3. The Market for PSA
Approx. 20,000,000 people list SALES as
their primary occupation
The average turnover rate in sales is 40%
As of 6-29-09, CareerBuilder.com listed
56,659 sales position openings
The cost of turnover (per occurrence) in
sales positions has been reported to range
from $50,000 - $550,000
Sales Benchmark Index
Department of Labor
Profiles Sales Assessment 3
4. Sales jobs are the most difficult jobs to fill…
1. Sales representatives
2. Engineers
3. Technicians
4. Production operators
5. Skilled manual trades people
6. IT Staffers
7. Administrative assistants
8. Drivers
9. Accountants
10. Managers / Executives
Source: Manpower Global Study, January 2006
Profiles Sales Assessment 4
5. Sales
#1 ranked search
on “The Ladders”
recruitment
web site
Source: www.theladders.com, 08/06/2006
Profiles Sales Assessment 5
6. Supply/Demand Imbalance
Sales people are difficult to retain
Good sales people are difficult to find
The challenge will become more severe
as baby boomers retire
Profiles Sales Assessment 6
7. SERIOUS consequences of ignoring this
To name just a few…
Insufficient market coverage
Disrupted strategic customer
relationships
Unpredictable revenue forecasting
Longer sales cycles
Market share loss
High recruiting costs
High compensation costs
High training costs
Low morale
Profiles Sales Assessment 7
8. Are your clients and/or
prospects confident they
have the talent in place to
carry them through these
economic times and into the
future?
Profiles Sales Assessment 8
9. Great Salespeople
How do you…
find them?
develop them?
retain them?
maximize productivity?
Profiles Sales Assessment 9
10. Know your people
better than they
know themselves.
How?
Profiles Sales Assessment 10
15. ProfileSA
The PSA is a new product and requires its
own meters
262 Total Questions (52 fewer then the PXT)
• 77 Thinking Style
• 142 Behavioral Traits (40 fewer questions)
• 43 Occupational Interests (12 fewer questions)
Time to take
• Approx. 50 minutes
• No administrator or proctoring required
Profiles Sales Assessment 15
16. ProfileSA
Used For
• Building and Developing High
Performance Sales forces
• Selection and Hiring
• Management
• Promotion Fit / Succession Planning
• Analyzing Training Needs
Customizable – Develops JMPs by:
• Company
• Sales Position
• Manager
• Geography
Profiles Sales Assessment 16
18. The Assessment
The PSA is a new product and requires its
own meters
PSA sten scores CAN be transferred to PXT
• Uses 1 meter
PXT sten scores CANNOT be transferred to
PSA
Profiles Sales Assessment 18
19. The Assessment
The PSA has its own Preliminary Pattern
Library
37 Sales-related Job Match Patterns
Profiles Sales Assessment 19
20. The Reports
The report text is the same as PXT Sales, with
the addition of the 7 critical sales behaviors
from the PSI.
It is strongly written for communicating with
Sales Leaders and Salespeople.
The report layout and design has been updated
to include all of the additional features.
Profiles Sales Assessment 20
68. Driving New and Additional Business
with the Profiles Sales Assessment
Target sales leaders
Send sample reports to prospects
Build more targeted marketing campaigns
Focus on economic buyers
Quantify results
Rejuvenate stalled prospects and clients
Call back on missed opportunities, etc.
Profiles Sales Assessment 68
69. Prospecting Ideas
Accelerator-type program
Executive Briefings
Targeting
High Impact Sales Management Seminar
Etc.
Profiles Sales Assessment 69
70. Selling the PSA
The Presentation – How did you get there?
Email campaign
Referral
Seminar
Mail shot (Accelerator-type)
One Call Close or Process Sale?
Profiles Sales Assessment 70
71. Would you invest 30 minutes of your time to find out how you could increase your
sales volume by as much as several hundred percent?
Dear <Name>,
Please take a quick look at the accompanying letter from Stephen Osbaldestan, president of
the Global Lens Care Division of Novartis Ciba Vision.
Profiles International worked with him to raise his sales from $80K per month to $1M per
month in just six months, and to $22M two years later.
How did we do it? Well, giving you the full story in a brief note like this will not be possible,
but let me give you the highlights:
1. First we analyzed his salesforce, using his sales performance data, so that we could
separate his team into three groups: Top, Average and Bottom performers.
2. Then we profiled his Top Performers – those people getting the results that he‟d have
liked to have from all of his team – and created a Profile that identified precisely what
these Top Performers shared in common. These „star performers‟ were dramatically
different from his Average and Bottom performers. The profiling exercise identified
exactly what combination of mental abilities, personality and motivational interests
allowed them to be so particularly successful in their positions.
Profiles Sales Assessment 71
72. 3. By quickly analyzing the differences between the profiles of his Stars and the profiles of
his Average and Bottom Performers we were able to produce an individualized set of
guidelines for the manager of each of the non-Stars – that guided them in how to
manage and develop their performance up towards that of their Star colleagues.
4. So, he now manages every one of his salespeople with the specific objective of raising
their performance to „Star‟ level and, every time he now hires salespeople, he hires
ONLY those who share the same profile as his proven top performers – so that he gets
Star salespeople first time more of the time.
That‟s it in a nutshell. Their sales went from $1M per annum to $1M per month in less than
a year, and to $22M within three years.
Sounds too good to be true? That‟s the normal reaction when professional sales
management read this case study – that‟s why I need about 30 minutes of your time to show
you in more detail exactly how, and why, this works so well.
Could we achieve the same results for <Company Name>? To be honest I do not know –
the approach is altogether more effective in some situations than others. That‟s what I would
plan to explore with you if you afford me 30 minutes from your schedule.
Profiles Sales Assessment 72
73. I‟ll first talk to you about your specific sales environment and the particular challenges you
face. If that looks promising then I‟ll offer to do a no-cost analysis of your sales team to
determine if there is any way we might be able to get similar results for <Company name>.
This may not be suited for every sales department – but without talking to you I will not be
able to determine if we might be of any help to you.
I plan to call your office over the next few days to set an appointment to meet.
Let me make you a final solemn guarantee – even if it turns out that we cannot work together
you will get so many ideas and so much value from our meeting that you‟ll regard it as the
best 30 minutes you invest this year.
I look forward to speaking with you.
Sincerely
____________
Deiric McCann
p.s. One thing I know for certain even before we meet: statistics tell me that your
sales team has Top, Average and Bottom Performers – doesn’t it makes sense that
raising the performance of the average and bottom people will be much easier if you
know what makes your Stars tick?
Profiles Sales Assessment 73
74. PSA – Sales Process
Using Predictive Analytics (The
Performance Calculator) to close more
business with:
• High Impact Sales Management
Seminar
• Accelerator-Type programs
• Referral Programs
• E-mail Campaigns
Profiles Sales Assessment 74
78. Sales Process & Presentation
Following a seminar
Impress during “Preliminary Pleasantries”
Establish suggested agenda & time available
Get permission to probe
Collect required information
Summarize and seek agreement
Close to a next step: „sales analysis meeting‟ or
if it looks possible, then close to a study
Profiles Sales Assessment 78
79. Sales Process & Presentation
Items Needed
Sample Sales Analysis
Sample Study
Data Collection Form
Calendar
Profiles Sales Assessment 79
80. Meeting One: Four Possible Outcomes
1. An agreement on another meeting - where
you will return with the analysis of their sales
team (generated from the calculator)
2. An agreement to proceed with an initial study
3. Reschedule/continuance
4. Not at all interested
Profiles Sales Assessment 80
81. 1. Impress During “Preliminary
Pleasantries”
Preliminary Pleasantries are the customary „small talk‟ that invariably
fills the first few minutes of most business meetings.
Through a little research on LinkedIn (or some other such business
networking site) or on the wider internet uncover some interesting fact
about the person you are meeting, or the organisation they work for –
and be prepared to blend this into the first few minutes of the meeting.
Make it clear that you took the meeting seriously enough to do some
„homework‟.
Avoid personal chit chat at first; remember you must earn the right to
step into their personal space. It comes quickly so don‟t rush it.
Profiles Sales Assessment 81
82. 2. Establish Suggested Agenda and
Time Available
Confirm what time is available and that you „get
permission‟ to run the meeting the way you want to.
A. You have the allotted time
B. You don‟t.
Profiles Sales Assessment 82
83. 3. Get Permission to Probe
“When we agreed to meet I mentioned that the only way to
determine how we can be as successful working with
<company> as we are with our most successful clients would
be through a brief discussion of your particular sales
environment and the challenges you face.
Once I have some basic information on your sales operation
I‟ll be able to tell how effective we could be working together
to raise your sales results.
So, if it‟s OK with you I‟d like to talk through some detail of
your sales operation – how does that sound (prospect‟s
name>?
Profiles Sales Assessment 83
84. 4. Collect Required Information
“Thank you, but before I get into talking through the
details of your sales organization – can I ask you
something?
I am always curious when I meet someone like you, who
is so pressed for time, can you show me what was it in my
proposal that made it interesting for you to meet me?
…because, whatever else I cover I want to be sure to meet
that expectation.”
Profiles Sales Assessment 84
85. 4. Collect Required Information cont.
•How many salespeople do you have? (“I saw online
that you have 250 salespeople – is that still correct?”)
•How many different sales positions?
•How many in each position?
•Where does most of the revenue come from; which
department?
•Which one‟s most profitable?
Time Check
Profiles Sales Assessment 85
86. 5. Summarize and Seek Agreement
At this point, ask for confirmation questions about the
information you gathered in Step 4 of The Discovery
Track. Be sure your prospect is in agreement.
Once you have summarized and agreed your understand
of the discussion to this point then you must make the
decision as to whether you should either close to an
analysis of their team in a second meeting, or whether you
should close to a study.
Profiles Sales Assessment 86
87. 6a. Close to a next step:
Sales Analysis Meeting
“From what you have shared with me it is obvious that there is lots of
potential for us to drive significant improvements in your sales results –
the question you must be asking yourself is „by just how much could I
increase my sales results?‟
Let me suggest this: let‟s do an analysis of your team‟s results as they are
right now – so that we can determine exactly how much any changes
would be worth to you <prospect name>. That way you‟ll be able to
decide if the potential improvement is worth your further investment of
time and money before you make any decisions on what to do next.
Let‟s set the date and time for that meeting before we continue. Then
between now and the next time we meet I will undertake the analysis of
your sales team that I mentioned in my original proposal.”
Profiles Sales Assessment 87
88. 6b. Close to a study
At this point I would normally suggest that we get into a little more detail
on the sales team in <division> so that we could undertake the analysis I
mentioned in my proposal – to develop an analysis of your team that
looks like this one.
From everything you‟ve told me I can see clearly that there is going to be
a lot to be gained from us working together (elaborate on some of the
points you discussed that give you that sense). I still plan to undertake
that analysis for discussion next time we meet but we could go one step
further and invest a little more time, and a few dollars, together to collect
even more precise information on your actual team members – that way
we can not only quantify the sales increase that might be possible for
<Company>, but I would also at the same time be able to show you what
the profile of your top and bottom performers looks like – and get a head
start on precisely what we could do to start driving these results right
away. Does that sound like a good idea?”
Profiles Sales Assessment 88
89. Great salespeople
are ALWAYS in
demand!
Profiles Sales Assessment 89
90. Sales Departments
are a GREAT
portal into
organizations.
Profiles Sales Assessment 90
