easy assignment and hit their numbers, yet assess poorly, may actually be account managers rather than producers.

An assignment would be considered difficult when salespeople must acquire their business via cold calling. You may think that some of these salespeople, who may not yet be consistently hitting their numbers, are weaker than they really are because they aren't producing as much business as a salesperson with an easier assignment. Salespeople with a difficult assignment, that aren't hitting their numbers but assess well have the potential to succeed.

Sales Effectiveness and Improvement Analysis™ for ABC Company

Definition of Terms

The following graphs show a variety of scenarios where performance, the difficulty of the salesperson's role, and how well the salesperson scored on the assessment, may not appear to correlate.

Difficulty is the measure of how challenging the role is. The most difficult role requires cold-calling to find new business while the least difficult role enjoys repeat business from existing customers, call-ins, and/or renewals.

Performance is the measure of whether a salesperson is meeting or exceeding the numbers. High Performance indicates that the numbers are being met while Low Performance indicates that the numbers are not being met.

Assessment is the measure of how well the salesperson performed on the assessment. High Assessment indicates that the salesperson assessed well while Low Assessment indicates that the salesperson assessed poorly.

Sales Effectiveness and Improvement Analysis™ for ABC Company

1. Weak Salespeople

Mostly call-ins, repeat business or renewal business; numbers not being hit; appeared weak on the assessment. This depicts a very weak salesperson.

8 people in this category:  Roger Daltry  Mick Jagger High  Gregg Allman  Tom Petty  Steven Tyler  Donald Fagen Low  Steve Miller  Carlos Santana Difficulty Performance Assessment

2. Needs Development

Mostly call-ins, repeat business or renewal business; numbers not being hit; salesperson appeared strong in the assessment. This depicts a salesperson that either hasn't had enough time to succeed (see Figure it Out Factor™ if salesperson is relatively new) or has other factors (like not suitable for working remotely or unwilling to prospect) causing the lack of results.

Nobody in this category

High

Low

Difficulty Performance Assessment

Sales Effectiveness and Improvement Analysis™ for ABC Company

3. Hidden Risk

Mostly call-ins, repeat business or renewal business; numbers being hit; appeared weak on the assessment. This depicts a hidden risk, someone hitting the numbers only because of the relative ease of the assignment. This salesperson is not ready to help you grow or change your business.

6 people in this category:  Jeff Lynne  Jimmy Page High  Roger Waters  Tom Scholz  Steve Walsh  Bob Weir Low

Difficulty Performance Assessment

4. Supports Business Growth

Mostly call-ins, repeat business or renewal business; numbers being hit; appeared strong on the assessment. This depicts a strong salesperson who could handle a more challenging assignment.

Nobody in this category

High

Low

Difficulty Performance Assessment

Sales Effectiveness and Improvement Analysis™ for ABC Company

5. Development Required

Mostly cold calls; numbers not being hit; appeared weak on the assessment. This depicts a weak salesperson whose assignment is challenging and who requires redeployment or development in order to succeed.

One person in this category:  Brian May High

Low

Difficulty Performance Assessment

6. Hidden Potential

Mostly cold calls; numbers not being hit; appeared strong on the assessment. This depicts a salesperson that either hasn't had enough time to succeed (see Figure it Out Factor™ if salesperson is relatively new) or has other factors (like not suitable for working remotely or unwilling to prospect) causing the lack of results.

One person in this category:  Tommy Shaw High

Low

Difficulty Performance Assessment

Sales Effectiveness and Improvement Analysis™ for ABC Company

7. Intangibles at Work

Mostly cold calls; numbers being hit; appeared weak on the assessment. This depicts a very small group of salespeople where intangibles that can't be taught or duplicated, could be responsible for the surprising results.

2 people in this category:  Bruce Springsteen  Boz Scaggs High

Low

Difficulty Performance Assessment

8. Strong Salesperson

Mostly cold calls; numbers being hit; appeared strong on the assessment. This depicts a strong salesperson.

Nobody in this category

High

Low

Difficulty Performance Assessment

Sales Effectiveness and Improvement Analysis™ for ABC Company

Assessed vs. Observed Performance by Group

WeakSalespeople NeedsDevelopment Hidden Risk SupportsGrowth Business Development Required Hidden Potential atIntangiblesWork StrongSalesperson

Group % of Salespeople in this Category Europe Sales 33% 0% 50% 0% 17% 0% 0% 0% East Coast Sales 50% 0% 17% 0% 0% 17% 17% 0% West Coast Sales 50% 0% 33% 0% 0% 0% 17% 0%

Name Category D P A Europe Sales Roger Daltry Weak Salespeople Low Low Low Mick Jagger Weak Salespeople Low Low Low Jeff Lynne Hidden Risk Low High Low Brian May Development Required High Low Low Jimmy Page Hidden Risk Low High Low Roger Waters Hidden Risk Low High Low East Coast Sales Gregg Allman Weak Salespeople Low Low Low Tom Petty Weak Salespeople Low Low Low Tom Scholz Hidden Risk Low High Low Tommy Shaw Hidden Potential High Low High Bruce Springsteen Intangibles at Work High High Low Steven Tyler Weak Salespeople Low Low Low West Coast Sales Donald Fagen Weak Salespeople Low Low Low Steve Miller Weak Salespeople Low Low Low Carlos Santana Weak Salespeople Low Low Low Boz Scaggs Intangibles at Work High High Low Steve Walsh Hidden Risk Low High Low Bob Weir Hidden Risk Low High Low D = Difficulty P = Performance A = Assessment

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SALES ASSERTIVENESS DEFINITIONS

Sales Assertiveness is measure of how a salesperson handles his/her ego. There is both good and bad ego and we use these terms in the Sales Posturing Index:

Timid: Ego is dominated by the salesperson's Need for Approval. Difficult questions, confrontation, and risk will be avoided. Timid salespeople tend to facilitate rather than orchestrate.

Overconfident: Ego is dominated by an internal arrogance, a sense that they don't need to ask because they already know; a feeling that they don't need to act because it isn't necessary; a feeling that their own needs are more important than those of their prospects. Overconfident salespeople may skip steps, questions, relationship building opportunities, or follow-up as a result of feeling that it simply isn't important.

Consistently Assertive: Ego is appropriately assertive for sales.

Assertive – Occasionally Over-Confident: Mostly appropriate assertive ego with a chance of situational over confidence.

Assertive – Occasionally Timid: Mostly appropriate assertive ego with a chance of situational timidity.

Behavior Varies by Situation: There is no default and the salesperson simply reacts in either an appropriate or inappropriate way.

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SALES EMPATHY DEFINITIONS

Sales empathy is our measure of how effectively a salesperson relates to a prospect. Like Sales Assertiveness, there is both good and bad empathy and the terms are used in the Sales Posturing Index:

Supportive: The empathy is directed toward understanding the prospects' problems, issues, frustrations and situation. Salesperson has the ability or potential to be very effective at identifying the reasons why prospects will buy.

Not Supportive: The empathy is directed toward understanding the prospects' stalls, put-offs, excuses and objections. The salesperson does not currently have the ability to be effective identifying the reasons why prospects will buy and has trouble overcoming the reasons why they can't.

Supportive but Vulnerable: Has supportive empathy but is vulnerable because there is also a component of non-supportive empathy.

Somewhat Supportive but Vulnerable: Has some elements of both supportive and non-supportive empathy. Salesperson doesn't have enough of the supportive empathy to be consistently effective identifying reasons to buy, and has too much of the non-supportive empathy to overcome the reasons not to buy.

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SALES MANAGEMENT TIME ALLOCATION

rnal Issues

Motivating Accountability Recruiting Mgmt.TotalFunctions CrisisManagement Inte Compensation Organization Strategy DirectSelling Total OtherFunctions Name Coaching OMG Benchmark Target 50 10 15 5 80 5 5 1 1 3 5 20 Reginald Dwight 25 15 10 0 50 40 10 0 0 0 0 50 Paul McCartney 20 20 17 1 58 15 10 1 10 1 5 42 Tina Turner 15 15 10 2 42 10 10 3 10 20 5 58

Sales Effectiveness and Improvement Analysis™ for ABC Company

APPENDIX - SUMMARY OF DISCOMFORT BY SALESPERSON

Major Retail Chains

Marketplace Product Performance Overall Name Management Gregg Allman 83% 0% 100% 14% 52% Roger Daltry 67% 67% 40% 57% 57% Donald Fagen 50% 67% 100% 86% 76% Mick Jagger 33% 0% 0% 14% 14% Steve Miller 100% 0% 20% 0% 33% Tom Petty 50% 33% 40% 57% 48%

Record Labels

Marketplace Product Performance Overall Name Management Jeff Lynne 33% 33% 60% 29% 38% Brian May 50% 33% 20% 29% 33% Carlos Santana 17% 67% 60% 43% 43% Boz Scaggs 33% 0% 40% 43% 33% Tom Scholz 50% 67% 60% 57% 57% Tommy Shaw 67% 33% 80% 29% 52%

Online Sellers

Marketplace Product Performance Overall Name Management Jimmy Page 17% 0% 0% 71% 29% Bruce 17% 33% 20% 0% 14% Springsteen Steven Tyler 67% 67% 40% 71% 62% Steve Walsh 83% 67% 40% 71% 67% Roger Waters 17% 33% 0% 43% 24% Bob Weir 17% 0% 40% 14% 19%