|
 |
|
|||
In addition to our 25-year field study, the Gallup Organization interviewed more than 250,000 salespeople, proving that while new skills and new knowledge can be taught, natural born talent cannot. The world's best sales organizations have learned how to hire the natural born talents needed for their exact sale type. |
||||
To read more about the study, and Natural-Born Sales Talent... >> Click to download the first 3 chapters FREE |
||||
|
|
 |
|||
Selling half million dollar engineering software to Fortune 500 CEO’s requires a very different talent set than selling office supplies to mid-market purchasers or selling cars to soccer moms. Our study identified 3 talent categories: -Work Ethic Talents ... which led to the development of "The 10 Selling Talents".
To read more about Sale Types... >> Click to download the first 3 chapters FREE |
|||||
 |
 |
|||
80% of all sales training fails to produce a sustained increase in performance. Top sales teams have the right Performance Conditions in place. It is conditions that generate behaviors - good or bad. The 3 principal Performance Conditions are: 1. The Pay Plan |
||||
To read more about Performance Conditions... >> Click to download the first 3 chapters FREE |
||||
|
|
|
|||
In hundreds of companies studied, we found that the top salespeople did not follow the company-taught sales process. They did things their own way, and then out-produced everyone else. Even more troubling, two top salespeople can have styles, approaches and processes very different from each other, and yet achieve the same high results selling the very same product. The world's best sales departments use a different approach to managing all these different styles and activities, while still maintaining fairness, policy and consistent results. |
|||||
|
To read more about Result-Based Management... >> Click to download the first 3 chapters FREE |
||||
 |
|
|||
Perhaps our most counter-intuitive finding: Training a weakness (a "non-talent") rarely raises performance. Instead, developing a salesperson's existing strengths even further will increase performance significantly. The world's best spend their training dollars developing their salespeople's strengths; they do not waste resources trying to train "what isn't there". Likewise, they spend more time with the best people on their team - those who do not "need" help - rather than the weaker team members who clearly do. |
||||
|
||||
Home |
||||||||||||||||||
|
|
|
||||||||||||||||
©
The Perfect SalesForce |
||||||||||||||||||
