Sales

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RESEARCH COMMUNICATION INTERNATIONAL RCI’S PEAKS PROFILE

SALES PROFILE LEADERSHIP BENCHMARKING FOR EXCELLENCE

ESPECIALLY FOR:

Demo Person

RESEARCH COMMUNICATION INTERNATIONAL PTE. LTD. 20 Cecil Street, Equity Plaza, #15-01 Singapore 049705 Tel: (65) 62362760 Fax: (65) 62362762 HTTP://WWW.RESEARCHCOMMUNICATION.COM 232-2785-FLT


PEAKS for Peak Performance: a strength-focused approach in training and profiling to build leaders at all levels of corporations


Dear Demo Person,

This Psychometric profile is a validated prediction of your natural disposition based on the well researched Five-Factor personality model and resilience studies. The PEAKS profile gives you reflections of your potential to peak perform, it is not an appraisal of your current performance. Ideally, contextual study is necessary to establish norms for specific groups, organisations or communities. However, very often, rough and ready patterns are required to give directions to development and planning. The predictions in these reports/profiles are therefore educated estimates and do not describe behavior. These predictions are accurate in identifying behaviors that are most natural for a person with certain personality traits and are best used as guided by a trained PEAKS certified consultant. Truly, there is beauty in every nature! Every personality disposition has its strengths and weaknesses. Through this profile, we hope you will gain a better understanding of yourself, and how you can peak perform in your personal and professional pursuits. We hope you will find this profile meaningful in your individual development and we wish you every success as you use this profile to climb towards personal, interpersonal and professional fulfillment. Dr Shirley Lim President Research Communication International Pte. Ltd.

Research Communication International Pte. Ltd. 20 Upper Circular Road #02-21 - The Riverwalk Singapore 058416 Tel. (65) 65570321 - Fax: (65) 65570189 http://www.ResearchCommunication.com email:support@researchcommunication.com

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The content of this report is provided “as is� without any warranties of any kind including warranties of merchantability, or fitness for a particular purpose. The information provided in this report is provided for guidance purpose and it is not an appraisal of current performance. It is recommended to consult a trained certified consultant regarding the usage of the information included in this report. Although Research Communication International Pte. Ltd. (RCI) uses reasonable efforts to maintain the accuracy and currency of the content of this report, RCI makes no warranties or representations as to its accuracy or currency. This report may contain typographical errors and technical inaccuracies. RCI Assumes no liability or responsibility for any errors or omissions in the content of this report. To the extent permitted by law, neither RCI nor any of its related bodies corporate or their respective officers or employees will be liable in any way (including for negligence) for any loss, damage, cost or expense suffered or incurred by you or claims made against you through your use of this report. RCI reserves the right to update and/or modify the information contained in this report at any time and without notice.

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(FLT) Demo Person 19/9/2002

PEAKS Secondary Reports: Seller Profile TABLE OF CONTENTS 1. Table of Contents 2. Selling Models 2.1. Bob Bloch's PAID INC Sales Model 2.2. CrossTraining's Selling Process 2.3. DBM Professional Sales Process 2.4. The Seinfeld Model (Cindy Kubica) 2.5. The SPIN Model 2.6. Strategic Selling 2.7. Brian Tracy's Advanced Selling Workshop (Nightingale Conant) 2.8. Whole Brain Selling 2.9. Wilson Learning's Consultative Selling

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Demo Person

Specific Selling Models This section explores the personality infrastructure for specific selling models. For each element of a particular model, an ideal personality profile is associated with optimal performance. However, it should be noted that the ideal infrastructures are not mandatory for success in a particular sales role. Rather, the ideal infrastructure is a helpful base on which to build that sales role. Where an individual has a high fit betweeen the ideal and his/her personality scores, then the individual has a natural base for developing that role. If the individual has a low fit between the ideal and their actual profile, then it could prove a bit more difficult to develop that role. In that sense, these "Descriptions of Fit" are not an evaluation of performance, but rather a prediction of likely performance based on the fit between what the performance role typically requires and the actual personality of the individual. If a person is weak in a sales role and the Ideal/Actual fit is high, then that person would in all likelihood benefit from developmental activity, such as training. However, if a person is weak in a sales role and the Ideal/Actual fit is low, then that person, unless highly motivated, would in all likelihood benefit more from compensatory activity, such as delegating.

Bob Bloch's PAID INC Sales Model Prospecting:

49 - Medium

Acquainting:

53 - Medium

Interest Development:

50 - Medium

Demonstrating:

55 - Medium

Integrity Validation:

31 - Very Low

Negotiation:

53 - Medium

Closing:

57 - High

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Demo Person

Sales Negotiation Profile 1 of 2 Bill Eubank developed this model as the basis of his selling skills workshop. INTRODUCTORY PHASE: Account Analysis: Account Research: Pre-Call Planning: Account and Call Objective Setting: Decision-Making Analysis: Capabilities Overview: Identify and Address Business Issues: Develop Credibility: Establish Key Contacts: Earn the Right to Continue: Demonstrate Knowledge of Account and Industry:

46 - Medium 46 - Medium 45 - Low 46 - Medium 46 - Medium 46 - Medium 46 - Medium 48 - Medium 56 - High 57 - High 67 - Very High

INFORMATION GATHERING PHASE: Probing and Listening Skills: Identify and Access Key Influencers and Decision-Makers: Gain Internal Recommendations to Meet with Other Players: Observe and Analyze Processes and Procedures: Identify Internal Users and Customers of Internal Processes and Potential Products and Services: Verify Your Understanding of the Account and Issues:

39 - Low 48 - Medium 52 - Medium 53 - Medium 58 - High 52 - Medium

NEEDS ANALYSIS PHASE: Probing, Listening, and Rapport Building Skills: Rapport Development Skills: Begin to Establish Value-Based Relationships: Orchestrate Meetings with Key Internal Users and Internal Customers and Evaluators: Clearly Identify Product/Service Application: Clearly Identify the Strategic and Transactional Value of the Product/Service Relationship with You: Identify Competition and Evaluate Strength Versus Competition:

51 - Medium 56 - High 56 - High 62 - High 63 - High 63 - High 63 - High

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Demo Person

Sales Negotiation Profile 2 of 2

RECOMMENDATION PHASE: Develop a Value-Based Presentation of the Strategic and Transactional Value of the Product/Service: Conduct Meetings to Develop Consensus Agreement: Gain Key Recommendations: Gain Agreement of Value versus Competition:

39 - Low 62 - High 52 - Medium 52 - Medium

PROPOSAL DEVELOPMENT AND DELIVERY PHASE: Develop a Unified Proposal: Develop a Cost Justification for the Proposal: Develop an Implementation Plan: Develop and Coordinate an Account Implementation and Service Team: Present the Proposal:

33 - Very Low 33 - Very Low 33 - Very Low 37 - Low 62 - High

CLOSING: Negotiate Final Terms: Gain Closure: Implement Plan: Monitor Application on Ongoing Basis:

44 - Low 44 - Low 47 - Medium 29 - Very Low

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Demo Person

DBM Professional Sales Process

1. Prospecting, gaining credibility; uncovering their dissatisfaction:

49 - Medium

2. Needs Analysis & education; mutually recognizing need(s):

68 - Very High

3. Demonstrating Capability & Defining the Solution;analyze options:

54 - Medium

4. Dealing with Objections, References, & Proposals; resolve concerns:

62 - High

5. Closing and Contracting; make a decision:

52 - Medium

6. Implementation of Solution and Growing Their/Our Business:

35 - Very Low

The Primary Principles of Selling: 1. Stay Customer Centered:

34 - Very Low

2. Influence through Involvement:

45 - Low

3. Earn the Right to Advance:

45 - Low

The Seinfeld Model (Cindy Kubica, Nashville, Tenn.) The Kramer. Optimistic and outgoing, enthusiastic, big-picture, spontaneous; don't give them too many details, rather help them imagine the outcome. The Elaine. Dominating, directing, extraverted, worrying, want step-by-step; give them lots of details. The Jerry. Introverted, cautious, consistent; stress minimal risk, avoid pressuring, be a good listener. The Newman. (Introverted, analytical, conscientious, pessimistic, a doer; give lots of information and charts, use logic, and avoid emotional appeals.

Kramer

66 - Very High

Elaine

55 - Medium

Jerry

38 - Low

Newman

44 - Low

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Demo Person

The SPIN Model This model comes from Neil Rackham's Spin Selling, published in 1988 by McGraw-Hill. Definitions: 1. Situation Questions: Fact-finding questions that provide data regarding the prospect's plans, current projects and emphases, goals, etc. 2. Problem Questions: Finding needs, weaknesses, or problems with existing equipment, vendors, etc., that could be solved by the rep's products/services. 3. Implication: Assessing the seriousness and urgency of the problems identified in step two by asking questions about the downstream impact on profitability, etc., of not solving the problem. 4. Need-payoff Questions: By quantifying how the rep's service/product could address a problem, the prospect commits to what the tangible consequences of that solution would be. Situation Questions:

50 - Medium

Problem Questions:

68 - Very High

Implication:

52 - Medium

Need-payoff Questions:

45 - Low

Strategic Selling In the book Strategic Selling (by Robert B. Miller and Stephen E. Heiman, Warner Books, Berkeley, CA, 1985), the authors argue that selling to large, complex organizations requires a sales relationship with three categories of "buying influences". These include: The User Buyer: people who actually use the product or service, and who are likely to ask, "How will this product affect my job performance?" The Technical Buyer: a gatekeeper, such as a professional purchasing agent, who screens out by asking, "Does it meet specifications?" The Economic Buyer: the final decision maker who releases the money, asking "What return will we get on this investment?" Sales professionals should feel most comfortable calling on people in these three categories when their personality infrastructure is in alignment with the following: 1. To call on the User Buyer:

52 - Medium

2. To call on the Technical Buyer:

53 - Medium

3. To call on the Economic Buyer:

59 - High

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Demo Person

Brian Tracy's Advanced Selling Workshop These two models are taken from the publication Advanced Selling Workshop, by Brian Tracy, published by Nightingale Conant in Niles, Illinois.

Critical Success Factor:

Score

1. Prospecting

54 - Medium

2. Getting Appointments

68 - Very High

3. Establishing Rapport/Credibility

48 - Medium

4. Identifying Correct Product/Need

66 - Very High

5. Presenting Product as Best Solution

55 - Medium

6. Answering Customer Concerns/Objections

45 - Low

7. Getting Customer to Act

57 - High

8. Personal/Time Management

34 - Very Low

12 Principles Vital To Being The Best:

Score

1. Clarity: Know who you are and what you want

45 - Low

2. Courage: Act on your vision, values, mission and goals

57 - High

3. Common Sense: Learn from experience, maintain objectivity

37 - Low

4. Career Path: Plan your life several years into the future

53 - Medium

5. Competence: Be very good at what you do

37 - Low

6. Concentration: Work on your highest-value tasks continuously

37 - Low

7. Creativity: Seek new, better, easier ways to do things

69 - Very High

8. Continuous personal/Professional Development: Keep learning

69 - Very High

9. Consistency: Perform steadily, dependably

37 - Low

10. Commitment: Put your whole heart into what you do

37 - Low

11. Consideration: Find happiness in your relationships

50 - Medium

12. Character: Live consistently with your highest values

37 - Low

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Demo Person

Whole Brain Selling This model is based on the work of Ned Herrmann and Falk Associates, Roscoe, Illinois The four modes of emphasis:

1. The Knowledge (Upper Left; rational, analytical, critical)

40 - Low

2. The Future (Upper Right; visionary, imaginative, experimental)

58 - High

3. The Plan (Lower Left;detailed, disciplined, practical))

33 - Extremely Low

4. The Relationship (Lower Right;interpersonal, spiritual, talkative)

59 - High

Wilson Learning's Consultative Selling Relating-Creating Trust (aka Amiable)

51 - Medium

Discovering-Identifying the Need(s) (aka Analytical)

36 - Low

Advocating Solutions (aka Driver)

48 - Medium

Supporting (aka Expressive)

63 - High

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Demo Person

Competency Fit Estimate 1 of 4 The Competency Fit Estimate aids in matching personality-driven work competencies to job demands. This is to be used as an aid in understanding how gaps between performance and a job ideal might be reduced: -If the individual's actual profile fits the infrastructure within 10 points, that is a natural fit that can be developed. -If one's profile fits the infrastructure between 10 and 20 points, that is a stretch fit requiring more than just development. Create support structures. -If one's profile is more than 20 points off the ideal infrastructure, that is an unnatural fit; development difficult. Use compensation and delegation strategies to advantage. WARNING! These estimates should not be confused with a performance evaluation. These are estimates of probable performance, not observations of actual performance. They are intended to be used in combination with a 360-degree feedback instrument. Competency:

Score and Fit:

Recommended Strategy:

Able to Initiate Effectve Marketing/Adv Techniqs

3 - Natural

Developmental

Able to Maintain Confidentiality

23 - Unnatural

Compensatory

Able to Subordnt Pers Needs to Team Success

17 - Stretch

Developmental with Support

Accepting Responsibility

15 - Stretch

Developmental with Support

Action Oriented

9 - Natural

Developmental

Adding Value, Personally

21 - Unnatural

Compensatory

Adherence to Industry Guidelines

18 - Stretch

Developmental with Support

Alliances/Partnerships, Supporting

18 - Stretch

Developmental with Support

Ambiguity & Paradox, Comfort with

7 - Natural

Developmental

Ambition

5 - Natural

Developmental

Analytical Thinking

12 - Stretch

Developmental with Support

Approachability

12 - Stretch

Developmental with Support

Bends Policy When Appropriate

8 - Natural

Developmental

Boss Relationships

24 - Unnatural

Compensatory

Brings Out the Best in People

18 - Stretch

Developmental with Support

Broad Business Knowledge, Seeks

4 - Natural

Developmental

Building Team Spirit

13 - Stretch

Developmental with Support

Business Acumen

21 - Unnatural

Compensatory

Change, Comfort with

3 - Natural

Developmental

Comfort around Top Management

11 - Stretch

Developmental with Support

Comfort Executing Collection Procedures

15 - Stretch

Developmental with Support

Compassion

17 - Stretch

Developmental with Support

Competitiveness

15 - Stretch

Developmental with Support

Composure

21 - Unnatural

Compensatory

Conceptual Thinking

4 - Natural

Developmental

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Demo Person

Competency Fit Estimate 2 of 4 Competency:

Score and Fit:

Recommended Strategy:

Conflict Management

14 - Stretch

Developmental with Support

Conflict Proneness

3 - Natural

Developmental

Consistency

23 - Unnatural

Compensatory

Control (vs. Impulsivity)

25 - Unnatural

Compensatory

Courage with People

17 - Stretch

Developmental with Support

Creativity

4 - Natural

Developmental

Criticism, Is Open to

14 - Stretch

Developmental with Support

Customer Focus

12 - Stretch

Developmental with Support

Customers, Knowledge of Key

13 - Stretch

Developmental with Support

Deadlines, Meeting

24 - Unnatural

Compensatory

Decision Quality

22 - Unnatural

Compensatory

Decision-Making Skills

5 - Natural

Developmental

Detail, Comfort with Repetitious Attention to

29 - Unnatural

Compensatory

Diplomatic;Mntns Gd Rel's w Variety of People

20 - Unnatural

Compensatory

Diversity, Comfort with

12 - Stretch

Developmental with Support

Easy to Work With

18 - Stretch

Developmental with Support

Effort, Discretionary; Focus on Priorities

13 - Stretch

Developmental with Support

Emotions, Full Range of

6 - Natural

Developmental

Enjoys Coordinating Social Activities

18 - Stretch

Developmental with Support

Entrepreneurial

11 - Stretch

Developmental with Support

Error Avoidant

24 - Unnatural

Compensatory

Ethics and Values

25 - Unnatural

Compensatory

Expertise Sharing

26 - Unnatural

Compensatory

Facilitation

17 - Stretch

Developmental with Support

Feedback, Seeks and Uses

24 - Unnatural

Compensatory

Flexibility

8 - Natural

Developmental

Follow Policy, Prone to

29 - Unnatural

Compensatory

Follow Through

25 - Unnatural

Compensatory

Functional/Technical Skills

29 - Unnatural

Compensatory

Future Needs, Anticipating

17 - Stretch

Developmental with Support

Handles Complaints w/o Passing the Buck

12 - Stretch

Developmental with Support

Health Proneness

24 - Unnatural

Compensatory

Humor

3 - Natural

Developmental

Impact and Influence

9 - Natural

Developmental

Independently, Comfort Working

13 - Stretch

Developmental with Support

Informing

21 - Unnatural

Compensatory

Initiative

9 - Natural

Developmental

Innovation

5 - Natural

Developmental

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Demo Person

Competency Fit Estimate 3 of 4 Competency:

Score and Fit:

Recommended Strategy:

Integrity, Acts with

28 - Unnatural

Compensatory

Intellectual Horsepower*

16 - Stretch

Developmental with Support

Interpersonal Savvy

7 - Natural

Developmental

Intrapersonal Savvy

12 - Stretch

Developmental with Support

Is Insightful; Sees from New Angle

5 - Natural

Developmental

Keeping Co-Workers Informed

21 - Unnatural

Compensatory

Leadership, Basic

14 - Stretch

Developmental with Support

Learning on the Fly

7 - Natural

Developmental

Listening

28 - Unnatural

Compensatory

Locus of Control/Internality

13 - Stretch

Developmental with Support

Making a Difference, Commited to

28 - Unnatural

Compensatory

Mistakes, Learns from

20 - Unnatural

Compensatory

Mntns Accurate and Timely Records/Files/Rpts

23 - Unnatural

Compensatory

Mntns Gd Relats w Variety of People;Diplomatic

20 - Unnatural

Compensatory

Morningness

24 - Unnatural

Compensatory

Multiple Priorities, Handling

9 - Natural

Developmental

Negotiating

14 - Stretch

Developmental with Support

Numerical Accuracy

27 - Unnatural

Compensatory

On-Stage Presence

4 - Natural

Developmental

Optimistic Outlook

13 - Stretch

Developmental with Support

Order, Concern for

21 - Unnatural

Compensatory

Organizational Awareness

14 - Stretch

Developmental with Support

Organizational Commitment

26 - Unnatural

Compensatory

Organizing

29 - Unnatural

Compensatory

Patience

29 - Unnatural

Compensatory

Peer Relationships

18 - Stretch

Developmental with Support

Performance Focus

10 - Stretch

Developmental with Support

Perseverance

24 - Unnatural

Compensatory

Personal Disclosure

12 - Stretch

Developmental with Support

Personal Learning

16 - Stretch

Developmental with Support

Perspective/Range of Interests

3 - Natural

Developmental

Planning & Organizing Ability

25 - Unnatural

Compensatory

Political Savvy

17 - Stretch

Developmental with Support

Presentation Skills

11 - Stretch

Developmental with Support

Pressure, Works Well under

17 - Stretch

Developmental with Support

Priority Setting

10 - Stretch

Developmental with Support

Proactivity

12 - Stretch

Developmental with Support

Problem-Solving Ability

11 - Stretch

Developmental with Support

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Demo Person

Competency Fit Estimate 4 of 4 Competency:

Score and Fit:

Recommended Strategy:

Process Management

17 - Stretch

Developmental with Support

Procrastination (Other than Decisions)

5 - Natural

Developmental

Product Knowledge

31 - Unnatural

Compensatory

Propensity to Max Rev, Net Inc, Cash Flow

21 - Unnatural

Compensatory

Recognition, Giving

26 - Unnatural

Compensatory

Responsiveness--emergencies, 24 hr. resp

18 - Stretch

Developmental with Support

Results Orientation

11 - Stretch

Developmental with Support

Risks, Courage to Take

7 - Natural

Developmental

Safety

27 - Unnatural

Compensatory

Sales Profile, Resemblance to Ideal

14 - Stretch

Developmental with Support

Self Knowledge

11 - Stretch

Developmental with Support

Self-Assessment

13 - Stretch

Developmental with Support

Self-Confidence

18 - Stretch

Developmental with Support

Self-Control

28 - Unnatural

Compensatory

Service Orientation

17 - Stretch

Developmental with Support

Sizing Up People

14 - Stretch

Developmental with Support

Speedy Decision-Making

5 - Natural

Developmental

Standing Alone

18 - Stretch

Developmental with Support

Strategic Agility

2 - Natural

Developmental

Teamwork & Cooperation

20 - Unnatural

Compensatory

Technical Learning

29 - Unnatural

Compensatory

Time Management

21 - Unnatural

Compensatory

Understanding Others

12 - Stretch

Developmental with Support

Urgency, Sense of

11 - Stretch

Developmental with Support

Verbal and Writing Skills=Newsletter, Reports

13 - Stretch

Developmental with Support

Willingness to Accept Direction & Responsibility

34 - Unnatural

Compensatory

Work/Life Balance

13 - Stretch

Developmental with Support

Written Communications

13 - Stretch

Developmental with Support

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