ISMM Innovation Roadshow

1. ISMM Innovation Roadshow London - 20th March Cardiff - 21st March Manchester - 27th March Birmingham - 28th March

2. Sales Talent Pool Management Hugh Stafford-Smith

3. If we were going to hire ....... What sort of sales role would it be ? Instant Buddy/ Relational Guru Telesales Networker Hard Seller/Closer Lone Wolf Consultant Order Taker

4. Sales Talent Management A Snapshot of Sales in 2013

5. What the Buyers say: Today we have a surplus of ‘similar’ companies, employing ‘similar’ people, with ‘similar’ backgrounds, coming up with ‘similar’ ideas, producing ‘similar’ things, with ‘similar’ quality and ‘similar’ pricing! Funky Business, KjellNordström and Jonas Ridderstråhle. 67% of Buyers said salespeople are only poor to fair in establishing their needs. 64% of Buyers said salespeople are only poor to fair at matching solutions to their real needs. “I hate the current trend of people pretending they know me (when they don’t); claiming to have spoken to me before (when they haven’t) being all friendly and familiar (how are you today?) and talking to me as though I am stupid (which I’m not).” Tack 2012

6. What the Board says 2012 2013 CSO Insights 2013

7. What Sales Organisations say They need to improve... • Farming additional revenue from existing clients – 47.2 % • Ability to sell value – 42.6 % • Cross Selling and up Selling – 47.9 % • Consistently hiring successful sales people – 43 % CSO Insights 2013

8. The Reality ? 60% of revenue is generated by 20% of the team 80% of the team generate just 40% of the revenue

9. Three Pillars for Growth GROWTH Process Structure Growth Talent

10. The Case for Assessments Who here : finds sales talent management exciting? Who here : has used psychometric profiling? : Hiring Development Who here : finds them useful? finds them invaluable? refers back to the assessments? – Regularly Occasionally Never

11. The Case for Assessments CSO looked at the hiring of successful sales people Two groups of sales managers: Those who need to improve Those who exceeded expectations When you put an assessment tool in the hands of a manager who exceeds expectations in hiring successful reps and compare with Those who need improvement the differences are profound • Dow Jones CSO 2013

12. 5 Key Ingredients

13. Role Based Assessment Role Based

14. What is a High-Performer? Benchmarked

15. The Performance Difference Role Based Benchmarked

16. Competencies Measured • Sales Manager • Behaviour (Comfort) • Leadership • Planning & Organizing • Persuasive • Problem Solving & Analysis • Oral Communications • Commercial Awareness • Action Orientation • Interpersonal Sensitivity • Resilience • Critical Reasoning (Ability) • Numerical Critical Reasoning • Verbal Critical Reasoning • Skills (Capability) • Communicating & Working with People • Delivering & Innovating • Understanding & Managing in Business • Benefit Realization • Organization & People Change • Business Planning & Strategy • Managing the Customer Engagement Process • Account Manager • Behaviour (Comfort) • Sales Confidence • Adaptability • Listening • Developing a Game Plan • Making Contact • Building Desire • Creating Options • Satisfying the customer • Managing and Growing • Critical Reasoning (Ability) • Numerical Critical Reasoning • Verbal Critical Reasoning • Skills (Capability) • Core Business skills • Engaging the customer • Determining customer needs • Developing the Proposition • Evidencing the Benefits • Negotiating and Closing • Solution Selling • Behaviour (Comfort) • Sales Confidence • Sales Drive • Listening • Making Contact • Building Desire • Creating Options • Presenting • Closing the Sale • Critical Reasoning (Ability) • Numerical Critical Reasoning • Verbal Critical Reasoning • Skills (Capability) • Communicating & Working with People • Delivering & Innovating • Understanding & Managing in Business • Proposition Development • Relationship Management • Customer Engagement • Benefit Realization • Work Mode

17. Sales Performance Insight Suite

18. Sales Performance Insight

19. Sales Performance Dashboard Key Skill out of Range Not Comfortable

20. Sales Performance Dashboard

21. The Skills Report

22. The Motivation Report

23. Deployment – 5 Step Process Scope / Role Mapping / Comm. Strategy Deploy Invites and Complete Assessments Consolidate & Create Management Info Review Findings & Conclusions Feedback Training / Candidate Feedback

24. Feedback from Candidates & Managers “A very worthwhile exercise.” “Your consultants were excellent change agents for facilitation.” “I may not have supported this at the start, however I am fully behind it now.” “It is important what we do next.” “You couldn’t scam the system.” “This has made us all look in the mirror.” “We should incorporate this Into our appraisal process.” “The consultants allowed dedicated time that wasn’t cancelled, for frank and open discussion.” “Even the sceptics turned around.”

25. Innovative? On-line Tool: Sales Specific - Role Based – Benchmarked by role One tool for a key element of Talent Management: Hiring – Development in current role- Succession Planning Changes the balance of relationships - Manager to Sales Person through Feedback Cuts the time to delivery of data when compared to traditional process by 80 % + Brings forward time to action……brings effective customer engagement forward ROI: Development - Cash Neutral 2% of candidates select resignation Development - saves significant cost as plans are focused on need not “sheep dip” Hiring – cost of induction + ramp up (cut by average of 3 months) reduced

26. Sales Talent Pool Management Questions & Answers

27. Hugh Stafford-Smith +44 (0) 207 078 8818 hstafford-smith@salesassessment.com