Solution Selling. Sample Solution Candidate

Transcription

1 Role: Name: Solution Selling Sample Solution Candidate Date: 20 June 2012

2 :: Introduction This Sales Talent Assessment report is designed to help you understand the candidate s potential fit to the selected role. This report is based on four different types of assessment: Behavioural Style: The S OPQ32r provides an assessment of the candidate s preferred behavioural style in the workplace. Preferred behavioural style offers an indication of the candidate s comfort in performing a specific sales role. This report focuses specifically on just the factors relevant to the selected role. Critical Reasoning Ability: The S Verify Numerical Reasoning Test provides an indication of the candidate s ability to understand and interpret numerical data. The S Verify Verbal Reasoning Test provides an indication of the candidate s ability to evaluate the logic of various kinds of arguments. Both of these abilities have been identified as key to success in the selected role. Skills: SalesAssessment.com's Sales Talent Assessment Skills Questionnaire compares the candidate s core functional (or job) skills to those of a igh-performer in the same role, as researched and defined by SalesAssessment.com. Motivation: The S Motivation Questionnaire (MQ) focuses on motivators that can influence sales effectiveness in the selected role. Motivation is the force that drives an individual to perform. Motivation can have a significant impact on output, success and retention of sales talent. Taken together these assessments provide a comprehensive picture of the candidate s potential fit to the selected role. This information is also suitable for identifying a candidate s strengths and development areas. The information in this report can be applied without specific training or knowledge. When used for selection, this report requires appropriate knowledge of effective selection techniques as well as details of the job. The report assumes that the user has sufficient knowledge of the job and job requirements to make appropriate decisions with the information in this report. Further evidence from interviews and other relevant assessments should be sought during the selection process to determine the applicant s suitability. When used for development purposes, this report requires a good understanding of development techniques and interventions. Sample Solution Candidate 20 June 2012 Page 2 of 9

3 :: Behavioural Style This section identifies the specific Sales Competencies which are important to effectiveness in the selected role. The bar chart indicates the candidate s likely level of strength in each area, based on their preferred behavioural style. Scores outside of the can be seen as indicating a performance risk, but assessing the level of risk falls outside of the scope of this assessment. igher results within the can be considered as greater strengths. The definition for each Sales Competency is shown immediately below the bar graph. igh scores within the Optimal Range indicate greater potential for effectiveness in the selected role. These ratings can identify areas of strength that can be harnessed to improve sales effectiveness. They can also identify key areas where targeted development and/or training may improve sales performance. Sales Confidence Projecting an air of confidence when dealing with others and portraying outstanding capabilities and talents Sales Drive aving drive and enthusiasm, seeming hungry for success, and propelling oneself to meet tough targets istening istens sympathetically to others and vigilantly observes and interprets people's behaviour Making Contact Contacting prospects 'breaking the ice' and making people feel comfortable; taking the initiative to establish new relationships Building Desire Engaging the customer emotionally, creating a preference to buy and a feeling of fondness about the solution Creating Options Understanding the customer s needs and producing innovative solutions Sample Solution Candidate 20 June 2012 Page 3 of 9

4 Presenting Presenting solutions engagingly and confidently to individuals and customer groups; feeling free of stress and worries Closing the Sale Bringing the business home, managing the customer for timely decisions, dealing with objections, negotiating final price and conditions of sale Sample Solution Candidate 20 June 2012 Page 4 of 9

5 :: Critical Reasoning Ability This section identifies the candidate s critical reasoning ability. Cognitive ability (numerical, inductive and other forms of critical reasoning) has been shown to be the most effective single predictor of future performance in many different jobs. owever, many other factors also play an important role in predicting job performance. Numerical Reasoning and Verbal Reasoning ability have been identified as most relevant to the selected role, and the bar chart below shows the candidate s critical reasoning abilities compared to those of a igh-performer in the selected role. Scores outside of the can be seen as indicating a performance risk, but assessing the level of risk falls outside of the scope of this assessment. igher results within the can be considered as greater strengths. Numerical Reasoning This provides an indication of the candidate's ability to understand and interpret numerical data Verbal Reasoning This provides an indication of the candidate's ability to evaluate the logic of various kinds of arguments Sample Solution Candidate 20 June 2012 Page 5 of 9

6 :: Skills This section identifies groups of Skills which are important to effectiveness in the selected role. The bar chart indicates the candidate s likely level of strength in each area, based on detailed analysis of their stated capabilities: it shows whether or not the candidate s skills are generally within the across each skill group. Skills that are below the could be seen as performance risk factors, whereas those above the Optimal Range indicate that the candidate s skills may be higher than those required for this role. igher results within the can be considered as greater strengths. The definition for each Skill group is shown immediately below the bar graph. These ratings can identify general areas of strength that can be harnessed to improve effectiveness. They can also identify key skill groups where targeted development may improve performance. For detailed results, please see the accompanying Sales Talent Assessment Detailed Skills Report. Communicating and Working With People These skills are about actively communicating with others, and working with people in business teams. Delivering and Innovating These skills are about taking action to deliver something to a stakeholder, customer, or partner (external or internal) using new approaches where necessary. Understanding and Managing in Business These skills are about adding value to the business by understanding the business context of everything you do. Proposition Development This section covers the skills required to design and develop propositions for the customer, both at the generic business level and for individual customers (ready for implementation). Relationship Management These skills are about managing relationships with customers, partners, suppliers and other stakeholders for the purpose of realizing benefits from the relationship. Sample Solution Candidate 20 June 2012 Page 6 of 9

7 Customer Engagement This covers the skills required for targeting the most appropriate customers, or business units within customers, for your offering and, understanding the fit to the business and the competitive landscape. Benefits Realization This covers the skills required to realize the business benefits for customers and your company. This includes managing teams, customers, bids and assignments. It means making business happen. Work Mode This covers the skills required to drive improved effectiveness in the sales engagement process. Sample Solution Candidate 20 June 2012 Page 7 of 9

8 :: Motivation The conditions present at work that drive an individual s motivation are called motivators. Motivators describe what influences an individual s drive and determination to succeed. The bar charts below indicate how effective each motivator can be in driving the candidate s behaviour. The definition for each motivator is also presented. This report identifies specific motivators and the extent to which they are likely to drive Sample Solution Candidate. They do not represent a measure of overall motivation. Identifying motivators that are effective for an individual provides an opportunity to understand what is likely to drive their sales performance and therefore, how best to motivate them. Not Motivating Very Motivating Money Monetary and material rewards Competition Opportunities to win against colleagues and competitors Achievement aving clear goals and situations where personal performance is key Pace An environment with thriving activity and busy schedules Social Contact aving to deal with other people throughout the work day Recognition An environment where one receives plenty of praise and recognition of good work Growth aving the opportunity for development and learning of new skills Autonomy Being without tight supervision, having freedom to structure own work Sample Solution Candidate 20 June 2012 Page 8 of 9

9 :: About This Report This report was generated using information from S s Online Assessment System and the SalesAssessment.com Sales Talent Assessment Skills Questionnaire. It includes information from the OPQ32r. The report herein is generated from the results of a series of questionnaires answered by the respondent and substantially reflects the answers made by them. Due consideration must be given to the subjective nature of questionnaire-based ratings in the interpretation of this data. This report has been generated electronically the expert user of the software can make amendments and additions to the text of the report. SalesAssessment.com imited, S Group imited and their associated companies cannot guarantee that the contents of this report are the unchanged output of the computer system. We can accept no liability for the consequences of the use of this report and this includes liability of every kind (including negligence) for its contents. Solution Selling Report: 5.0 CNS 7 SalesAssessment.com imited 2011 S Group imited S, MQ and OPQ32r are trademarks of S Group imited. This report has been produced by SalesAssessment.com imited for the benefit of its client and contains both S and SalesAssessment.com intellectual property. As such, S and SalesAssessment.com permit their client to reproduce, distribute, amend and store this report for their internal and non-commercial use only. All other rights of S and SalesAssessment.com are reserved.