For Diagnosis
A tool to help assess how the organization is doing with respect to providing a conducive environment in which company sales people can flourish.
A proven method for helping managers at all levels to determine if they use key performance management skills with their people. This tool enables managers to get personalized feedback to further their development.
An overall diagnostic process to determine how well the sales component of an organization is functioning. The process looks at managers, sales people and the sales environment.
Another Development Inventory tools for helping sales people to determine if they use key customer-focused selling skills with their customers. This tool enables sales people to get personalized feedback to further their development.
SALES ENVIRONMENT INVENTORY
The Sales Environment Inventory™ (SEI) is a tool designed to help organizations gather input from their sales force related to factors or issues in the external or internal sales environment that help or hinder performance. The report derived from this input is organized by issue and includes specific comments from sales people and managers. These comments are selected to reflect the general trends of the commentary obtained from participants in the sample. For each negative issue, suggested actions and will be presented for company consideration.
Things that Help
ISSUE: Company Image
Typical Comment: Our company has a great image among customers. They consider us as a dedicated company with valuable products and services. Sales people from other companies have a great interest and respect for us. (Comment from sales person)
ISSUE: Company Products
Typical Comment: Our products are very good. They are the best in our industry. We are the leaders for our quality. (Comment from manager)
ISSUE: Training/Development
Typical Comment: The training our company provides permits the sales force to be differentiated from our competitors. (Comment from a manager)
ISSUE: Support from Management
Typical Comment: We get the support from management necessary to achieve our objectives with success. (Comment from sales person)
ISSUE: Promotional Materials
Typical Comment: Customers expect excellent service. We cannot provide it without more promotional materials. If we can't provide good service, 20 reps from other companies will. (Comment from sales person)
Suggestion: Examine the current needs for promotional materials. Are new or additional materials required to achieve the company’s overall objectives?
Typical Comment: We get our promotional materials late and sometimes we don't get all of the materials we are expecting. (Comment from sales person)
Suggestion: Determine if the problem of delayed materials delivery is isolated or widespread. Try to make adjustments to facilitate the delivery process.
ISSUE: Training/Development
Typical comment: We do not have a developmental program to help identify and prepare people who have the potential to occupy other positions in the company. Maybe some kind of rotation system would help to identify and develop people. (Comment from sales person)
Suggestion: Examine the current career development program in the company. Does it provide opportunities for talented employees to move up in the organization? Are the criteria for advancement clearly specified? Do employees know about the current program?
Typical comment: There needs to be some kind of follow-up for the programs administered to managers. (Comment from manager)
Suggestion: Establish a training follow-up system for managers and sales people that is implemented routinely after training occurs. Get Second Line Managers involved in the follow up for First Line Manager training.
All respondent data is gathered and processed by our company. Respondent confidentiality is maintained throughout the process as well as in the final report.
Data can be gathered from a sample of sales people and managers or from the entire sales force, depending on size and timing considerations.
An open-ended interview methodology can be employed or a
survey form can be developed. Survey forms can be web-enabled or
distributed and collected via regular mail or email. Surveys can be
customized to include client-specific information.
The Manager Development Inventory™ (MDI) is a tool designed to measure a manager’s skills. It measures the work unit’s perceptions of critical features of the work environment. The features assessed are those corresponding with a manager’s use of proven management techniques. The MDI has been utilized by more than 10,000 managers worldwide. This diagnostic tool measures both the manager’s perspective and the perspective of the manager’s work group.
MDI will evaluate and report on more than 35 measures of management skill. These include:
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· Targeting
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identifying key behaviors, under the Performer’s control, relevant to achieving organizational objectives |
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· Tracking
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establishing systems to measure the occurrence of key Performer’s behaviors |
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· Clarifying
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communicating to Performers what behavior and performance is targeted and how it will be measured |
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· Core Skills
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interaction skills enabling a manager to have more productive discussions with Performers by focusing on behavior, enhancing self-esteem, and showing understanding |
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· Recognition
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systematically employing positive consequences to strengthen desired performance |
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· Goal Setting
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establishing performance targets or objectives completely under the control of the Performer |
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· Coaching
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developing and presenting performance expectations, precisely observing the Performer’s behavior, helping the Performer focus on relevant behavior, prompting the Performer to identify the consequences of their behavior, and then enabling the Performer to develop a strategy to implement behavioral change |
All managers and their direct reports should complete the MDI.
The manager and direct reporting
work group members complete an online questionnaire assessing the manager’s
performance related to the 35 management skills. To assure
confidentiality, online questionnaires are sent directly to the Development
Inventory Processing Center for tabulation and reporting. Each manager
receives a detailed summary report.
Aggregate reports can be provided to management.
· Provides an accurate and objective "snapshot" of field operations, allowing targeted and tailored development for improved sales results
· Guides decisions on effective resource allocation to maximize return on training investments
· Defines behaviorally-based Best Practices of managers and salespeople
· Lays the foundation for establishing performance standards
Methodology
1. Direct observation of sales person and manager—recording behavior within the critical categories of: technical knowledge, communication skills, customer/account management, manager’s behavior and use of a coaching process.
2. Selection of performers—at least 20% of the high and average performers of the organization being examined. The selected performers are guaranteed total confidentiality by Management.
3. Observer training—designated observers are prepared to accurately record behaviors, with no more than 10% deviation between observers.
4. Field observations—each observer works with a salesperson and manager for one full day, customer calls are alternated with the manager and 4-5 representatives and managers are visited in a week.
5. Debriefing—data from all observations are collated and reviewed. Observers' performance rating of representatives, validates company’s rating system.
6. Internal Interviews—interviews with internal support- personnel are conducted following the field observations’ debriefing to clarify policy, procedures and perception.
7. Analysis and report—data from field observers, debriefing and internal review are consolidated and analyzed by a computer software program to generate a final report. Findings, conclusions and recommendations are presented to Management.
8. Plan Development—if requested, our team of experienced professionals will assist in developing an action plan to implement the recommendations from the PIä. Where training is appropriate, we can help identify desired outcomes, design the programs, implement the programs or train company personnel to implement.
Levels of Analysis
Level 1: Designed as the foundation, to gather behavioral trends. Trend data includes the interaction between sales people and their managers and customers. Observations are recorded in a Daily Summary format and downloaded into a computer software program.
Level 2: Bar Code technology is used to collect sequential events and precise timing. This level captures behaviors and consequences of behavior. The technology allows greater detail regarding behaviors before, during and after a customer interaction. Likewise, data regarding interactions between the salesperson and manager are more detailed.
Level 3: This is tailored to specific issues of interest to the company. Examples include: how computers are used, use of specific literature, or implementation of promotion programs.
Initially, most clients choose a combination of Level 1 and 3. This offers adequate detail and economy. Subsequent Performance Imaging can involve more extensive behavioral data collection, if needed.
Using the Diagnostic Results
· Define a plan that can realistically be implemented over no more than two years
· Establish behavioral Performance Standards supporting critical results categories
· Communicate findings actions and proposed actions to the field
· Decide how actions taken will be monitored. Depending on findings, it may be prudent to plan a follow-up Performance Imaging™ 18-24 months later
The Value of Performance Imaging™
Performance Imaging™ is a proven process having been implemented numerous times over the last 20 years. Implementations in most every country in Europe, several in Asia and the Middle East, Australia, New Zealand, several South American countries, Mexico and Canada have produced a diverse database. These experiences have resulted in continuous refinements and further validation of the process.
Data collection, analysis and reports are based
on diagnostically sound principles and processes to improve organizational
effectiveness. Resulting recommendations are not opinion; they are driven
by what actually is happening in the field with customers. Those companies
that acted on the recommendations enjoyed targeted development that led to
greater sales successes and a significant return on their investment.
The Sales Development Inventory (SDI) is a diagnostic and measurement tool designed to focus on a sales representative's use of key skills related to sales effectiveness. The skills assessed are those corresponding with a highly effective, customer-focused approach to the sales process. This tool enables both sales manager and sales representative to perform independent skill assessments and then compare their results. An optional customer assessment process is also available to provide full 360º feedback for the sales representative.
The three broad skill categories covered by the SDI are shown below. Each main category is divided into sub-categories, which include desired strategies and behaviors that should be enacted. These strategies and behaviors were identified on the basis of past research indicating their importance to sales success.
1. Establishing Call Objectives
2. Caring for Customers
3. Discovering and Verifying Needs
4. Selecting Products to Discuss
5. Using Benefits Effectively
6. Creating a Balanced Understanding
7. Resolving Concerns
8. Seeking Customer Commitments
1. Breadth of Factual Knowledge
2. Familiarity with Recurring Customer Needs and Industry Trends
3. Use of Documentation and Proof
4. Use of Literature and Promotional Materials
5. Being a Trusted Advisor to Customers
1. Formulating Account Strategies and Call Plans
2. Recording and Using Customer Information
3. Prioritizing Customer Relationships
4. Gaining Access to Customers
5. Customer follow-up
Who can benefit?
All
sales representatives and their managers will benefit from this tool. The
SDI is designed to be used repeatedly to provide representative's with valuable
ongoing feedback regarding skill development opportunities as well as to
highlight key areas where managers can focus their coaching efforts.
Organizational Functions
The SDI can serve at least three critical diagnostic or evaluative functions for an organization. First, it can reveal or verify opportunities for development in the sales force. This can lead to the targeted application of specific performance improvement strategies, which allows organizations to replace "shotgun" approaches to development with more refined and precise "laser" techniques. In turn, this helps to minimize unwarranted expenditures for training or other developmental events. Second, it can be used as a follow-up tool to check on the degree of skill utilization after training has occurred. Such checks provide useful developmental feedback both for those who are trained as well as for their managers. A third related function is that it can serve as a means to achieve Kirkpatrick's Level-3 evaluation of the extent to which training actually results in behavior change on the job.
Sales representatives and their managers complete a questionnaire assessing specific sales-related behaviors of the representative. Optional customer questionnaires are also available. All questionnaires are completed online and sent automatically to the Development Inventory Processing Center. Representatives receive detailed skill assessment reports, which include trend information in each skill area if the SDI is being used for ongoing feedback.
PANTHEON PARTNERS INTERNATIONAL
