1. Sales Management
for
Extreme Sales Results
Presented by
Nancy Stephens, Vice President
PI Worldwide
www.piworldwide.com
800-832-8884
Copyright 2007 PI Worldwide 1

2. Who We Are
• International consulting organization specializing in
management development & sales development since
1955
• Help companies be more successful by focusing on their
human capital assets
• 52 years of success:
– 44 Locations around the world
– 211 Consultants
– 6712 Client companies
– 42,092 Trained Analysts in client companies
– 141 Countries – active clients
Copyright 2007 PI Worldwide 2

3. Sales Management
Product Knowledge
& Positioning
Extreme
Sales Skills Sales Process
Sales
Mastery Management
Results
Behaviors, Drives
& Motivation
Copyright 2007 PI Worldwide 3

4. Product Knowledge
Are they ready to succeed?
Are your reps ready to sell:
• Do your reps know how to
• Do your sales reps know their
position their products and
core products and services?
services in the marketplace
• Do your sales reps know today?
additional products and • Do they understand their fit in
services you want them to up- the marketplace?
sell or cross-sell? • Can they answer the Key
• Do you test them on product Question on every decision-
maker’s mind?
knowledge?
Copyright 2007 PI Worldwide 4

5. What T Do About It
o
How to increase Product Knowledge:
• Self assessment: comfort & confidence
• Continuous product training
• Measurement & evaluation
How to increase Positioning:
• Competitive landscape intelligence
• Presentation best practices
• Sales management coaching
Copyright 2007 PI Worldwide 5

6. Sales Management
Product Knowledge
& Positioning
Extreme
Sales Skills Sales Process
Sales
Mastery Management
Results
Behaviors, Drives
& Motivation
Copyright 2007 PI Worldwide 6

7. Sales Process Management
Where is your team: Advantages:
• Do you have one defined • Create common
sales process for your language
sales force? • Increase strategic
• Do each of your sales thinking
reps have their own • Enhance sales efficiency
process? Bonus:
• Are you comfortable with • Consistent in customer
the current state of experience
affairs?
Copyright 2007 PI Worldwide 7

8. PI Worldwide Process Model
Customer-Focused Selling
Open
Build Trust & Credibility
Position
Build Long-term
Relationships
Investigate
Identify the Motivating
Prospect/ Buying Factor
Client
Confirm
Gain Agreement
Present
Apply Judgment &
Offer Solutions
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9. Sales Process Management
A simple method to define your sales process:
• Form SME group of 5-6 top producers who emulate process
best practices
• Individual documentation of process
• Discussion of each process
• Negotiation of best process
• Agreement on best process
• Communication of best process to reps by SME team
• Implementation of process into SFA
Copyright 2007 PI Worldwide 9

10. Sales Management
Product Knowledge
& Positioning
Extreme
Sales Skills Sales Process
Sales
Mastery Management
Results
Behaviors, Drives
& Motivation
Copyright 2007 PI Worldwide 10

11. The Sales Training “Industry”
• U.S. alone; over $4B per year on training sales professionals
• 50% of investment spent with third-party training firms*
• Less than 10% is spent with the largest training firms*
• 41% of respondents reported that their companies did not
use any sales methodology at all rather employed their own
“style of selling”*
• Trends: Evolution of Buying Method; Technology; Selling
Methodology; Sales Performance Measurement*
• Budgets are Loosening: Of 900 respondents, most expect
an increase in L&D budgets by an average of 19% in next 2
years**
• 2004-2007 forecast is 6.6% growth**
Source:
*ES Research Group. “Understanding, Defining and Meeting your Sales Methodology and Training Requirements.” March, 2006.
**Harvard Business School. “HBSP Research on Corporate Learning and Development Market.” Harvard Business School Publishing. February 2005.
Copyright 2007 PI Worldwide 11

12. Sales Skills Mastery
Where to start to increase skills mastery:
• Benchmark
• Rep - Custom sales training
• Manager – Sales management training
• Reinforce training
• Measure
Skills Mastery Goal: Shift from a “thing to
do” to a “way of operating”
Copyright 2007 PI Worldwide 12

13. Selling Skills Assessment Tool
(SSAT)
• SSAT is a diagnostic instrument used to benchmark and
measure sales skills.
• Developed in 2001 at Global Sales Alliance and acquired in
2006 by PI Worldwide.
• SSAT output: Statistical analysis of three levels of data:
– Entire sales organization
– Client defined groups
– Individual participants
• The SSAT has been delivered to thousands of participants
in North America, Europe, and Asia.
• Fully web-based, the SSAT is currently available in 18
versions both role specific and industry specific.
Copyright 2007 PI Worldwide 13

14. Executive Summary
• At Sample Company, the Selling Skills Assessment Tool was
administered to 26 employees with representative distribution across
all groups. All surveys were returned to PI Worldwide for centralized
scoring.
• This assessment process effectively differentiates selling skills based on
how the respondent currently deals with specific selling situations
(versus how they think they should respond). Individual scores ranged
from 36.0% to 92.0%, with an average of 63.8%.
• The tool consists of 25 questions, broken down into groups of five for
each of the five areas of the sales process:
1. Presenting (3.7 out of 5 ) Above 4.5 Excellent (Role Model)
2. Opening (3.5 out of 5 ) 4.0 to 4.4 Strong
3. Positioning (3.2 out of 5 ) 3.5 to 3.9 Acceptable
4. Investigating (2.8 out of 5 ) 3.0 to 3.4 Need focused skill enhancement
5. Confirming (2.7 out of 5 ) Below 3.0 Need broad skill development
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15. Executive Summary Detail
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16. Executive Summary Detail
Copyright 2007 PI Worldwide 16

17. Executive Summary Detail
Copyright 2007 PI Worldwide 17

18. SSAT/Sales Volume Relationship
SSAT Sales SSAT Sales SSAT Sales SSAT Sales
MUSCLE EXECUTION KNOWLEDGE LEVERAGE
(identifies strength) (knowing-doing gap) (skills development) (remove obstacles)
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19. Individual Results
Reflection Guide
Results in Line with Your Expectations:
Surprises You See in the Data:
Potential Explanation of Surprises:
Actions:
Copyright 2007 PI Worldwide 19

20. Sales Skills Mastery - Now what?
Based on the skills data:
• Reps: Provide customized sales training,
leverage strengths and build the surround
• Sales Managers: Provide data for targeted
coaching and professional development
plans for reps
Copyright 2007 PI Worldwide 20

21. What’s out there?
• There are hundreds of sales training
companies out there today
• Range from single shingle to global entities
• What’s important:
– Proven track record
– Adult learning design
– Customization
– Reinforcement
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22. Customer-Focused Selling
• Flexible Format: 1, 1 ½ , & 2-day
• Flexible Delivery:
– Instructor led (CFS)
– Train-the-trainer (CFS T3)
• Streamlined Research & Customization
• Outcome-based Learning
• Proven Track Record: Since 1992 in North
America, South America, Europe, the Middle
East and Asia
Copyright 2007 PI Worldwide 22

23. Measuring Learning & ROI*
Level of Data Type of Data
1 Satisfaction/ reaction
2 Learning
3 Application/ Implementation
4 Business Impact
5 ROI
*Source: McGraw-Hill. How to Measure Training Results, Phillips & Stone, 2002
Copyright 2007 PI Worldwide 23

24. Sales Management
Product Knowledge
& Positioning
Extreme
Sales Skills Sales Process
Sales
Mastery Management
Results
Behaviors, Drives
& Motivation
Copyright 2007 PI Worldwide 24

25. From Knowledge to Execution
Key Question:
• Now that your reps know what to do… how do your sales
managers get the to do it day after day, week after week,
for maximum sales performance?
• Knowledge into Execution is an individual equation
• We know that 20-25%of performance is based on
personality*
• Data demystifies performance
“Personality and Performance at the Beginning of the New Millennium: What Do We
Know and Where Do We Go Next?” By Murray Barrick, Michael Mount and Timothy
Judge. International Journal of Selection and Assessment, published in June, 2001
issue.
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26. What out there?
• Approximately 60-80 behavioral
assessments
• What’s important:
– Validity
– Reliability
– EEOC Standards
– Application to the business objective
Copyright 2007 PI Worldwide 26

27. Sales Management:
The Predictive Index (PI)
• PI measures the motivation and drive of your people
• Validated, Reliable, and full EEOC compliance – no
adverse impact based on age, gender or race.
• Over 400 validity studies
• Full time in-house Research team under Dr. Todd Harris
• Used equally effectively across jobs, organizational
levels and industries
• Extremely strong customer loyalty , 97% retention
• Built on knowledge transfer basis, client company is
self-sufficient with unlimited internal use
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28. Sales Management with Data
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29. Sales Management with Data
Reflection Guide
Results in Line with Your Expectations:
Surprises You See in the Data:
Potential Explanation of Surprises:
Actions:
Copyright 2007 PI Worldwide 29

30. Sales Management
Product Knowledge
& Positioning
Extreme
Sales Skills Sales Process
Sales
Mastery Management
Results
Behaviors, Drives
& Motivation
Copyright 2007 PI Worldwide 30