Sales development
9 out of 10 companies want better sales results
Almost every 2nd sales employee fails in the first 18 months. Only about 70% of sales resources are definitely used. Around 30% of the potential in sales force remains untapped. Even a 10% increase in efficiency has a direct impact on the profitability of companies.
Thus, successful sales organizations are more efficient, but what do they do better than others? Sustainable sales success is always based on the interaction between the human factor and the organization in the company. For example, what good is the best-trained sales team if 30% of employees have to take on non-sales tasks or if employee potential „fizzles out“?
Sales behaviour
As part of a benchmark process, the necessary behavioural elements can be determined – related to the specific job in the company. The information collected on the personality structure serves as a basis in the personnel selection process or for targeted personnel development measures (training, coaching).
Based on the AECdisc® potential analysis, the following questions can be answered:
Whom do we need?
Who is a good fit for us?
How can we close gaps between employee profile and job target profile?
Is selling really his/her passion?
Case Study
According to the benchmark profile, a person with high communication skills (yellow) in combination with high goal orientation (red) is sought. The applicant profile makes it clear that this applicant shines through other strengths, such as a strong relationship orientation (green) and analytical skills (blue). The applicant would not be able to make the most of their strengths in this workplace.
Sales competence
Which employees and competencies are necessary to achieve the goal?
Sales competency measurement is especially important for career changers and sales staff who want to operate with great success. With the AECdisc® potential analysis, it is determined individually which of the required competencies are available and which sales competencies need to be further developed. The results are used to disclose individual training fields so that sales staff can be systematically trained.
Source: Excerpt DIV Seller’s Compass
Motivation
Selling is a behavioral and motivational profession.
Numerous examples show that employees do not reflect on a company’s remuneration system.
Performance-motivating remuneration systems of companies that promote sales targets are often not compatible with the motivational culture of employees. In order to motivate employees, their individual motives must be known. Motives – like the sales behavior of employees – are measurable.
The most important basic rule: Employees‘ motives must be rewarded on the job.
Motives that drive employees
Interest in dealing with time, money, budgets
THEORETICAL
Desire for knowledge, further education, cause & effect,
Find out the truth, solve problems.
INDIVIDUALISTIC
Making a career, being a winner, take on leadership tasks, move forward in life
Motivation Index
In a study of 500 top sellers, the trade journal acquisa analyzed the motivational factors that brings about success.
For 71% of the top sellers, the economic motive was in first place.
Quelle: acquisa-Studie