APPLICATIONS

REDUCING TURNOVER & INCREASING PRODUCTION
A call center hired hundreds of agents for a telemarketing position which required selling products to businesses during the call. Despite their being a preferred employer in many ways, they experienced a very high rate of attrition. By introducing assessments which identified attrition issues before hiring, the center achieved a 30% - 40% increase in retention and a 43% increase in their Interview-to-Offer Ratio. At the same time, Orders-per-Hour increased by 16% and Sales Penetration increased by 46%.

REQUEST WHITE PAPER ON CALL CENTER AGENTS

RIGHT PERSON IN THE RIGHT JOB
A company grew rapidly with a dynamic and creative President. That same growth had the President bogged down with a myriad of operational tasks. The board approved the hiring of a Director of Operations to free up the President's time. 9 candidates were selected from an initial pool of 34. After interviews by the board, the President, and a recruiting consultant, 4 finalists were identified and ranked in order of preference before being assessed. The first choice of the board was a slow learner who was poorly matched to the President's fast learning speed. The second choice was an individual competitor who would be a poor match with the team orientation of the President and the other staff members. Of the final two, one was extremely conventional and procedure-oriented, which was at conflict with the President's innovative nature. Too much energy would have been spent in debate over who was right. The best choice was more moderate but supplied the consistency of process and the attention to details that offered the greatest leverage for the President. As a footnote to this, the introduction of the assessments at an earlier stage in the process would have produced the same result but it would have been accelerated significantly and accomplished much more economically.

SALES TEAM CHANGING FROM TRANSACTION SALES TO SOLUTION SALES
A company had been successful with transaction sales across a series of related markets. In order to protect and grow their market share, they decided to transition to a solution selling model which integrated many of the previously separate offerings into customized proposals. After spending millions of dollars on sales training during a 2 year period without achieving more than 50% of the revenue goals, it was decided to take a look at the sales team. The cognitive abilities and personality traits required for success at transactional sales is very different than those required for solution sales. We found that 56% of the 120 person sales team were poorly suited for solution sales. In other words, all the training in the world was not going to help. Understanding the capabilities of the team however, allowed for redeploying the right people to key accounts and opportunities while salespeople with better fit were recruited for the new strategy.

REQUEST WHITE PAPER ON TRAITS & ABILITIES OF PROFESSIONAL SALESPEOPLE

EXECUTIVE TEAM FIGHTING FOR MARKET SHARE
An executive team led a software firm with revenues of $150M. Profits were strong; quality was high; customer satisfaction was excellent; but market share had eroded to where they found themselves in 4th place in a market which they had pioneered. A collective assessment of the CEO, President, VP of Sales, and the CFO found that while they had superb strengths in terms of tactical execution, there was a lack of strategic vision and innovation. This was further complicated by internal competition within the executive team. With this understanding, a series of solutions became obvious, and 2 years after the implementation of these measure, the company, whose revenues and market share had soared, was sold for substantial profits.