Logistics For Today’s Call .

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January 12 , 2012

Logistics for today’s call . All attendee’s will be on “silent” mode during thepresentation. Please utilize the “Questions” feature to ask questions;simply type in your question and press enter. At the conclusion of the presentation, the moderatorwill facilitate the “Question & Answer” sessionutilizing the “Questions” feature.

Sales Benchmark Index will . Send a copy of presentation to you Additional questions can be sent directly to:Scott.Gruher@salesbenchmarkindex.comJoin us for our next Webinar . How to On Board New Sales Talent in 5 Easy Steps Thursday, February 9th, 2012 1:00 p.m. Central 30 minutes Register at www.salesbenchmarkindex.com

Today’s Guest .Scott Gruher Managing Consultant at SBI Prior to SBI, Scott held SalesLeadership and Global Accountspositions at Cintas Corporation Scott has filled Executives levelpositions for multiple Fortune 500corporations Industries Include: Business Services Software Healthcare Publishing Automotive

Executive Search Statistics The average cost of mishire for an executive salesleader is over 1 Million Average time to fill an executive sales position isgreater than 4 months Sales Vice Presidents last an average of 19 months intheir role

Why is Sale Executive Search a Problem? Not enough time to identify, recruit, and assesscandidates No methodology to assess candidates accurately leadsto internal disputes More stakeholders involved in decision making Lack of Competency definition and assessment No sales-domain specific search resources Lack of hiring profile clarity leads to misguided efforts

Sales Executive SearchWhat is a Sales Executive Search? A detailed project with multiple phases.What does a Sales Executive Search do? It identifies, recruits, and assesses key individuals to fillsales leadership positions.What does it mean to use a Sales Executive Search? A company can have a sales leadership team composed oftop talent.

Search Engagement MethodologyBenchmark RoleCalculateCost of MisHiresReviewComp yCreate ild TargetCompanyPlanIdentify RHRHRSet Performance ctionProcessSalesHRTalent rameworkConductSearchObtain alesSalesSalesSalesSalesSalesSalesHRHRHRHR

Cost of Mis-Hire CalulationNameCost of Mishires1. Total costs in hiring the person Recruitment/search fess (any guarantee? If so, was money recovered?) Outside testing, interviewing, record checking, physical exam HR department time and administrative costs (for all candidates) Travel costs (for all candidates, spouses, other executives traveling to meet candidate) Time/expenses of non HR people (all candidates) Relocation (moving household goods, purchasing house for candidate)2. Compensation: (sum for all years person was in job) Base ( x number of years) Bonuses ("signing," performance, etc.) for all years Stock options (realized for all years), benefits (insurance, 401K, etc.), car, clubs Other forms of compensation3. Maintaining person in job: (sum for all years person was in job) Administrative assistant for all years Office "rental" (incl. electricity, etc.) for all years Furniture, computer, equipment, travel for all years Training4. Total severance: Severance fee (salary, benefits, use of office), lawyer fees Outplacement counseling fee Costs in lawsuits caused by the person (EEOC, harassment, EPA, OSHA, etc.) Administrative costs is separation, wasted time of people in separation "Bad press" (loss of corporate good will, reputation)The average cost ofmishire is approximately6 X the base salary forthe role5. Mistakes/Failures (missed and wasted business opportunities) embezzled 1M drove a key customer away impaired customer loyalty mis-hired three people at total cost of 2.3M (applies to a manager) wasted 700K on software that had to be scrapped (applies to a manager)6. Disruption (Costs of inefficiency in the organization) lower morale, lower productivity impaired teamwork8. SUM OF ALL COSTS (#1 through #7)9. Estimated Value of their Revenue Contribution10. NET COST OF MIS-HIRE (#8 - #9)11. AVERAGE COST OF MIS-HIRENameName

Example Scorecard

Example: Custom Selection Process FlowStep #1 Candidate Completes Career History FormSBIStep #2 Hold Phone ScreenSBIStep #3 Conduct Topgrading InterviewsSBIStep #4 Submit Top 3 Candidates to ClientSBIStep #5 Client InterviewClientStep #6 Round Robin Interviews & WhiteboardClientStep #7 Reference Checks (x3)ClientStep #8 Round Table ReviewClient/SBIStep #9 Formal OfferClientStep #10 OnboardingClient/SBI

Competencies

Competency Interview Scoring Methodology

Scoring ModelAreaIndividual CompetencyHandling different sales scenarios; setting agenda; following complex sales process guidance;presenting company value propositionsDemonstrating grasp of those methodologies relevant to the business; applying different2. Pricing Methodspricing techniques to proposed solutions; ensuring sales reps are following corporate pricingguidance; frequency of requesting pricing exceptions3. OpportunityManaging pipeline; inspecting Opportunities; accelerating campaigns; demonstrating dealManagementingenuity; providing deal-based ideasHandling competitive, price, resource, and risk challenges to proposed solutions; presenting4. Objection Handlingresponses to objections; gaining prospect/client acceptance to proposed solutionsUsing give-get frameworks; representing company interests; leaving clients, partners, andprospects with feelings about how a deal was obtained; Convincing others of the merits of a5. Negotiatingposition; achieving win-win positioning; getting others to assume a performance burden;persuading customers to change course; persuading managers to alter courseDeveloping customer loyalty; preventing customer attrition; ensuring accounts provide6. Customer Focusstrong references, generating repeat businessOverseeing talent development programs and efforts; taking interest in advancement of7. Developing Directsubordinates; success of previous subordinates in other areas of the organization; ensuringReportsstable of qualified and available replacements; developing Career Action Plans8. Convert Strategy to Developing tactics to implement internal corporate sales strategy; linking customer strategicTacticsgoals into solution; embeding customer strategic goals into customized sales collateralAdopting company policies; utilizing CRM system; adhering to sales process; understanding9. Managing Processes sales methodologies; defining handoffs; measuring process output; providing specificgovernance and guidance around process adherenceMaintaining a virtual bench; attracting top talent within the organization; assessing talent at10. Talent Managementall stages in a candidate lifecycle; onboarding oversight1. Sales ApproachSalesKnowledgeDefinitionRating(1 - 6)Benchmark (1 - .3)3.2(3.2)3.3(3.3)3.7(3.7)3.5(3.5)3.9(3.9)

Decision FrameworkCandidate Dashboard - Insert Position Client ReviewSBI ReviewCandidate #1Candidate #2Candidate #3Candidate #4Raw adership/Management Style5509.447945840840Sales Knowledge5509.949.59.2469458.542.5Intellectual Horsepower5509.748.58.743.58.944.5945Initial Interview5500000Profiles International Assessment3300000Peer Group Interview4400000Whiteboard Session (Eloqua)4400000Reference Interview4400000WeightMaxScoreBackground Relevance2Phone ScreenTopGrading ground/Drug ScreenP/FP/FP/FP/FOffer MadeY/ NY/ NY/ NY/ NOffer AcceptanceY/ NY/ NY/ NY/ NTOTAL SCORE% of Maximum Score440Comments

Close CandidateDon’t just send an offer to the candidate Use the Position Description to explain how the role alignswith the candidate Sell job to candidate – personal goals, financial goals, futureaspirations Paint a picture for the future

Output Role Fit - Match top candidate to role requirements Speed - Process clarity reduces internal questioning Search Effectiveness - Distinct candidate profile makessearch more focused Turnover – detailed process reduces costly hiringmistakes Productivity – new hires ramp to full productivityfasterHigher quality talent, faster, and with less hiring mistakes

Search Engagement MethodologyBenchmark RoleCalculateCost of MisHiresReviewComp yCreate ild TargetCompanyPlanIdentify RHRHRSet Performance ctionProcessSalesHRTalent rameworkConductSearchObtain alesSalesSalesSalesSalesSalesSalesHRHRHRHR

Further interest . Download our new Ebook, Promoted to VP of Sales: The Year 1 Toolkit, by going d-to-vp-of-salesSales Benchmark Index will . Send a copy of presentation to you Additional questions can be sent directly to:Scott.Gruher@salesbenchmarkindex.comJoin us for our next Webinar . How to On Board New Sales Talent in 5 Easy Steps Thursday, February 9th, 2012 1:00 p.m. Central 30 minutes Register at www.salesbenchmarkindex.comThank-You for attending

Step #1 Candidate Completes Career History Form Step #2 Hold Phone Screen Step #3 Conduct Topgrading Interviews Step #4 Submit Top 3 Candidates to Client Step #5 Client Client Interview Step #6 Round Robin Interviews & Whiteboard Step #7 Reference Checks (x3) Step #8 Round Table Review Step #9 Formal Offer Step #10 Onboarding

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