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TARGETED PROFESSIONAL DEVELOPMENT PART OF THE PERFORMANCE MANAGEMENT CYCLE

Get Ahead of the Curve By Creating a

Sales Performance Model for Success

CHELSEA MARKETING

ADVISORS

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CHELSEA MARKETING ADVISORS

• Comprises a Virtual Network Of Specialists that

Function within a Matrix Management Model

• Core Individuals Have Over 100 Years of

Combined Business Leadership and Consulting

Experiences


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Professional Development of People Rationale

• People are the Engine for Success Within all

Organizations

• People are a Major Investment in the Life Cycle

of an Organization

▫ Cost to Hire & Train

▫ Costs to Maintain (Loaded Salary)

• Major Investments Should Continually Provide

Organizational Returns Development is one way to do it


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Professional Development of People

• Iterative Process

• Part of Continuous Improvement of HR

• Positively Impacts: ▫ Organizational Bench Strength

▫ Workplace Productivity, Effectiveness, & Creativity “Raises the Performance Bar”

▫ Employee Understanding of Strengths and “Challenge” Areas

▫ Employee Motivation & Company Loyalty

▫ Positive Impact on Revenues/Metrics


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Professional Development of People The Essence

“Even if You are on the Right Track, You’ll Still Get

Run Over if you Just Sit There.”

- Will Rogers

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People Development Are We On The Right Track? We Believe So!

“Not telling people where they stand deprives them of the information they

need to take responsibility for their development, and make informed

decisions about their career.”

- Harvard Business Review (1/02)

“Telling people to improve without providing the requisite coaching is unhelpful

. . . It requires the supervisor to provide frequent coaching to help the

person achieve these new behaviors.”

- Harvard Business Review (1/02)


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Genesis of the Sales Model

• A Simple Question was Asked:

“What is it that Our More Successful People do that

Differentiates Them from Other’s? What Activities

are They Doing that Other’s are not Doing?

• A Simple Answer was Given:

“It Might not be What They do but Rather how They

do it . . . . the RENDITION . . . . not Just Activities”


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At the End of the Day . . . Success =

Effective Processes

Improved Metrics


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Sales Performance Model The Roadmap to Targeted Professional Development

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Drivers of Field

Success

Identified

Benchmarking of High & Low

Producers

Drivers of Success

Prioritized

Performance Inventory

Individual Plan of Action

(IPA)

Resources for Skill

Improvement

Management Coaching for

Implementation

Sales Performance Model Outcomes Highlight Areas for Professional Development

• Utilizes quantitative and subjective data sources to create sales representative composite ratings & rankings

• Pinpoints what specific factors contribute to success according to best demonstrated practices

• Creates an individual profile for each sales representative that assesses performance on all relevant variables ▫ Reflects how each sales rep rates

relative to peers ▫ Individual Plan of Action (IPA) developed

for each sales rep indentifying areas of further development and a guide for ongoing reference

▫ Manager reviews progress as part of joint visits to assure that IPA is moving forward

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MACRO PICTURE

MICRO PICTURE

Performance Management Cycle Seamless Integration

Pre-Call Plan

Customer Visits

Strategic/Tactical Dialogue

Sales Performance Model Discussions

(IPA’s)

Agree on Next Steps & Action

Items

Field Trip Assessments (MCR’s)

Post Call Plan

Ongoing Dialogue & Follow-up


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Management

Coaching

Plan

Execute

Return on Investment A Documented Case

• Overall Increase in Sales of >20%

• Overall Increase in market Share >20%

• Percent Improvement of Success Drivers of 8% points

• 35 of 40 Territories Improved in Sales, Market Share, and Qualitative Measures

• Sales Force Rated “First in Class” Amongst Competing Company Sales Forces for the First Time ▫ 8th Consecutive Year of Survey (Blinded)

▫ Customer & Non-Customer Base


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Sales Performance Model Deliverables for Future Professional Development

• Drivers of Field Success Identified

• Key Drivers of Field Success Prioritized

• Behaviors of Higher & Lower Performers are

Benchmarked

• Performance Inventory Generated for each rep

• Individual Plan of Action is Developed

• Resources Identified for Improving Skill Sets

• Management Coaching for Successful

Implementation

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