| The Competitive Advantage - Corporate Sales Training |
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| Dartmouth Clients: |
Procter & Gamble
AT&T
Lilly
Roche
Chase Bank
Trilogy
Mays Chemical
Xerox
CT Corporation (NY)
The Engledow Group
The Estridge Group
Siemens
SOI
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What our Clients say…..
“The Dartmouth Group, Ltd. has worked closely with us to create selling and negotiation models for our North American operation. Dartmouth’s contribution in helping us to rethink, develop and implement these new models has proved invaluable”
Bruce Peters,
Director of Global Sales Training
The Procter and Gamble Company, Cincinnati, Ohio
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“The talent that The Dartmouth Group brings to the table is incredible---their support for sales strategies, field sales organizations, compensation modeling, change-and managing change-within companies is incredibly important in today's hyper-competitive environment. The "sales traps" are a must for every sales person and manager to recognize. If you want to get and keep a competitive edge, this is the organization to partner with”
Jack Thompson,
Vice President
Xerox Corporation |
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| Information
You Need to Know |
The Two Dimensions of Sales Performance
It is rare to find a salesperson who does not want to succeed. It is not so rare to find salespeople who are not strongly committed enough to success. But, isn’t everyone committed to success? Although the answer is yes, it is a ‘yes’ to varying degrees. Just because someone wants to be successful, it is not hold true that they will be willing to pay the price that success costs.
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Sales Activity Level |
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Sales Skill Level |
When we refer to sales skill activity levels, we mean those particular activities that if done, will drive sales performance results. For example, the number and type of sales calls, the number of demonstrations and proposals, are factors that contribute to sales results. Put a different way, how many new business calls or proposals do you need to do in order to achieve the desired level of performance you want to achieve? These numbers usually vary from individual to individual based upon the second dimension of success, that is, the Sales Skill level.
Sales Skill level is defined as the effectiveness to ask really smart questions to uncover and develop a prospect’s needs, to obtain a commitment, to influence crucial decision criteria in the customer decision process, to negotiate effectively, or to resolve deep-seated concerns, In other words, salespeople who display a strong skill set in the aforementioned areas, coupled with their own personal activity standard levels, will probably excel at their particular position.
In the end, if sales performance is not satisfactory, it can usually be tracked back to a deficiency in one or both of the two dimensions for sales performance. If performance is not up to standard, which of these areas do you think needs to be addressed?
Canada can be reached by e-mail at rcanada@dartmouthgroup.com.
Quote: … one should strongly ask if negotiation is being used as a substitute for effective selling skills.
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