All assessments are snapshots in time and,
as such, represent only a sample of responses. SalesMAP™
is not an exhaustive or conclusive summary of personality, sociability,
or career potential. It is designed to identify and measure
aspects of behavior proven to impact sales productivity. Although
this assessment has been carefully constructed and extensively
tested, SalesMAP™ is not perfect and should not be used
as the only tool in any selection process. Some individuals
will defy the statistical probabilities and totally confound
even the most careful prediction. Therefore, recommendations
should not be confused with guarantees of specific performance.
 -
Exceptional score
-
Good score
-
Average
--
Fair
-- Poor
Sales Quotient is an overall projection of sales productivity
based on a weighted composite of key SalesMAP™ scales.
This scale has been validated in numerous studies as a significant
predictor of sales potential. An SQ score of 65 or higher
indicates an 80% probability that a candidate could rank in
the top 25% of sales performers (assuming organizational stability
and managerial ability to coach sales talent). Any score above
50 is acceptable. Scores in the 51-59 range are typical of
average producers. Use the SQ scale when comparing two or
more profiles.
Overall
Sales Productivity Quotient:
(High scores preferred 60+)
An
overall projection of sales productivity. |
39
|
Productivity issues seem to be making a significant
impact on Any's ability to be a productive salesperson at
the present time. Recommend immediate attention to problem
behaviors identified in this profile.
Career
Energy:
(Outside Sales
-- High scores preferred 60+
Inside Sales -- Mid-range scores preferred 35-65)
The amount
of physical stamina brought to a sales career.
Low Energy salespeople exhibit poor
or erratic performance. Scores in this range may be
due to several factors, including: illness, stress,
recent traumatic event, unexpected changes in career
direction. Low Energy individuals start many projects
but have difficulty following through. Will likely
seek shortcuts and will not work as hard as others
on the team.
|
|
34 |
Sales
Identity:
(High scores
preferred 60+)
The degree
of pride and self-esteem found in a sales career.
Below average Sales Identity indicates
Any may not be productive due to uneasy feelings about
choosing a sales career. Any may not even be consciously
aware of these tendencies. Recommend discussing support
for career decision among friends and family or vocational
counseling.
|
|
45 |
Risk
Sensitivity:
(Balanced scores preferred 35-65)
No one initiates
a sales presentation with a guarantee of results. Selling
requires the ability to feel comfortable with some degree
of unpredictability. Peak performers balance carefulness
and thrill seeking.
Balanced.
Any appears capable of taking
calculated risks without becoming paralyzed by worry.
Emotionally stable; works well under pressure.
|
|
46 |
Goal
Focus:
(Direct &
Inside Sales: High scores preferred 60+Strategic Sales:
Below average scores preferred 20-50)
The ability
to keep production priorities without becoming distracted
by outside competing interests or goals. An asset
in Direct Sales; a liability in Strategic Sales requiring
multi-tasking.
Below average Goal Focus score indicates
Any may be more distractible than most reps. Any may
need more stimulation than most people or he/she loses
interest in the task at hand.
|
|
33 |
Remarks:
Could possess some sales potential
after extensive time and training in key areas. Must confront
and overcome some difficult issues in order to be productive.
Every salesperson brings personal
attributes and professional experiences that shape the way
they interact with customers and team members. These
seven scales predict HOW Any Test-taker is likely to
sell. Use these identifiers to predict management costs
and to match candidates to the manager who will maximize their
sales aptitude.
Goal
Orientation:
(Direct &
Inside Sales: High scores preferred 60+
Strategic Sales: Below average scores preferred
20-50)
The ability
to set performance goals and work toward them on a regular
basis.
Any appears to be unclear about
career goals. People with low Goal Orientation scores
often feel intimidated or overwhelmed by sales quotas
and may prefer more subjective measures of productivity
as opposed to objective, statistical ones. Typically,
people with little or no experience in sales, or individuals
who do not see themselves in a sales role may score
lower on this scale. Recommend Goal Setting or Goal
Alignment training.
|
|
20 |
Coachability:
(High scores
preferred 60+)
Openness to
objective feedback.
Coachability score indicates
Any values objective feedback about performance. Will
not likely cause problems and appears to be cooperative
and coachable.
|
|
65 |
Problem
Solving:
(Above average
scores preferred 40-80)
Patience with complexity;
linear thinking and reasoning skills.
|
|
30 |
| Balanced
Selling Style |
|
Top performers cannot be identified by
any single personality trait. Our research validates
conclusively that top producers are not more
out-going or more empathetic or more analytical or more
controlling than other people are. They possess all
these behaviors in balance. We theorize that this balance
allows the salesperson to be more adaptable to the needs
of buyers and consequently sells more. SalesMAP diagnoses
the equilibrium of four innate and universal drives
that typify four basic selling styles.
|
Controlling:
(Balanced
scores preferred 35-65)
Selling requires
persuasiveness and determination. Peak performers do not
hesitate to take control of the sales process but do not
become intimidating or critical.
Somewhat
out of balance. At times, Any's
sales productivity may be limited by an unwillingness
or inability to be assertive, preferring instead for
the customer to control the sales process. Collaborative
rather than competitive. Likely to do well in a highly
consultative approach to selling.
|
|
34
|
Analyzing:
(Balanced
scores preferred 35-65)
Salespeople must plan and organize their work,
but not become overly compulsive or perfectionists.
Unbalanced.
Any seems to avoid complexity. Information-avoidant
individuals are not likely to be well organized or
to plan their work. Casual in their commitments, they
rely more on intuition than data for decision-making.
May feel easily overwhelmed. They don't like meetings
or other overly structured events.
|
|
18 |
Empathizing:
(Balanced
scores preferred 35-65
Strategic Sales: 50-80)
Top producers
possess accurate empathy. They are sensitive to the give
and take of relationships without becoming either overly
agreeable or close-avoidant. Strategic Sales demand
more empathetic skills than Direct Sales.
Somewhat
out of balance. Approval needs
sometimes make Any more sensitive to the needs of
customers than to the needs of the company. May be
quick to accept client excuses; hesitates to close
sales for fear of appearing pushy or rude. Highly
intuitive. Profile suggests Any is beginning to enjoy
the rapport-building with clients perhaps more than
the actual selling. Recommend assertiveness training
and mastering non-confrontive techniques for closing
sales.
|
|
71 |
Promoting:
(Balanced
scores preferred 35-65
Strategic Sales: 20-50)
Top producers are socially out-going.
They can be comfortable striking up a conversation with
just about anyone. They enjoy promoting themselves as
well as products or services. In Strategic Sales,
this behavior is extremely disruptive of productivity.
Out of balance.
Any needs to be the center
of attention in relationships. May over-invest in
the appearances of success more than in behaviors
that consistently pay off. May become unpredictable
if ignored. Turns sales calls into show-and-tell sessions.
Likely to spend more energy focusing on self than
on the customer.
|
|
91 |
Remarks:
Management costs are expected to be
much higher than with most salespeople.
Many sales candidates have
the ability to sell, but often don't perform up to their
potential. It's not enough to know if someone can
sell. The critical issue is: Will Any Test-taker
sell. Six Contact Technologies and the overall Sales
Initiative score are detailed below.
Sales
Initiative:
(High scores
preferred 60+
Strategic Sales: 50-80)
One's preference to make calls
or make excuses; measures presence and severity of contact
hesitation behaviors. |
|
49 |
Contact Technologies:
Not all scales will be
equally important depending on the applicability of a
contact technology for your product or service. Also,
the meaning of any Contact Technology scale must be interpreted
in light of current Sales Initiative. If Sales Initiative
is above 65, low scores in any Contact Technology indicate
tendencies of which the individual may or may not be aware
as they are not effecting productivity. If Sales
Initiative is less than 50, low Contact Technology scores
indicate problem areas that are currently impacting productivity. |
|
Phone
Skills:
Ability to comfortably
and consistently use the phone for sales and follow-up.
|
High
scores preferred (65+) |
48 |
|
Lead
Generation Skills:
Ability to
comfortably and consistently ask for referrals from
current customers.
|
High
scores preferred ( 65+) |
23 |
|
Up-Market
Skills:
Ability to
comfortably and consistently interact with top officers
within an organization; prospects without putting anyone
off-limits to business due to income, education, or
job title.
|
Direct
Sales: ( 65+)
Strategic Sales: (35-65) |
69 |
|
Networking
Skills:
Ability to
comfortably and consistently mine one's personal sphere
of influence -- both business and personal -- for sales
opportunities.
|
High
scores preferred ( 65+) |
46 |
|
Canvassing
Skills:
Ability to
comfortably and consistently make unannounced cold calls
on identified leads; drop-by skills.
|
High
scores preferred ( 65+) |
53 |
|
Presentation
Skills:
Ability to
comfortably and consistently make group presentations.
|
Direct
Sales: ( 65+)
Strategic Sales: (35-65) |
76 |
Remarks:
Any may reach his/her production potential,
but only after overcoming some contact initiation and productivity
issues.
Don't know what to ask?
This section makes you an interviewing pro, turning SalesMAP
data into a behavior-based interview. (If nothing appears
in this section, it usually means all SalesMAP scores were
within control limits.) Here's practical help to address
up to three productivity issues in the order of their financial
impact upon sales productivity in general. The importance
of various scales will vary according to industry and marketing
strategies. You may use one or all of these questions. Feel
free to adapt any question to fit your unique situation. This
report assumes that you are familiar with professional interviewing
skills and applicable rules and policies regarding employee
interviews.
Low Energy score.
Ask: Describe a time
in your career when you had to go "all out" and give 100%
of your efforts.
Can Any provide an example? What represents
all-out effort to Any? Is it enough for your organization?
Ask: What kind of hobbies do you
enjoy?
Does Any mention active or passive hobbies?
Low energy individuals have few, if any, active hobbies.
Low Goal Orientation score.
Ask: How do you see this position
fitting in with your overall career goals?
To maximize productivity and reduce turnover,
it will be important that this job fit into Any's vision for
the future. If Any doesn't t know where she/he is going, or
this job doesn't really fit, it will be important to clarify
that.
Ask: What percentage of your sales
calls result in presentations and sales? What is your close
ratio?
How important have sales ratios been to past
performance? How does Any's experience fit with the ratios
for your product/service? Watch body language and listen for
feeling-oriented ways of measuring success rather than objective
measurements.
Low Focus score.
Watch for restlessness during the
interview, an inability to sit still. Also review resume for
frequent job changes.
Do not ask about personal issues as you
explore the issues that keep Any distracted (single parents,
for example). However, you may listen for themes that indicate
Any can't stand to be bored and requires higher degrees of novelty
and stimulation that most people.
Ask: Have you ever had so many things
going at once that you unintentionally scheduled different activities
at the same time? How did you handle that?
Low Focus individuals do this often. With so
many activities and interest competing for their attention,
they lose perspective and become confused.
Do not hire
unless you are able to
disprove or counteract the findings of this report OR you
are willing to accept the responsibilities, risks, and costs
involved in addressing and fixing the sales productivity issues
outlined in this profile.
SalesMAP™ not only measures
what salespeople say about themselves, it also detects important
test-taking behaviors which have been shown to correlate to
sales performance. SalesMAPª does not assume everyone
knows or tells the truth about themselves when looking for
a job.
Consistency:
High scores
preferred (80+)
Internal consistency
of answers. Low Scores could indicate hypothetical
answers, second-guessing, or sabotage. |
63 |
Decisiveness:
High scores
preferred (60+)
Certainty of responses.
Low scores may indicate hedging due to discomfort with
how scores will be used or who will see results. |
46 |
Self-Estimate:
Average
scores preferred (35-65)
Exaggeration.
Very high scores indicate need to give "right" answers.
Very low scores indicate a need to lower expectations. |
90 |
Remarks:
Validity Check score indicates Any
complied with directions, understood what the assessment
was attempting to measure, and is convinced of the face
validity of test questions.
Excessive exaggeration behaviors detected. Any may habitually
overstate strengths and deny or minimize weaknesses in an
attempt to compensate for self-doubt.
Answers appear to be more hypothetical than based on actual
experience. Any appears to have invested some energy in
trying to second-guess the questionnaire rather than in
providing meaningful information.
Answers show a tendency to equivocate and become indecisive.
Any appears to have experienced some level of stress while
completing this profile. Discomfort could be due to concerns
about who would see these results or how the results of
this profile might be used. This trait could carry over
into a sales career as inconsistent effort.
|
