Professional Sales Profile
A. Sales Behavior: Determines the sales rep’s natural selling style – HOW they Sell
B. Sales Motivation: Determines the sales rep’s natural motivation, values and drive – WHY they Sell
C. Sales Development: Recommendations on how to manage and develop their individual talent for maximize productivity
TABLE OF CONTENTS
1. Introduction to Sales Behavior
What is a “selling style” and how can you use your selling style to sell more effectively?
2. Sales Characteristics
Based on the sale rep’s responses, the report has selected general statements to provide a broad understanding of their sales style. This section highlights how they deal with preparation, presentation, handling objections, closing, and servicing. The statements identify the natural sales style that they bring to the job.
3. Behavioral Selling Overview
The Behavioral Selling Overview reflects the sale rep’s natural and adapted styles within each phase of the Behavioral Selling Model. The sale reps natural style reflects their native, intuitive selling behavior. Their adapted scores reflect their behavior that the sales rep believes is necessary in each phase of behavioral selling. The level of effectiveness that the sales rep either possesses naturally or is able to modify or “mask” is also shown. The higher the score, the more effective the sales rep is at that phase of the sale. The lower the score, the greater challenge the sales rep has in terms of delivering specific behavior required for success within that phase. The difference between a sales rep’s adapted and natural styles is also key. The greater the difference, the greater potential for stress.
4. Potential Strengths or Obstacles to Behavioral Selling Success
The Behavioral Selling Model is a scientific, professional selling process. The Behavioral Selling Overview outlines the sales rep’s performance tendencies within each specific phase of the Behavioral Selling Model. (Prospecting, First Impression, Qualifying, Demonstration, Influencing, Closing)
5. Value to the Organization
This section of the report identifies the specific talents and behavior the sales rep brings to the job. By looking at these statements, one can identify their role in the organization. The organization can then develop a system to capitalize on their particular value and make them an integral part of the team.
6. Checklist for Communication
Most people are aware of and sensitive to the ways with which they prefer to be communicated with. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with this sales rep.
7. Behavioral Selling Tips: Selling More Effectively to Different Types of Buyers
This section provides suggestions on methods which will improve the sales rep’s communications when selling to different buyer styles. The tips include a brief description of typical people in which the sales rep may interact with. By adapting to the communication style desired by other people, the sales rep will become more effective in their communications. They may have to practice some flexibility in varying their communication style with others who may be different. This flexibility and the ability to interpret the needs of others is the mark of a superior salesperson.
8. Perceptions: How you perceive yourself, and how other perceive you
A person’s behavior and feelings may be quickly telegraphed to others. This section provides additional information on the sales rep’s self-perception and how, under certain conditions, others may perceive their behavior. Understanding this section will empower the sales rep to project the image that will allow them to control the situation.
9. Sales Behavior Descriptors
Based on the sales rep’s responses, the report marks those words that describe their personal behavior. They describe how they solve problems, meet challenges, influence people, responds to the pace of the environment and how they respond to rules and procedures set by others.
10. Natural and Adapted Selling Styles
The sales rep’s natural selling style of dealing with problems, people, pace and procedures may not always fit their sales environment. This section is extremely important as it will identify if a sales rep’s natural style or adapted selling style is correct and a good match for their current sales environment. (i.e. commercial vs. major account sales)
11. Time Wasters
This section of the report is designed to identify time wasters that may impact the sales rep’s overall time use effectiveness. Possible causes and solutions will serve as a basis for creating an effective plan for maximizing their use of time and increasing their performance.
12. Areas for Improvement
In this area is a listing of possible limitations without regard to a specific job. Review with the sales rep and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering their performance and develop an action plan to eliminate or reduce this hindrance.
13. Sales Behavior Hierarchy
The Behavioral Hierarchy graph will display a ranking of the sales rep’s natural behavioral (selling) style within a total of twelve (12) areas commonly encountered in the sales cycle. It will help the sales rep understand in which of these areas they will naturally be most effective. (frequent interaction with others, people-oriented, frequent change, customer relations, versatility, follow up and follow through, following policy, sense of urgency, competitiveness, consistency, analysis of data, organized workplace)
14. Sales Style Insights Graphs and Wheel
The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the information about the sales rep’s behavioral style, the Wheel adds a visual representation that allows them to view their natural behavioral style, adapted behavioral style and note the degree that they are adapting their behavior
15. Introduction – Sales Motivation Section
A review of an individual’s experiences, references, education and training help to tell us WHAT they can do. Knowledge of an individual’s motivators helps to tell us WHY they do things. Behavioral assessments help to tell us HOW a person behaves and performs in the work environment.
16. Explanation of 6 Basic Motivators
The Personal Motivators & Engagement report measures the relative prominence of six basic interests or motivators (a way of valuing life): Theoretical, Utilitarian, Aesthetic, Social, Individualistic and Traditional. Motivators help to initiate one’s behavior and are sometimes called the hidden motivators because they are not always readily observed. It is the purpose of this section of the report to help illuminate and amplify some of those motivating factors and to build on the strengths that each person brings to the work environment.
17. Motivators: Norms, Comparisons & Hierarchy
This section of the report will identify the sales rep’s values and motivators and compare their results with what 70% of top sales producers have in common.
18. Introduction – Integrating Behaviors and Motivators
The ultimate power behind increasing job satisfaction and performance comes from the blending of the sales rep’s behaviors AND motivators. Each one is powerful in order to modify your actions, but the synergy of blending the two moves the sales rep to a whole new level or competency. This section includes Areas of Excellence, Potential Areas of Conflict, Ideal Environment, Keys to Motivating and Keys to Managing the sales rep for maximum performance.
19. Potential Behavioral and Motivational Strengths
This section describes potential areas of strengths between the sales rep’s behavioral (selling) style and their top two motivators that need to be maximized and rewarded in order to enhance on-the-job satisfaction and performance.
20. Potential Behavioral and Motivational Conflicts
This section describes potential areas of conflict between the sales rep’s behavioral (selling) style and their top two motivators that need to be minimized in order to enhance on-the-job satisfaction and performance.
21. Ideal Sales Environment
This section identifies the ideal work environment based on the sales rep’s basic selling style and their top two motivators. People with limited flexibility will find themselves uncomfortable working in any job that is not described in this section. People with flexibility will use their intelligence to modify their behavior and can be comfortable in many different environments. You can use this section to identify the specific duties and responsibilities that the sales rep enjoys and those they don’t, which will create frustration and affect their job satisfaction and productivity.
22. Keys to Motivating
This section of the report is produced by analyzing the sales rep’s wants. People are motivated by the things
they want; thus wants that are satisfied no longer motivate. Review each statement produced in this section with
Salesman and highlight those that are present “wants.”
23. Keys to Managing
This section identifies some needs which must be met in order for the sales rep to perform at an optimum level. Some
needs can be met by themselves, while management must provide for others. It is difficult for a person to enter a
motivational environment when that person’s basic management needs have not been fulfilled. Review the list
with the sales rep and identify 3 or 4 statements that are most important to them. This allows the sales rep to
participate in forming their own personal management plan.
24. Action Plan for Personal and Professional Development
A personalized action plan for the sale rep’s professional and personal development, based on all of the information in the Professional Sales Profile for that particular sales rep.
Professional Sales Profile