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National Research Project to Reveal Secrets of Hiring Right
Schneider Sales Management, Inc. is currently completing a major
national research project with the University of Colorado Business
School to identify the traits of top performing salespeople in eight
types of financial selling plus sales management. Over 50 financial
institutions and numerous organizations from other industries are
participating in the research. This is the most comprehensive study
of financial industry selling ever undertaken, and the results will
be available to clients and
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participating organizations early next
year. The final report will detail differences in the profiles of
top sales producers in various sales functions and provide recommendation
for recruiting, hiring, training, managing and retaining top performing
salespeople and sales managers. Also look for the introduction of
our comprehensive new salesperson profiling and behavior interview
process in early 2000, including low cost testing and in-depth training
in recruiting and interview skills based on our groundbreaking competency-based
profiling process. |
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An analysis of FDIC data by Mike Shallanberger, national director
of consulting for Schneider Sales Management, Inc., reveals that
between June 30, 1998 and June 30, 1999, our clients increased their
pre-tax net income per FTE by 27% compared to an average of 6% for
all banks nationwide. Effective sales management does make a difference
in creating additional shareholder value!
Size of institution was not a factor in performance improvement,
and even the most profitable institutions demonstrated increases
of 25-35%.
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"Through our relationship with Schneider Sales Management,
Inc., we have increased our sales and client satisfaction, and we've
improved employee confidence. They really fit our philosophy of
banking - community banking with in-depth support and service from
our holding company. They provide us with a systematic process for
training and managing sales that works because it's simple and provides
accountability for improvement. Now they've developed a sales skill
certification program for us that will enable our employees to demonstrate
mastery of what they've learned in training."
Lisa Artz
Regional Sales Manager
Community First Bankshares, Inc.
Fargo, North Dakota
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The Most Common
Mistakes in Selling
by Dave West
The pressure to keep up with change, basic fears about selling,
and poor sales training have left the average salesperson with a
tendency to make career-threatening mistakes.
The best sellers seem to anchor themselves in the fundamentals
of selling, while other sellers, historically, repeat the same mistakes
that salespeople have made for years.
When low-sales producers are compared to high producers in hundreds
on in-depth interviews, the following 15 mistakes tend to be the
most common:
* They focus on products and presentation - as opposed to
the customer and his/her responses. o They talk too much - by not
listening, sellers lose "the feel of the sale."
* They overplan - causing sellers to miss unexpected opportunities.
*They don't get the information they need - good sellers
don't assume a customer's objectives.
* They sell technology and product features - customers are
primarily interested in results.
* They don't establish clear difference - thereby creating
price resistance for themselves.
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