America's Most Productive: Large Sales Force Analysis

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America’s Most Productive Companies Large Sales Force Analysis from Profiles International. Copyright 2009 by Profiles International.
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Acknowledgements
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AMPC Large Sales Force Analysis | 2

Introduction to our Large Sales Force Analysis
The Scope Profiles Research Institute initiated this study to better understand the factors that drive
sales force productivity in large organizations.

301 Companies In economics, “productivity” is a measure of output per unit of input. However,
productivity alone is not a sufficient gauge of sales force effectiveness since it ignores
1.3 million Sales People pricing and margins. A sales force that discounts price to the point of eliminating
profitability may win business, but this approach is not sustainable even in the short-term.
16 Industries
For purposes of this study, we sought to account for both revenue growth and revenue
profitability, which we defined as operating income generated for each dollar of revenue
generated. Calculating this required us to analyze financial data from over 300 publicly
traded companies with at least 500 sales people that we then organized into 16 different
The Analytical Model industry groups.

We then plotted these companies among their peers to identify the best in class,
Revenue Growth questionable, and laggards within each industry group. We took a closer look at the best-
in-class companies to identify common practices that enable them to out-perform their
Best-in-class peers. By understanding these practices, we hope to educate ourselves and our clients
about the practices that can help them run more efficiently and become more competitive
in the marketplace.
Operating Margin
Laggards This report presents our findings in two sections:
1. Comprehensive analysis of over 300 companies in 16 industry groups to identify the
best in class, questionables, and laggards.
2. A synthesis and discussion of the top factors that drive sales force productivity.


Large Sales Force Analysis: Industry Groupings

Automotive Manufacturing Healthcare Services

Automotive Retailing Industrial Manufacturing

Business Services Insurance

Chemicals Media

Construction & Real Estate Medical & Pharmaceuticals

Consumer Products Software

Electronics Manufacturing Telecommunication Services

Financial Services Transportation


Large Sales Force Analysis: List of Companies

©2009 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 5

Automotive Manufacturing Consumer Products Industrial Manufacturing

Automotive Retailing
Media
Healthcare Services

Insurance
Business Services

Medical & Pharmaceutical

Software
Chemicals
Electronics Manufacturing

Telecommunications Services

Construction & Real Estate
Financial Services
Transportation

©2009 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 6

2009 America’s Most Productive Companies—Large Sales Force Analysis

Industry: Automotive Manufacturing

Revenue Growth
25% Best in Class
- Johnson Controls
20%
- Navistar International

15%

10%

NAV
5%
GPC
Operating Margin TEN
0%
DAI
-20% -15% -10% -5% 0% 5% 10%
LEA
-5%
F
GM
-10%
JCI

-15%

-20%

-25%
Circle Diameter Represents
Relative Sales Force Size
-30%



Industry: Automotive Retailing

Revenue Growth 10%

5%

Operating Margin
0%
-15% -10% -5% 0% 5%

-5%

Penske
-10% Group 1
Carmax
-15% Asbury
AutoNation

-20% Sonic
Best in Class Lithia
- Carmax
-25% - Group 1 Automotive
- Penske Automotive
-30%

-35%
-40%



Industry: Business Services

Revenue Growth 20%
Best in Class
HPY
- Consolidated Graphics
- Gartner RSG
15% - Heartland Payment Systems
IRM
- Republic Services
APAC

10% CGX

SFN

INOC
5%
IT

USTR
Operating Margin
0% IUSA
-10% -5% 0% 5% 10% 15% 20% MAN

MIL
-5%
TECD

MPS

PBI
-10%
PAYX

-15% Relative Sales Force Size



Industry: Chemicals

Revenue Growth

45%

35% Best in Class
- Airgas
- Ecolab
- E.I. du Pont de Nemours
25% ECL
- Valspar
DD
ARG
15% DOW
VAL
GETI
5%
Operating Margin SHW
APD
-20% -15% -10% -5% 0% 5% 10% 15% 20%
-5%

-15%

-25%



Industry: Construction and Real Estate

20% Revenue Growth

15%
Best in Class
- Caterpillar
- Trinity Industries
10%

5%

Operating Margin
0%
-5% 0% 5% 10% 15% 20% CAT
-5% TRN
MAS
-10% FAF
NVR
-15%

-20%

-25%

-30%
-35%



Industry: Consumer Products

15% Revenue Growth CL
KO
PTV
PEP
HRL
10%
K
MKC
Best in Class GIS
- Coca Cola DF
- Colgate-Palmolive PVH
5% - General Mills FIZZ
- PepsiCo NWL
DELL
TSN
Operating Margin SYY
0%
WHR
-10% -5% 0% 5% 10% 15% 20% 25% 30% BFB
STZ
REV
PG
-5%
SR
EK

-10%


Industry: Electronics Manufacturing
Revenue Growth Best in Class
20%
- Cooper Industries
- EMC
15% - Waters AVT
EMC

10% CBE
WAT
CHP
5%
ARW
NOVL
0%
NSIT
-10% -5% 0% 5% 10% 15% 20% 25% 30%
IFSIA
-5%
Operating Margin COHR
INTC
-10%
IM
MCRS
-15%
ATML
BELM
-20% TXN
XIDE
-25% STX




Industry: Financial Services
Revenue Growth
Best in Class
- Bank of America OPY
35% - First Horizon National FHN
- Wesco Financial NFP
WSC
25% FITB
BAC
RJF
15% PNC
WFC
EFX
5% USB
Operating Margin
FMER

-15% -5% 5% 15% 25% 35% 45% 55% 65% 75% XOHO
-5% SCHW
SNV
COF
-15%
JPM
HRB
PFG
-25%
Circle Diameter Represents AXP

AMPC Large Sales Force Analysis 14


Industry: Healthcare Services
Revenue Growth
20%
Best in Class
- DENTSPLY International
15% - St. Jude Medical

10%

5%

Operating Margin STJ
0% VTIV
-25% -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% XRAY
-5% JNJ
PFE
-10% BSX
GSK

-15%

-20%

-25%
-30%



Industry: Industrial Manufacturing
Revenue Growth 30% Best in Class
- AGCO AG
- Deere SPW
25%
- Reliance Steel & Aluminum RS
- SPX DE
ETN
20% ROK
CAJ
FAST
15% IP
TXT
TYC
GWW
10% NOC
TNC
MSM
5% AXE
SEE
POL
Operating Margin TRW
0% AOS
-10% -5% 0% 5% 10% 15% 20% AIN
GT
-5% SWK
SNA
ITW
MWV
-10% WPP
LAWS
B
-15% DAN
AIT



Industry: Insurance

Revenue Growth 20% Best in Class HUM
- Aetna
- AFLAC UAM
15% - UnitedHealth Group AET

UNH
10%
AFL

HGIC
5%
AOC
Operating Margin
0% AFG
-15% -10% -5% 0% 5% 10% 15% 20% 25% 30%
MET
-5% TMK

TRV
-10%
HMN

LNC
-15%

-20%

-25%



Industry: Media

40% Revenue Growth

Best in Class
- Google
- Viacom
30%

GOOG
20% VIA
RRD
LAMR
PCCC

10% PDII
HHS

Operating Margin
0%
-5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

-10%



Industry: Medical and Pharmaceutical
25% Revenue Growth
Best in Class GENZ
- Abbott Laboratories ABT
20% - Becton Dickinson
- Genzyme BDX

BEC
15%
AGN

LLY
10% NVS

CAH

5% MDT

HSIC
Operating Margin
0% TMO
-10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% PDCO

AZN
-5%
PSSI

BMY
-10%
NVO



Industry: Software
Revenue Growth 20%
Best in Class
- BMC Software
15% - CA
- Parametric Technology
PMTC
BMC
10%
CA
NCR
SPSS
5%
ORCL
INTU
Operating Margin
0% MSFT
-30% -20% -10% 0% 10% 20% 30% 40% 50% NTAP
QADI
-5%
JAVA
WDC
CSCO
-10%
AVID
CPWR

-15%

-20% Circle Diameter Represents


Industry: Telecommunications Services

Revenue Growth
10%
Best in Class
- AT&T
- Verizon Communications

5%
VCI
T
VZ
Operating Margin
0% Siemens
-40% -30% -20% -10% 0% 10% 20% 30% 40% LVLT
PRTL
CTL
-5% Q
ALU
S
Siemens
-10%

-15%


Industry: Transportation

Revenue Growth25%

20%

Best in Class
15% - Landstar Systems
- Union Pacific

10% CHRW
UNP
LSTR
5%
UPS
Operating Margin ABFS
0%
FDX
-20% -15% -10% -5% 0% 5% 10% 15% 20% 25%
YRCW
-5% VEXP

-10%

-15%

-20% Circle Diameter Represents


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Overview of Findings:
America’s Most Productive Companies Large Sales Force Analysis

After compiling and analyzing the data to identify “Best-in-Class” sales organizations, we
conducted follow-up research on a number of these companies. This consisted of online
literature review and interviews with select executives.

Our research helped us identify a number of best practices that we believe explain
outstanding sales force productivity. These 6 Key Differentiators of Excellence are
listed below:

1. Extreme customer and market focus
2. Alignment of products, services and solutions with customer’s high priority needs
3. Alignment of resources to build customer loyalty
4. Alignment of sales process with customer’s buying process
5. Alignment of sales roles and capabilities with customer’s buying process
6. Alignment of time utilization and territories with market potential

This report expounds upon each of these six key differentiators of excellence and offers
insight and best practice recommendations for increased sales force effectiveness.


America’s Most Productive Companies—Large Sales Force Analysis


Top Reasons Sales Close Regardless of the economy, successful sales organizations continually invest in
learning about their customer’s needs and training to sell to these needs.

Sales forces at America’s Most Productive Companies distinguish themselves from peer companies
by taking deliberate measures to align their sales organizations and resources to best meet their
customers’ needs.

For example, these organizations are more likely than their peer companies to:

• Use 360-degree feedback and other tools to help sales managers better understand their teams’
internal capabilities and assign the appropriate resources to the right projects

• Ask customers and prospects in-depth questions to gain a thorough understanding of their
businesses before making sales presentations

Nurtured Relationships • Train their salespeople to offer unique solutions to customer problems rather than a one-size-
fits-all approach
Support/Service after the sale
Product Quality These activities help them make larger sales, accelerate the sales cycle, and optimize selling time,
activities, and staffing levels. All of this helps drive sales force productivity to higher levels.
Branding
Referals Our research suggests that America’s Most Productive Companies provide sales training as well as
Sales Process product training to their sales teams regardless of the economy. Peer organizations, on the other
hand, are more likely to cut back on sales training when the economy is bad. According to a survey
Price respondent, “We see a down economy as an opportunity to learn more about our team members
Availability and how they can make a unique contribution.”
ROI



Really understanding the most pressing needs of the customer and providing solutions

“
that satisfy these needs and deliver value is essential to sales success.

Sales leaders at America’s Most Productive Companies understand that while extreme “customer
focus” is essential, it’s not by any means sufficient. They transcend typical “features and benefits”
of the products they sell to grasp what is truly important to the customer. These best-in-class sales
Identify a critical professionals:

problem facing your • Know their customers’ priorities, how the products and services they sell help to satisfy their
customer – one so customers’ needs, and how much value customers place on having their needs met

ominous that, even • Realize that the more complex and expensive the problem, the more rigorously they will evaluate
in a downturn, it will and scrutinize potential solutions – especially B2B buyers

find the money to • Appreciate that needs and priorities change over time, so it is essential to make the connection
address it. between their solution and how you can help them not only long-term, but today as well.

Harvard Business Review High-value doesn’t mean low price. In fact it may command a premium when the benefits are so

”
March 2009 significant that price is no longer such a meaningful factor. This pricing power helps bolster sales and
profitability, and increases sales force productivity.

A survey respondent from one of America’s Most Productive Companies told us that his was the first
sales team to take the time to find out about their customers’ top priorities. “We used to be more
concerned with our products’ features than with our customers’ needs, but when we turned that
upside down, we saw customers respond like never before.”




Don’t just live and breathe your products, live and breathe your customers’ business.

Nearly everyone knows that it costs a lot more money to gain a new customer than it does to keep an
existing one. Yet, in their day-to-day operations, many sales organizations seem to forget that axiom.
Their sales professionals work leads, make cold calls, respond to RFPs, pitch their products and services,
and do whatever it takes to make a sale (including discounting). They build customer bases, but they
forget what it takes to maintain customer loyalty – and all too often they shoot themselves in the foot.

What do America’s Most Productive Companies do to ensure repeat business and customer loyalty?
Our survey suggests that they:

• Exceed customer expectations by knowing the customer’s business better than the competition
does, by being proactive in offering solutions that address the customer’s needs, and by
communicating with customers in a timely, effective manner
Profiles International’s report, Seven
Factors for Building Extreme Customer
Loyalty, goes beyond simply satisfying • Put in place an infrastructure that ensures customer support either through technology or face-to-
customers to protecting and growing face interaction; sales forces at America’s Most Productive Companies do a better job
strategic accounts with: communicating with their customers, knowing their customers’ needs, and proactively addressing
them
1. Emotional Dependence
2. Structural Dependence • Establish and monitor key “loyalty indicators”
3. Business Dependence
4. Satisfaction America’s Most Productive Companies go beyond basic customer satisfaction. Especially in the B2B
5. Performance
space, they make their products and services integral parts of how customers run their businesses. For
6. Economic Value Proposition
example, a survey respondent told us, “We don’t just live and breathe our products – we live and
7. Alignment and Fit
breathe our customers’ operations. They know that, and they thank us by returning year after year.”




Today’s buyers are rigorous and deliberate about their buying decisions.

Rather than imposing one-size-fits-all sales process on hapless prospects, America’s Most Productive
Companies sell the way their customers want to buy. In today’s economy, consumers are spending
wisely. They believe they have leverage with sellers, and in many cases they do! So they dictate the
process; and they are rigorous and deliberate about their buying decisions.

What’s more, buyers are using social networks to learn about solutions, vendors, and pricing; there is
little opportunity to manipulate or glad-hand someone into buying. That’s why America’s Most
Productive Companies:

• Understand how customers make buying decisions and align their selling process accordingly

• Use technology to help the sales team track their progress through the customer’s buying process

• Use integrated lead generation and CRM systems to improve revenue predictability

• Produce effective reports to give sales managers pipeline visibility so they can hold sales people
Key Buying Influencers: accountable and also provide better coaching and resources to support qualified opportunities
1. Trust
2. Value Sales organizations at America’s Most Productive Companies understand how customers make buying
decisions – and they align their selling processes accordingly. They don’t make simple sales complex and
3. Resources they don’t make complex sales simple.

For example, one respondent from a best-in-class company commented, “If a solution has broad impact
and requires input from multiple parties to identify the problem, scope a solution, and make a buying
decision, that means our team must be prepared for a longer sales cycle and a much more strategic
approach to making the sale.”



Best in class organizations get to know their customers’ businesses on a granular level
and develop specialized sales roles that align with how customers buy.

Aligning the selling process with the customer’s buying process requires specialization of sales roles and
capabilities. For example, a successful new business development executive (the classic “hunter”)
probably has different skills, interests, and core behaviors than a key account manager (the classic
“farmer”), or a sales engineer (the classic “geek”).

In our work with some of America’s Most Productive Companies, we find, time and time again, that these
best in class organizations make an effort to get to know their customers’ businesses on a granular level
and develop specialized sales roles that align with how customers buy. Survey results suggest that sales
forces at America’s Most Productive Companies:

• Clearly define the purpose of the sales role and know what makes someone successful in that role

• Determine who fits best into each role and then either develop or hire people for each specific job;
since cultural issues and other factors can influence who “fits” into an organization, this work is often
customized

• Pinpoint the skills and developmental needs of individual sales representatives

A survey respondent from one of America’s Most Productive Companies told us, “We make sure our reps
fit in with the customers they service. We know our people – and we really know our customers.”

For most adults, it is easier to acquire new skills than to change core behaviors. That’s why many of
America’s Most Productive Companies hire people based on their behaviors – and then train the skills.
At these organizations people are passionate and capable.




The only thing constant is change. Last year’s prime territory could be this year’s
wasteland.

Sales leaders at America’s Most Productive Companies tell us that they don’t shy away from tough
decisions such as when to walk away from a deal, when to let go of a territory that lacks market
potential, or when to invest in extra resources.

No one likes abandoning a customer, but in some cases, especially when demographics and industry
trends have changed so much that a certain territory no longer has promise, continuing to service it
can be a fool’s errand.

America’s Most Productive Companies monitor their sales forces’ time and analyze their territories
to ensure:

• There aren’t too many or too few reps assigned

• They are up-to-date and ready to act based on demographic trends, business news, zoning
issues, and “the local buzz”

• They maintain proper focus on the right selling activities, in the right quantities, at the right
conversion rates

These sales leaders don’t operate in a vacuum. They develop, track, and adjust their “sales
formulas” as needed. One survey respondent told us, “The only thing that remains constant around
here is change. That’s why are careful about how we allot our selling time. Last year’s prime territory
could be this year’s wasteland. And if that’s the case, I need to know!”


Summary of Lessons Learned:
6 Key Differentiators of Excellence
of America’s Most Productive Companies








How We Do It – Overview of our assessments and solutions

Your Business Objective Our Popular Solutions
High-level Strategic Workforce Management
Identifying high-potential employees and managers PXT CP360 PSA CSP
Strategic workforce and succession planning PXT PPI CP360 PSA CSP
Restructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLP
Post-merger integration of organizations PXT PPI PMF WES PSA CSP PLP
Everyday Workforce Management
Basic pre-employment screening SOS PST
Screening, interviewing and selecting job candidates PXT PST EBC PSA CSP
Onboarding new employees PXT PPI PMF
Improving employee productivity and work quality PXT PPI WES
Improving employee motivation and communication PPI PMF WES
Resolving conflict between co-workers PPI
Selecting and managing teams PPI
Evaluating management effectiveness PXT PPI CP360 WES
Prioritizing management development needs CP360 WES
Sales and Customer-facing Workforce Management
Screening, interviewing and selecting job candidates PST EBC PSA CSP
Retaining and growing customers and accounts PSA CSP PLP
Improving sales performance PPI CP360 PMF WES PSA PLP

Legend SOS Step One Survey PMF Profiles Managerial Fit
PXT ProfileXT WES Workplace Engagement Survey
PST Profiles Skills Tests PSA Profiles Sales Assessment
EBC Employee Background Checks CSP Customer Service Profile
PPI Profiles Performance Indicator PLP Profiles LoyaltyPro
CP360 CheckPoint 360



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Profiles Sales Assessment™ (PSA)
The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in your
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The “job modeling” feature of the PSA is unique, and can be customized by company, sales position,
department, manager, geography, or any combination of these factors. This enables you to evaluate
an individual relative to the qualities required to perform successfully in a specific sales job in your
organization. It also predicts on-the-job performance in seven critical sales behaviors: Prospecting,
Call Reluctance, Closing the Sale, Self-starting, Working with a Team, Building and Maintaining
Relationships, and Compensation Preference.

Customer Service Profile™ (CSP)
The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs in
your organization. It is used primarily for selecting, on-boarding, and managing customer service
employees.

The CSP also looks at what your current and future employees believe is a high level of customer
service, while at the same time showing where they align (or not) with the company’s perspective.
We have a general industry version of this assessment as well as vertical specialties in hospitality,
healthcare, financial services, and retail.




Step One Survey II® (SOSII)
The SOSII is a brief pre-hire assessment that measures an individual’s basic work-related values. It is
used primarily as a screening tool early in the candidate selection process.

This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity
for substance abuse, and attitudes toward theft — including property, data and time.

ProfileXT® (PXT)
The PXT assessment measures how well an individual fits specific jobs in your organization. The “job
matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the
qualities required to successfully perform in a specific job. It is used throughout the employee life
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This assessment reveals consistent, in-depth, objective insight into an individual's thinking and
reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your
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of being successful in a role, and provides practical recommendations for coaching them to
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Profiles Performance Indicator™ (PPI)
The Profiles Performance Indicator is a DISC-type assessment that reveals aspects of an individual's
personality that could impact their fit with their manager, coworkers and team, and their job
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The PPI specifically measures an individual's motivational intensity and behaviors related to productivity,
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A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new teams,
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The CheckPoint Management System is a 360-degree assessment. It is used primarily to evaluate the
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The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And it
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People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF)
measures critical aspects of compatibility between a manager and their employees. This report offers
an in-depth look at one’s approach to learning, as well as six critical dimensions of compatibility with
their manager: self-assurance, conformity, optimism, decisiveness, self-reliance, and objectivity.

Managers use this information for adapting their styles in order to get the most from each employee;
improve communication; increase engagement, satisfaction, and productivity; and reduce employee
turnover.



Workplace Engagement Survey (WES)
Our Workplace Engagement Survey (WES) measures the degree to which your employees connect
with their work and feel committed to the organization and its goals. This gives you and your
management team a detailed view of what influences engagement across all of your workforce
segments and how your employees compare statistically to the overall working population.

In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across
your entire organization, and gives recommendations for your organization to improve.

Profiles Skills Tests (PST)
Profiles International provides comprehensive assessments to measure essential knowledge and
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Profiles International provides comprehensive employee background checks for our clients. These
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Profiles LoyaltyPro™ is a web-based customer loyalty surveying tool. Loyalty, as determined
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America's Most Productive: Large Sales Force Analysis

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America's Most Productive: Large Sales Force Analysis