1. 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. 8-2 War for Talent Source: HR Chally Group (2007).  Total cost of turnover  Separation costs  Replacement costs  Training costs  Select candidates with natural capacity for key job requirements

3. 8-3  "Are good salespeople born or made?"  Define characteristics of successful salespeople

4. 8-4 Costs of Inappropriate Selection  Odds a salesperson will quit or be terminated in first five years of employment = 50/50  People lacking necessary personal traits/abilities tend to leave before training and experience can make them productive sales performers  Many firms may spend between $7000 and $100,000 annually training a new recruit  Three to twelve months before a new rep generates adequate sales to cover compensation and expenses

5. 8-5 Salespeople Born or Made?  Training and development are critical determinants of future success.  A strong ego, self-confidence, decisiveness, and a need for achievement must also be preexisting in sales force candidates.

6. 8-6 Variables That Cause Differences in Performance  Factors controlled or influenced by sales mangers account for the largest variance in sales performance.  Role perception  Skills  Motivation  Research suggests successful salespeople are both born and made!

7. 8-7 Characteristics Managers Seek  Enthusiasm  Organizational skills  Ambition  Persuasiveness  Communication skills  General sales experience

8. 8-8 8.1 German-American Cross Cultural Business Differences GermanAmerican Deference for authority HighLower Leadership styleFormalCasual Respect for titlesImportantLess important RelationshipsFormalCasual Mix work and playNoYes DressFormalCasual MultilingualYesNot always Source: “Seven German–American Cross Cultural Business Differences,” SellingPower.com, October 2007.SellingPower.com

9. 8-9 8.3 The Educated Sales Force Source: Christen P. Heide, Dartnell’s 30th Sales Force Compensation Survey (Chicago: The Dartnell Corporation, 1999), p. 173. Percent with College Degree by Industry

10. 8-10 8.3 Women in sales and sales management positions: percentages by industry Source: Christen P. Heide, Dartnell’s 30th Sales Force Compensation Survey (Chicago: Dartnell Corporation, 1999), p. 171.

11. 8-11 Source: Erin Strout, “Tough Sell,” Sales & Marketing Management, July 2001, p. 52 and Laine Chroust Ehmann “Great Opportunities: How the Future Looks for Women in Sales and Management, SellingPower.com, October 2007.SellingPower.com 8.4 Compensation levels of men and women in sales and marketing careers

12. 8-12 8.5 The aging sales force Source: Katherine Kaplan, “Better with Age,” Sales & Marketing Management, July 2001, pp. 58–62.

13. 8-13 8.2a The Importance of Image Source: Melinda Ligos, “Does Image Matter?” Sales & Marketing Management, March 2001, pp. 52–56.

14. 8-14 8.2b The Importance of Image Source: Melinda Ligos, “Does Image Matter?” Sales & Marketing Management, March 2001, pp. 52–56.

15. 8-15 Source: Source: Sales & Marketing Management, February 2001, p. 90. 8.6 The characteristics of salespeople who win customer trust

16. 8-16 8.7 Characteristics related to sales performance in different types of sales jobs

17. Begin recruiting and selection Develop new recruit specifications Evaluate characteristics to perform tasks and activities Analyze/describe tasks and activities Implications for Management 8-17