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competency

competency

Discuss competency within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; COMPANY PROFILE Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the world's 4th largest two- ...

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benjohn18
benjohn18 is an unknown quantity at this point
 
benjohn18
 
Institute: IBMR, BANGALORE
Status: Offline
Posts: 1
Join Date: Sep 2009
competency - September 8th, 2009

COMPANY PROFILE











Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the world's 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Akurdi and Chakan (near Pune),Waluj (near Aurangabad) and Pantnagar in Uttaranchal. Bajaj Auto makes and exports motor scooters, motorcycles and the auto rickshaw.
The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946 .
Over the last decade, the company has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer. Its product range encompasses Scooterettes, Scooters and Motorcycles. Its real growth in numbers has come in the last four years after successful introduction of a few models in the motorcycle segment.
The company is headed by Rahul Bajaj who is worth more than US$1.5 billion.
Company's history
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year.
According to the authors of Globality: Competing with Everyone from Everywhere for Everything, Bajaj has grown operations in 50 countries by creating a line of value-for-money bikes targeted to the different preferences of entry-level buyers.
Timeline of new releases
• 1960-1970 - Vespa 150 - Under the license of Piaggio of Italy
• 1971 - three-wheeler goods carrier
• 1972 - Bajaj Chetak
• 1976 - Bajaj Super
• 1977 - Rear engine Auto rickshaw
• 1981 - Bajaj M-50
• 1986 - Bajaj M-80, Kawasaki Bajaj KB100
• 1990 - Bajaj Sunny
• 1991 - Kawasaki Bajaj 4S Champion
• 1994 - Bajaj Classic
• 1995 - Bajaj Super Excel
• 1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Auto rickshaw
• 1998 - Kawasaki Bajaj Caliber, Bajaj Legend, India's first four-stroke scooter, Bajaj Spirit
• 2000 - Bajaj Saffire
• 2001 - Eliminator, Bajaj Pulsar
• 2003 - Caliber115, Bajaj Wind 125, Bajaj Pulsar
• 2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i
• 2005 - Bajaj Wave, Bajaj Avenger, Bajaj Discover
• 2006 - Bajaj Platina
• 2007 - Bajaj Pulsar-200(Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi (Fuel Injection) , XCD 125 DTS-Si (Pronounced Exceed 125 DTS-Si)
• 2008 - Bajaj Discover 135 DTS-i - sport (Upgrade of existing 135 model)
• 2009 - (January) Bajaj XCD-135cc launched.
Spinoffs and acquisitions
It has been reported that Bajaj is headed for a de-merger into two separate companies: Bajaj Auto and Bajaj Finance. It is expected that the sum of the parts created will be worth more that the current whole, as was the case in the de-merger of Reliance Industries.
In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports AG (holding company of KTM Sportmotocycles AG). The two companies have signed a cooperation deal, by which KTM will provide the know-how for joint development of the water-cooled 4 stroke 125 and 250 cc engines, and Bajaj will take over the distribution of KTM products in India and some other Southeast Asian nations. Bajaj Auto said it is open to take a majority stake in KTM and is also looking at other takeover opportunities. On the 8th of January 2008, Managing Director Rajiv Bajaj confirmed the collaboration and announced Bajaj Auto's intention to gradually increase their stake in KTM to 25%.
Products
Some of the models that Bajaj makes (or has made including prototypes) are:
Scooters
• Bajaj Kristal DTSi
Cars
• Bajaj Lite concept
• Bajaj ULC (ultra-low cost)- the Tata Nano competitor. [7]
Motorcycles
• Bajaj CT 100
• Bajaj Platina
• Bajaj Discover 110cc
• Bajaj Discover DTS-i 125cc
• Bajaj Discover 135cc DTS-i
• Bajaj XCD 125 DTS-Si
• Bajaj Discover DTS-i 135cc
• Bajaj Pulsar 150 DTSi
• Bajaj Pulsar 180 DTSi
• Bajaj Pulsar 200 DTSi
• Bajaj Pulsar 220 DTS-Fi
• Bajaj Avenger

Upcoming Models
• Bajaj Sonic
• Bajaj Discover 150
• Bajaj XCD 125 sprint
Discontinued Models
• Bajaj Sunny
• Bajaj Chetak
• Bajaj Cub
• Bajaj Super
• Bajaj Saffire
• Bajaj Wave
• Bajaj Legend
• Bajaj Bravo
• Kawasaki Eliminator
• Bajaj Kawasaki Wind 125
• Bajaj Kawasaki 4s Champion
• Bajaj Kawasaki KB 100 RTZ
• Bajaj Boxer
• Bajaj Caliber
• Bajaj Wind
Low cost cars
Bajaj Auto says its $2,500 car, which it is building with Renault and Nissan Motor, will aim at a fuel-efficiency of 30 km/litre, or twice an average small car, and carbon dioxide emissions of 100 gm/km.
It is a Tata Nano competitor. The Bajaj venture will have an initial capacity of 400,000 units, while Tata expects eventual demand of 1 million Nanos.














INTRODUCTION TO COMPETENCY











Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role.
For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes.
Competence is also used to work with more general descriptions of the requirements of human beings in organizations and communities. Examples are educations and other organizations who want to have a general language to tell what a graduate of an education must be able to do in order to graduate or what a member of an organization is required to be able to do in order to be considered competent. An important detail of this approach is that all competences have to be action competences, which means you show in action, that you are competent. In the military the training systems for this kind of competence is called Artificial Experience, which is the basis for all simulators.
Competence is shown in action in a situation in a context that might be different the next time you have to act. In emergency contexts, competent people will react to the situation following behaviors they have previously found to succeed, hopefully to good effect. To be competent you need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competence grows through experience and the extent of an individual to learn and adapt. However, there has been much discussion among academics about the issue of definitions. The concept of competence has different meanings, and continues to remain one of the most diffuse terms in the management development sector, and the organizational and occupational literature (Collin, 1989).


General Competence Development
It is interesting to register competencies; in HR it is much more important to have a policy for developing competences especially the general competences described below.
Dreyfus and Dreyfus has introduced a language of the levels of competence in competence development. The causative reasoning of such a language of levels of competence may be seen in their paper on Calculative Rationality titled, "From Socrates to Expert Systems: The Limits and Dangers of Calculative Rationality." The five levels proposed by Dreyfus and Dreyfus were:
• Novice: Rule based behavior, strongly limited and inflexible
• Experienced Beginner: Incorporates aspects of the situation
• Practitioner: Acting consciously from long term goals and plans
• Knowledgeable practitioner: Sees the situation as a whole and acts from personal conviction
• Expert: Has an intuitive understanding of the situation and zooms in on the central aspects
The process of competence development is a lifelong series of doing and reflecting. And it requires a special environment, where the rules are necessary in order to introduce novices, but people at a more advanced level of competence will systematically break the rules if the situations requires it. This environment is synonymously described using terms such as learning organization, knowledge creation, self organizing and empowerment.


General Competence
In a specific organization or community you need to have the Professional Competence of the profession or industry, i.e. possess the competencies necessary for you to be competent in your profession or industry. They are usually the same competencies you have to show in an interview for a job. But today there is another way of looking at it: that there are certain general areas of Occupational Competence required if you want to keep a job or get a promotion. For all organizations and communities there is a set of primary tasks that competent people have to contribute to all the time. For a university student, for example, the primary tasks could be:
• Handling theory
• Handling methods
• Handling the information of the assignment
The four general areas of competence are:
• Meaning Competence: You must be able to identify with the purpose of the organization or community and act from the preferred future in accordance with the values of the organization or community.
• Relation Competence: You must be able to create and nurture connections to the stakeholders of the primary tasks.
• Learning Competence: You must be able to create and look for situations that make it possible to experiment with the set of solutions that make it possible to complete the primary tasks and reflect on the experience.
• Change Competence: You must be able to act in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Occupational Competence
The Occupational Competence movement was initiated by David McClelland in the 1960s with a view to moving away from traditional attempts to describe competence in terms of knowledge, skills and attitudes and to focus instead on the specific self-image, values, traits, and motive dispositions (i.e. relatively enduring characteristics of people) that are found to consistently distinguish outstanding from typical performance in a given job or role. It should be noted that different competences predict outstanding performance in different roles, and that there is a limited number of competences that predict outstanding performance in any given job or role. Thus, a trait that is a "competence" for one job might not predict outstanding performance in a different role.
McClelland argued that these competencies could neither be identified nor assessed using traditional procedures. The fundamental problem is that high level competencies such as initiative and the ability to understand and intervene in organizational processes are difficult and demanding activities that no one will engage in unless they very much care about the activity in which they are engaged – or unless they find these activities intrinsically satisfying (here is the link to McClelland's work on social motives). Such qualities will, therefore, most often only be developed and displayed while people are undertaking activities they care about. Furthermore, success in undertaking them depends on bringing to bear a range of cognitive, affective, and cognitive components of competence, such as thinking about what is to be achieved and how it is to be achieved, turning one’s emotions into the task, and persisting over a long period of time. Note, again, that these components of competence cannot be assessed except in relation to activities people care about, i.e. they cannot be assessed through the processes favored by traditional psychometricians. Hence their neglect in conventional studies of occupational competence based upon traditional knowledge—and especially tests of “academic” knowledge—tests knowledge of content.
As it happens, McClelland and his colleagues had developed an alternative framework for thinking about and assessing high level competencies but, unfortunately, presented it as a way of thinking about motivation. And, because it is at loggerheads with conventional thinking in psychometrics, it has been widely misunderstood. Over time, it became clear that the high level competencies differentiating effective from ineffective performance in occupational roles could be identified using detailed Behavioral Event Interviews because these interviews do capture thoughts and behavior in situations in which the interviewee is more or less fully engaged, as the interviewee normally has free choice of the situations to describe. These studies revealed the importance of a wide range of previously neglected competencies.
By the time Lyle and Signe Spencer sought to bring them together in their book “Competence at Work” there were about 800 such studies. Unfortunately, a significant part of the multi-billion dollar international competence based education and training movement which followed largely corrupted the orientation of the program back into the very framework that McClelland had tried so hard to replace. Recent work has re-emphasized the connection between competences and outstanding performance on the job. However, it must be emphasized that while generic competencies, as found in "Competence at Work" provide a useful 'rough cut' of the competencies most relevant to a common range of roles, it is also the case that many of the competencies that are linked to outstanding performance are unique to those roles. The more different a role is from those described in Competence at Work, the more different the competencies are likely to be from those listed in that book.
Nevertheless, as can be seen from Raven and Stephenson, there have been important developments in research relating to the nature, development, and assessment of high-level competencies in homes, schools, and workplaces.


Competency model
Competencies are characteristics which drive outstanding performance in a given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total. The number and type of competencies in a model will depend upon the nature and complexity of work along with the culture and values of the organisation in which the work takes place.
Since the early 70’s, leading organizations have been using competencies to help recruit, select and manage their outstanding performers after Dr David McClelland, Harvard Business School Professor of Psychology, found that traditional tests such as academic aptitude and knowledge tests, did not predict success in the job.
More recent research by individuals such as Daniel Goleman in Emotional Intelligence and Richard Boyatzis, in The Competent Manager, have reinforced and emphasized the importance of competencies as essential predictors of outstanding performance.
A competence model, also known as a competency framework, uses the five competences described earlier. These will support the primary tasks and the job specific tasks. Together these tasks reflect the purpose of the job.


































SYNOPSIS















WORKING TITLE


“Sales Staff Competencies – A Crack Of Dawn in Automobile Industry”



PURPOSE OF THE RESEARCH

Today sales team has become the backbone of every industry. If you talk about service industry or even manufacturing industry, sales is the real source of income to the company. Mostly marketing team set the objectives and prepares the budget, but meeting this budget is always done by sales team. If we take automobile industry into consideration then Bajaj will be without a doubt a leader in his own sense.
Now what is it that makes them so superior in the 2 wheeler industry? Is it the just the technology or is it the style that sets them apart. If we go down few years back, Bajaj was 3rd in the ranking after Hero Honda and TVS Motors in MP. But in recent past Bajaj has taken 1st spot again. What has made them do that?
Surely the sales team have stepped up the plate and shown that they can make the difference.
This project will go deep into the detailed study of sales staff competencies and its effect on the automobile industry.




AIM

TO EVALUATE THE EFFECTIVENESS OF SALES PERSON COMPETANCIES IN THE AUTOMOBILE INDUSTRY (in context to Bajaj Auto Ltd.)



OBJECTIVES:

PRIMARY

• To assess company’s sales objectives.
• To identify various skills and competencies that is possessed by the sales team.
• To do the reach analysis for the agency and identify the contribution of sales staff in brand awareness and brand perception of Bajaj Auto ltd..

SECONDARY

• To understand the agency business and various strategies involved behind the successful implication of the business.
• To suggest improvement to the Agency sales staff for the betterment of the business.

HYPOTHESIS

Effective sales team contributes to the successful marketing, sales and branding objectives.


RESEARCH METHODOLOGY

A) Research Design: Descriptive Research
Large representative samples (Agencies across MP) will be taken under consideration with preplanned, structured and quantitative way of survey process.

B) Sample size: 200


C) Data Collection and methodology:


Primary data:

• Conversations with Marketing/ Sales and HR Managers of different Bajaj Agencies of Madhya Pradesh.

• Conversations with professionals and customers in order to know the feedback of the sales staff.

.

Secondary data:

• Web source
• Internal information
• Published materials
• Computerized databases
• Guides


Data Analysis

The various tools used for this study are –

• Bar Graphs
• Pie charts
• Column Graphs


















QUESTIONNAIRE ANALYSIS



















1. Can you explain why you expect, rather than hope to convert your hot prospects into customers.



Analysis: It is seen from the data collected that nearly 91% of the 100 salesperson expects, rather than hope to convert the hot prospects into customers. The 7% of the salesperson were having a negative response to the question and 2% of the salesmen said they were not sure.


















2. Are you able use your sales pipeline to accurately forecast performance against target.



Analysis: From the data collected nearly 95% of the respondent said Yes when the were asked, whether they were able to use sales pipeline to accurately to forecaste performance against target. There were only 5% of total sales person which said that they were not able forcast performance against target.


















3. Do you always make effective use of non customer facing time



Analysis: 64% of the salesperson were not sure whether they make or don’t make effective use of non customer facing time. With only 9% of the sales man saying yes, that they make effective use of non customer facing time.




















4. Is your diary full for the next 5 working days



Analysis: 70% of the salesmen said yes that their dairy is full for next 5 working days. This shows their commitment and also that their goal is set. Nearly 30% of the salesperson said no to this question. They feel that making notes is not an effective measure.

















5. Do you proactively set time aside for prospecting




Analysis: with a massive response of 51% in favor of proactively set time aside for prospecting shows that salesmen are always ready to seek new prospects and are willing to devote time for it.

















6. Do you always prepare thoroughly for each customer meeting




Analysis: the response was quiet strange. Nearly 50% of sales person said that they don’t prepare for each customer meeting. The reason for this was simple- they like to profile the candidate and then use their skills to make them potential customers. 30% of the sales force were not sure to this question.
















7. Do you set an expected outcome of any customer meeting and work towards that goal



Analysis: yes was the response of 82% of the salesmen that they expect outcome of any customer meeting and then they work toward the goal. This shows their positive attitude towards work. Only 10% of the candidates were having a negative response to this question.

















8. On joint visits do you brief your line manager on the purpose of the call and welcome the opportunity to have your sales skills & competencies observed



Analysis: 97% of the salesmen said yes when they were asked that whether they brief line managers on the purpose of the call and welcome the opportunity to have sales skills and competencies observed. This clearly states that the sales force is always on a learning mode.
















9. Do you document the outcomes of your meetings with customers and ensure any commitments are met 100%



Analysis: 80% of the sales force said yes they document the outcome of meeting with customer as it helps them to meet their commitments on time and in an effective manner. Only 5% of the salesmen said that they don’t document everything when they meet customers as the mind of customer is always changing.
















10. Do you have the minimum standard of product knowledge required to establish credibility with any customer



Analysis: All the salesmen said yes to this particular question. When asked- do you have minimum standard of product knowledge required to establish credibility with any customer?
100% of the sales force said yes.
















11. Do you follow a proven sales process covering, prospecting, qualifying, proposing & negotiating that produces positive results



Analysis: the response to this question was a split decision. 40% said yes, 40% said not sure and 20% said no. this was because in an automobile sales agency mostly there is no set pattern for sale. Every customer is a potential prospect.

















12. Do you take responsibility for any tender, bid or proposal that goes to your prospect/customer




Analysis: this question clearly indicates that no one is willing to take the blame of loosing a customer. Only 22% of the sales force was willing to take the rick of accepting the loss/gain and on the basis of past hoping to improve themselves.
















13. Do you proactively identify the areas of learning and sales competency that you need to improve



Analysis: 66% of the sales force said that they willing to improve themselves in areas where there is need of improvement. 11% said they are good enough and they don’t need to improve. Nearly 30 % of the salesmen were not sure about it.

















14. Other than achievement of target do you have any other way of monitoring the effectiveness of your performance. If yes then what?



Analysis: 84% of the sales said that achieving target is the only basis monitoring the effectiveness of performance. 11% of the respondent said there are other ways too which can use to measure performance. 5% of the salesmen were not sure as to what could have been the possible answer.
















15. Do you work to SMART objectives in terms of your own development



Analysis: 78% of the salesmen said yes that they work to smart objectives in terms of their development. 21% of the total respondent said no they don’t work to smart objectives in terms of their own development, they strongly feel that development comes through experience.

















16. Do you accept constructive criticism



Analysis: mostly people don’t like to here criticism. Nearly 60% of the salesmen said no they don’t like to here criticism and on 30% of the salesmen said that they are open to constructive criticism.


















17. Can you be trusted to do what is right



Analysis: the answer to this question was very obvious. 100% said Yes that they can be trusted on what they are doing is right.






























Questionnaire For Management



















1. Do you challenge the robustness of your team pipeline on a regular basis.

Management
Yes 47
No 2
Cant Say 1





















2. Do you know what activities are carried out by your team when they are not customer facing

management
Yes 41
No 7
Cant Say 2

















3. Do you have KPI's in place for time management and do you monitor adherence
Management
YES 40
NO 9
Cant Say 1






















4. Do you provide specific coaching for your team in the art of prospecting
management
Yes 2
No 47
Cant say 1






















5. Are you fully briefed by your team member as to the preferred outcome of any jointly attended customer meeting
management
Yes 48
No 2
Cant Say 0


















6. Do you discuss and agree your role in any customer meeting including the specific skills you will be observing
management
Yes 43
No 5
Cant Say 2




















7. Do your 1-2-1 meetings with team members focus on why business will be done rather than why it cannot
management
Yes 45
No 1
Cant Say 4


















8. Do you have sales KPI's for measuring competency that are accepted and understood by your team
management
Yes 47
No 1
Cant Say 2



















9. Do your team members regularly ask for your help in an area they have identified needs improving
management
yes 31
no 15
cant say 4


















10. Do you trust your team to do what is right
management
yes 50
no 0
cant say 0
































INTERPRETATION















Enhancing one's Sales Management Competencies is the most effective way to change behavior and get significant increases in sales results. Unfortunately it is the most overlooked exercise in growing a sales team. From the data collected the following competencies emerged as the KPI.
1. Has written goals: the attributes are as follows
 Clear
 Specific
 Realistic/attainable
 Compelling
 Is committed to them
 Has internalized them


2. Follow written goal plan: the attributes are as follows
 Knows what must be done and why
 Has developed action plans
 Follows the action plan
 Has determined possible obstacles
 Has a plan to deal with obstacles
 Has check points
 Debriefs daily

3. Has positive outlook: the attributes are as follows
 About self
 About company
 About marketplace
 About learning
 About growing
 About value of what they have to offer
 About value of what company has to offer

4. Take responsibilities ( no excuses): the attributes are as follows
 Doesn’t internalize i.e.; doesn’t blame others, company, their past etc.
 Knows its up to them
 Knows the only things they can control are their activity and behavior
 Its OK to Fail
 Does the behavior they need to do at all times
 Learns from in appropriate behavior
 Accepts challenges
 Doesn’t rationalize

5. Strong self image: the attributes are as follows
 High self image
 Is not effected by what other think
 Understands that getting a NO is good thing
 Doesn’t take no as failure
 Learns from each behavior they perform
 Realizes that there is lot to learn and it is ok not to be perfect
 Understands that the “role” failure is the way to grow and does not effect how they should feel about themselves,

6. Supportive belief: the attributes are as follows
 Ok to hear no
 Of to fail
 Ok not to get approval
 Ok if I upset someone
 Calls at the right levels

7. Controls emotions: the attributes are as follows
 Controls emotion
 Is not lost for words
 Doesn’t take things personally
 Knows what to say and what to do at all appropriate time
 Doesn’t panic
 Stays at the moment
 Doesn’t over analyze

8. Does not need approval: the attributes are as follows
 Will bring things to closure
 Gets good upfront contacts
 Gets personal need met outside sales.

9. Post calling debriefing: the attributes are as follows
 Performed daily
 Starts with an outcome and works backward
 Salesperson learns why the outcome was reached
 Salesperson learns his part in the outcome
 Follows prior days lesson
 Ask a lot of why and how questions

10. Pre-calling strategizing: the attributes are as follows
 Poses hypothetical objections to test for preparation
 Ask about the prospect of decision making ability

11. Supportive buy cycle: the attributes are as follows
 Establishes goal for what they want

12. Effective recruiter: the attributes are as follows
 Recruits regularly
 Sets high standards
 Becomes an effective part of the interview

13. Effective listening/questioning: the attributes are as follows
 Helps the teammates to do the talking
 Knows what question to ask
 Ask a lot of how and why questions
 Doesn’t get emotionally involved
 Doesn’t assume
 Question uncover problems

14. Early bonding and rapport: he attributes are as follows
 Helps prospect to relax
 Gains comfort level
 Know when they don’t have rapport
 Deals with problem upfront
 Displays sincerity, trust, believability.

15. Effective motivator: the attributes are as follows
 Knows the dreams of his teammates
 Knows the plan each day to achieve the goals
 Motivates using goals and not quotes
 Understand that all persons are different
 Doesn’t accept complacency
 Recognize when is the time to set new goals

16. Qualifies proposals and quotes: the attributes are as follows
 Salesperson knows all the decision areas
 Salesperson helps to influence decision
 Must know the time line for decision
 Must know the probability of sale
 Must know where they stand against competition
 Must predict what happens next

17. Gets commitment and decision: the attributes are as follows
 Salesperson gets yes/no decision
 Salesperson finds out the conviction level
 Willing to hear no

18. Strong desire for success: the attributes are as follows
 Has goals
 Willing to take risk
 Has the incentive to perform task that may be uncomfortable
 Is self-motivated
 Undying urge to become the best

19. Commitment- doing what it takes for success: the attributes are as follows
 Is a winner
 Does what non winner wont do
 Will put himself into high risk positions
 Willing to force a no from the prospect
 Unconditional at most times



















SUGGESTIONS















Introduction of a new sales competency model –

“Ben Sales Competency Model”

BSCM is a robust sales competency model that provides a meaningful insight into what drives individual and team sales performance, relevant to automobile industry. In the past, the companies had a luxury of a relatively straightforward sales model that made hiring and developing people for sales jobs easier.
Changes in the business climate such as speed of innovation, sales effectiveness, new technology, shifts from commoditized selling to value-based selling and dramatically changing markets (globalization, regulation, and changing buyer demographics, just to name a few) are radically changing the demands made on sales people.
In this complex environment the simplified concept of selling is no longer a guarantee for success. Pure product selling is becoming outdated and ineffective, as sales people at all levels and with a variety of experience have to navigate the twists and turns that lead to the success in the new sales environment.

Introduction to BSCM

With the research done over the last 3 months indicates that most sales roles are far more complex than many older sales models can measure. Looking at the changes sales people are facing today as compared to last few years, sales professionals must now:
• Develop and learn methods to get the attention of buyers
• Adapt and work within rapidly changing regulations
• Have skills to overcome an often-skeptical audience
• Succeed in an environment that is much more “business focused”
There are three main aspects of BSCM
a) Foundations - Measures factors that are important to sales effectiveness in most sales situations.
b) Motivations - Measures aspects of motivation crucial to keeping sales people performing at their peak.
c) Cycle - Helps to understand how an individual is likely to perform in specific sales situations.
The research results led to the development of a robust sales competency model that provides meaningful insight into what drives individual and team sales performance, relevant to a wide range of sales positions, industries and types.
The model consists of 14 Critical Factors (Sales Foundation and Sales Cycle) and 8 critical Motivators that can predict sales effectiveness. The model is intuitive to sales professionals and offers a clear description of an individual’s strengths and limitations in a sales context. All 14 of the critical factors were found to have predictive potential in a wide range of sales situations.

The SHL Sales Model: Critical Factors
Sales Foundation Sales Motivation Sales Cycle
Sales Confidence Money Developing a Game Plan
Sales Drive Competition Making Contact
Sales Resilience Achievement Building Desire
Adaptability Pace Creating Options
Listening Social Contact Presenting
Embracing Change Recognition Closing the Sale
Autonomy
Growth Satisfying the Customer




























QUESTIONNAIRE















Questionnaire { part 1 }
Salesperson Questions:

1. Can you explain why you expect, rather than hope to convert your hot prospects into customers.
A) Yes B) No C) Not sure
2. Are you able use your sales pipeline to accurately forecast performance against target
A) Yes B) No C) Not sure
3. Do you always make effective use of non customer facing time
A) Yes B) No C) Not sure
4. Is your diary full for the next 5 working days
A) Yes B) No C) Not sure
5. Do you proactively set time aside for prospecting
A) Yes B) No C) Not sure
6. Do you always prepare thoroughly for each customer meeting
A) Yes B) No C) Not sure
7. Do you set an expected outcome of any customer meeting and work towards that goal
A) Yes B) No C) Not sure
8. On joint visits do you brief your line manager on the purpose of the call and welcome the opportunity to have your sales skills & competencies observed
A) Yes B) No C) Not sure
9. Do you document the outcomes of your meetings with customers and ensure any commitments are met 100%
A) Yes B) No C) Not sure
10. Do you have the minimum standard of product knowledge required to establish credibility with any customer
A) Yes B) No C) Not sure
11. Do you follow a proven sales process covering, prospecting, qualifying, proposing & negotiating that produces positive results
A) Yes B) No C) Not sure
12. Do you take responsibility for any tender, bid or proposal that goes to your prospect/customer
A) Yes B) No C) Not sure
13. Do you proactively identify the areas of learning and sales competency that you need to improve
A) Yes B) No C) Not sure
14. Other than achievement of target do you have any other way of monitoring the effectiveness of your performance. If yes then what?
A) Yes B) No C) Not sure
15. Do you work to SMART objectives in terms of your own development
A) Yes B) No C) Not sure
16. Do you accept constructive criticism
A) Yes B) No C) Not sure
17. Can you be trusted to do what is right
A) Yes B) No


Questionnaire { part 2 }
Management Team:

1. Do you challenge the robustness of your team pipeline on a regular basis
A) Yes B) No C) Cant say

2. Do you know what activities are carried out by your team when they are not customer facing
A) Yes B) No C) Cant say

3. Do you have KPI's in place for time management and do you monitor adherence
A) Yes B) No C) Cant say

4. Do you provide specific coaching for your team in the art of prospecting
A) Yes B) No C) Cant say

5. Are you fully briefed by your team member as to the preferred outcome of any jointly attended customer meeting
A) Yes B) No C) Cant say

6. Do you discuss and agree your role in any customer meeting including the specific skills you will be observing
A) Yes B) No C) Cant say

7. Do your 1-2-1 meetings with team members focus on why business will be done rather than why it cannot
A) Yes B) No C) Cant say

8. Do you have sales KPI's for measuring competency that are accepted and understood by your team
A) Yes B) No C) Cant say

9. Do your team members regularly ask for your help in an area they have identified needs improving
A) Yes B) No C) Cant say

10. Do you trust your team to do what is right
A) Yes B) No C) Cant say
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