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Not all sales roles are the same and each role requires a unique set of competencies to perform well, which is why we offer a wide range of role specific assessments.
A strategic selling role, for example, is fundamentally different in approach from solution selling, although both require high caliber people.
Our roles are divided into 5 groups; Sales Leadership; Sales Management; Field Sales; Retail and Contact Centre; and Sales Support Roles, these groups are numbered 1 through 5.
As the figurehead, visionary and driver of strategy across an entire sales organization, the Sales Leader fulfills a unique role with responsibility for agreeing and delivering revenue targets and accountability to the rest of the business. This role involves a deep understanding of the evolving marketplace and the ability to translate vision and strategy into effective action on the part of the sales organization, facilitated by consummate communications and people skills which maximize performance from colleagues.
The role of Sales Manager is pivotal to business success, yet is typically one of the least understood roles within an organization’s sales structure. Strictly a management rather than a ‘super-salesperson’ role, the Sales Manager is responsible for critical decisions regarding hiring, developing, coaching and controlling the focus, direction and performance of the sales team, while also engaging with other strategic areas of the business.
Key Account Manager (KAM) is one of the most critical roles for any organization and offers long-term potential for delivering substantial revenue gains and maximizing retention of the most important clients. Note that this proactive role is a significant step change from Account Manager, and can only effectively be filled by high-caliber individuals capable of delivering a complex mix of sales and business skills while operating comfortably at C suite level.
The role of an Account Manager is to engage at C suite level to proactively retain and develop existing client relationships and income from a portfolio of significant clients, and also to develop and grow new client relationships. An Account Manager is expected to manage a client portfolio in order to maximize the long-term mutual value of the relationship for both parties.
The role of a Sales Account Manager is to proactively retain and develop business across a wide portfolio of typically smaller clients – while also identifying new clients as necessary – with a focus on maximizing the revenue from each client by developing appropriate relationships within the client, and finding new and innovative ways to continually enhance the clients’ preference to buy from them, rather than from any other source.
The role of an Internal Account Manager is to proactively retain and develop existing client relationships and income from a portfolio of nominated clients and develop and grow new client relationships or expand relationships within the client as appropriate. An Internal Account manager would be expected to manage the client portfolio in order to maximize the long-term mutual value of the relationship for both parties by providing prompt and knowledgeable support and guidance, becoming the ‘go-to’ resource and primary point of contact within the company.
The role of Business Development Manager requires the ability to understand, interpret and deploy in the field, go-to-market strategies with the objective of entering new markets, expanding coverage across less familiar areas of existing markets, or launching new offerings. This requires the skills of a senior sales person, with additionally, a well-developed ability to adapt positioning, negotiating, objection-handling, closing and customer-engagement approaches dynamically, during the ‘trial-and-error’ phase of developing the go-to-market strategy.
The Enterprise Channel Manager is responsible for engaging with business leaders in larger or more significant channel partners and for developing a high-level partner engagement based on achieving mutual, long-term, business success.
Operating at C suite level, Strategic Selling delivers the potential for significant revenue gains but is one of the most complex proactive sales approaches and requires skills more akin to those of a business analyst than classic salesmanship. Fundamentally different from Solution Selling, the Strategic Selling role demands the ability to proactively identify and position, for the customer, a way forward in the face of a current or imminent business problem, where the customer has yet to identify how to resolve it
Solution Selling is the most complex form of reactive or customer needs-based selling. Operating at C suite level, it encompasses the ability to craft for customers a complete, high-level and complex solution to meet a customer business need where the way forward for the business has already been determined by the customer.
Occurring at many levels within the customer, Application Selling is the ability to identify opportunities within which to position an existing, fixed-scope, yet configurable, offering that delivers a ‘defined outcome’ for the customer to meet a ‘defined need’. This can be sold directly to the customer as a stand-alone application (eg an accounting system) or through others as part of a more complex solution (eg a just-in time manufacturing solution).
Transactional Selling is the ability to identify opportunities within which to position a fully functionally defined, stand-alone component. As components tend not to deliver ‘end-user’ functionality in themselves, a Transactional Sale usually involves technical integration of a component into an application along with justification of why it will perform better than another. Hence, Transactional Selling usually occurs at the ‘technical’ and ‘procurement’ levels.
Contact Center Selling (outbound) encompasses all aspects of effective and professional sales techniques, delivered over the phone and via e-media to identify new business prospects within a given remit and move prospects along a defined sales process to an appropriate conclusion.
Contact Center Selling (inbound) requires the ability to engage quickly and effectively with all types of caller, create rapport and to use effective and professional sales techniques – over the phone and via e-media – to gain an understanding of the caller’s needs, requirements and desires and, to quickly identify what actions it would be appropriate to take to move the opportunity towards a sale, meeting, or other relevant outcome.
In order to deliver the lifestyle aspirations inherent in the automotive marketplace, the Automotive Retail Sales role requires the use of professional sales techniques – in a showroom, over the phone and via e-media – to identify and engage with customers and prospects to deliver a specific brand proposition. This involves qualifying the prospect and opportunity according to company or marketing guidelines while effectively communicating the offering, then moving through a defined sales process to an appropriate conclusion, and ensuring contact with previous customers to maintain the association with the brand.
When consumers go into a store today they expect the shopping experience to deliver significantly more than they can get through ‘shopping the web’; indeed, they expect Retail Sales Consultants to be able to interpret, understand and act on their aspirations, needs and desires in such a way as to create customer delight with each and every engagement.
A Pre-Sales Consultant’s role involves working closely with a company’s sales force to facilitate the development of effective sales strategies and approaches. This role requires extensive technical knowledge as well as a good understanding of, and ability to support the sales process. Also required is the ability to distil out and clearly identify needs through discussions with customers, whether the needs are expressed at the business or the technical level, and the ability to translate these needs into product requirements or system specifications and architectures that deliver real business value for the customer.
The Post-sales Consultant manages activities following a customer sale, ensuring that customer implementations are completed on-time and within budget, thereby realizing the company’s sales and profit targets, while meeting customer expectations for a successful implementation.
The Post-sales consultant is responsible for ensuring expectations are met for add-on sales and services and for supporting the delivery of productivity and profitability goals from the sales they support.
Today’s customers demand that products be designed, built and delivered according to their terms and in the current environment of increased demands for product quality, massive product proliferation, and ever shrinking lead times, the classic isolated departmental approach no longer delivers the required level of customer experience.
Enter the Sales Logistics Consultant. To meet these new demands, companies are adopting a ‘customer-centric model’ which unites the activities of the company around its customers’ needs. They are engineering-efficient business processes, managed by Sales Logistics Consultants to co-ordinate all activities that generate and satisfy customer demand, such as optimal order management systems, logistics, manufacturing and accounting.
Today’s customers demand and expect world-class service at all times. They expect rapid, yet accurate and complete responses to all their questions and concerns, delivered by knowledgeable and skilled front-line individuals.
Enter the Customer Service Specialist. To meet these new demands, companies are adopting a ‘customer-centric model’ which unites the activities of the company around its customers’ needs. They are engineering-efficient business processes, delivered by front-line Customer Service Specialists – their role – to ensure Customer Satisfaction.
The role involves working closely with a very wide range of people and departments such as sales; service; engineering; manufacturing; technical support; finance; project management; complaints and possibly more, with the intent of ensuring that customer expectations are met and that customer centric activities are appropriately supported by key personnel both internally and in the customer.
Role Groups 1 through 3 are currently available in :
Role Groups 4 & 5 are currently only available in English (Intnl) :
For more information and full descriptions on the roles we currently assess, please contact us using the enquiry form and select role descriptions from the drop down menu.