Sales Report

The Sales Report is available as an optional add-on to the Interview Guide. It does not require any additional testing. It can be used by managers and coaches to help a person reach his or her potential in a sales-related role. The report can also be shared directly with the individual. It can be another source of valuable feedback to people to help them develop strategies to achieve their goals for growth.

Please refer to the sample Sales Report for the following discussion.

The Introduction and Structure of the Report sections (pages 2 and 3) provide the overview, background and context of the Sales Report. This is an optional report generated from the original assessment profile. It is the result of research with real-world data from a wide variety of organizations and sales jobs. There is no one best sales profile for all jobs, but there are certain traits and behaviors that increase the chances for success in most sales jobs.

The Sales Type Scales section (page 4) provides the individual’s scores on four major dimensions that describe sales jobs:

• General Sales Similarity (an overall scale indicating how similar the person is to people in a very wide range of sales jobs)
• Account Acquisition (the traditional hunter-farmer factor)
• Strategic Selling (important in developing complex solutions for clients)
• Team Coordination (necessary for mobilizing an array of resources for the client)

The Big Five Personality Factors section (page 5) provides the person’s scores on the five primary personality characteristics described in previous sections.

The General Observations section (page 6) provides information about the person’s most salient characteristics and behaviors in four areas:

• Interpersonal Style
• Motivational Makeup
• Problem-Solving Approach
• Sales Leadership Style

The Development Summary (page 7) presents observations and suggestions specifically focused on sales-related roles and activities. It consists of sections identifying probable assets and potential liabilities in the context of sales-related behaviors. This information should be used with all other data concerning a person’s approach and effectiveness in a sales role. As with other developmental feedback, the Probable Assets section should be considered as tools that can be leveraged to help the person achieve his or her goals, and the Potential Liabilities section should be seen as developmental opportunities and cautionary suggestions, not as fatal flaws or derailers.

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