Level 2 Field Assessment Forms 2 Solution Selling Skills tested Introducing self; using references; sophisticated questioning techniques;

listening skills; aligning customer needs with the proposed solution; closing based on alignment; self analysis User guidelines These assessment sheets are suitable for assessing the practical selling ability of the candidate. There is no pass or fail mark, the objective is to identify areas of development potential. Only apply this assessment based on observation of the sales process, carried out in real time over 3 or more accompanied sales visits. Level 2 consists of two forms: A: Proactive Account Management and B: Solution Selling. This is Form B. These sheets should be discussed and signed off as part of an assessment meeting held with the candidate. Discuss the results with the sales person before agreeing a final score for each element. All results should be placed in the context of current conditions on the territory. When the sheets have been completed, enter the results into the candidates Level 2 field assessment record in the SFD database. The assessment can and should be used on a repeat basis to show progress over time. The Group target is to complete an annual assessment.

Sales Force Development: Level Two

Group Marketing

With acknowledgement to Trevor Bethel of Forcefield Training

SOLUTION SELLING: SHEET ONE: INTRODUCTIONS Sales person Above standard Introduces self clearly and confidently, comes across as friendly and professional. Excellent introduction of Spirax Sarco and what we can offer, aligned to what customer will value Always has a call agenda. Clearly states this and drives the meeting forward as appropriate Introduces good quality third party references at the appropriate point in the sale and clearly relates their content to the sale objective Consistent use of leading statements or open questions to develop conversation Always establishes that funding is available, credit rating and preferred channel 3 3 Manager Satisfactory Always introduces self fully. Always introduces the company with a short description 2 Below standard Occasionally less than professional, or slightly lacking in confidence Inconsistent when introducing the company, incomplete knowledge of what we can offer or what customer will value Usually has a call agenda but sometimes fails to follow it through Infrequent use of references. Some are used inappropriately, or are out of date. Or just leaves them with the customer. Sometimes uses leading statements or open questions Sometimes establishes funding is available, credit rating and preferred channel Date 1 Unacceptable Sometimes forgets to carry out proper introductions Frequently fails to introduce Spirax Sarco properly 0

Introducing self

Introducing Spirax Sarco

Setting the call agenda Using third party references

Usually has a call agenda and follows it Has third party references to hand and uses them

22

Sometimes fails to set a call agenda at all Does not use references enough

Using leading statements or open questions Pre-qualification

Normally uses leading statements or open questions Usually establishes funding is available, credit rating and preferred channel 2

Rarely uses leading statements or open questions Rarely establishes that funding is available, credit rating and preferred channel Score:

/ 15

Comments: Sales Force Development: Level Two Group Marketing With acknowledgement to Trevor Bethel of Forcefield Training

SOLUTION SELLING: SHEET TWO: DIAGNOSIS Sales person Using broad questions to uncover the customers real needs, concerns and problems Control questions to identify problems that SXS solutions could solve Impact questions to develop understanding of customers problems e.g. what would happen to the organisation if you dont reduce energy costs? Identified all of the customers needs and problems Above standard Skilled at drawing information from customer regarding plans, strategies and objectives, using this to uncover needs and align our offering with their needs Always uses control questions to reveal e.g. current focus, strategy, issues and problems; and to set customer thinking Always expands the conversation to include impact on other parts of the customer organisation and by so doing increases understanding of need and support for it Can provide a full assessment of the customers current and future needs and can relate to the customers objectives Reaches a full assessment of customers needs, problems, objectives and requirements 3 Manager Satisfactory Often uses broad questioning techniques but room for improvement Normally uses control questions 2 2 Below standard Is able to use this type of questioning but still sometimes relies on the customer to reveal their needs Sometimes fails to use control questions Date 1 Unacceptable Does not use sufficiently broad questioning to reveal customer needs. 0

Does not use control questions enough and lacks understanding of how to use them Does not use impact questions

Understands and sometimes uses impact questions

Sometimes misses this stage

Summarised customers needs and problems

Usually identifies all the customers needs and problems, not just those encountered today Usually summarises all the customers needs and checks with them

Sometimes misses a potential sale because has not identified all the customer needs and problems May miss requirements on occasion

Sales potential not being maximised due to a failure to identify all customer needs Fails to summarise the customers needs and problems Score: / 15

Sales Force Development: Level Two

Group Marketing

With acknowledgement to Trevor Bethel of Forcefield Training

SOLUTION SELLING: SHEET THREE: LISTENING AND ALIGNING Sales person Above standard Excellent listening skills, absorbs customer concerns and confirms them e.g. by repeating back before responding. More time spent listening than talking. Always asks for customer input to the solution, and helps build support by doing so Helps the customer visualise the problem and possible solutions, or a potential problem, if the proposal is or isnt implemented Always confirms the solution to the customer with a full explanation of the benefits and how it meets the customers needs and concerns. 3 Manager Satisfactory Listens well to the customers concerns and shows understanding of them in what he/she proposes Usually asks for customer input 2 2 Below standard Occasionally shows evidence that he or she is not listening to the customer or tries to impose own ideas Does not always ask for customer input Date 1 Unacceptable Does not listen well or often misinterprets what is said. May show evidence of putting own preference before true customer need, or talks too much of the time Sometimes even discounts customer ideas! 0

Listening skills

Asked for the customers ideas to solve the problem Suggested ideas using what if questions e.g. what if you dont reduce corrosion in the condensate system Confirmed the potential solution

Evidence of using what if scenarios

Lacks understanding of how to use this technique

Does not use what if scenarios

Usually confirms the solution with the customer and explains the process of reaching it

Does not always confirm fully

Neglects to confirm the solution with the customer

Score:

/ 12

Sales Force Development: Level Two

Group Marketing

With acknowledgement to Trevor Bethel of Forcefield Training

SOLUTION SELLING: SHEET FOUR: PROPOSAL Sales person Above standard Links customer needs and strategy to development of a suitable solution with all needs catered for and concerns addressed already has the customer on side. Benefits are clearly outlined, explained and articulated. They cannot be argued with and make the proposal very attractive. Uses quantitative and qualitative proof to support solutions e.g. process improvements, productivity, compliance etc Proposals always contain correct level of details: not too much, not too little and appropriate to the stage of the project Always presents to selected audience when appropriate; gets all interested parties together 3 Manager Satisfactory Proposals are normally detailed and aligned with customer needs. 2 2 Below standard Occasionally parts of a proposal do not appear to fit with customer needs, strategies or ideas. Benefit statements may occasionally be incomplete, not persuasive enough or clear. May occasionally neglect to included suitable proof or support for the proposal 2 Proposals sometimes contain correct level of detail Sometimes presents to the appropriate audience Date 1 Unacceptable Proposal does not address all the customer needs. Lacks details and the customer is not in agreement. Benefit statements missing or poorly thought out. 0

Proposed a detailed solution based on the align stage

Benefit statements to reinforce the proposal Use of proof, as appropriate

Includes clear benefit statements.

Always uses one or other form of proof to back up the proposal

Proposals often lack sufficient support

Correct level of detail

Proposals usually contain correct level of detail 3 Usually presents to the appropriate audience

Poor appreciation of required level of detail

Presents high value proposals to the customer

Does not present high value proposals and may even just post them Score: /9

Sales Force Development: Level Two

Group Marketing

With acknowledgement to Trevor Bethel of Forcefield Training

SOLUTION SELLING: SHEET FIVE: CLOSING AND SELF ANALYSIS Sales person Above standard Spots buying signals swiftly and acts decisively. 3 3 Manager Satisfactory Normally spots buying signals and acts on them. Customer normally appears satisfied with proposal and positive about it. If not the sales person acts to discover the problem and rectify it. Strong evidence of self-analysis and loss analysis 2 Below standard Occasionally misses a buying signal. Date 1 Unacceptable Does not appear to be looking for buying signals, or often misses them, misinterprets them entirely. Customer commitment lacking and insufficient action taken to rectify this. Sales person may not realise the customer is uncommitted. Fails to learn from the past 0

Identified buying signals and closed Customer committed to working with proposed solutions Effective selfanalysis of all aspects of the call everything above

Skilled at getting the customer on the same side and working to the same solution. Has made good efforts throughout the sale to gain and retain customer commitment. Very good at analysing own performance, reflects on the sale and learns from his / her experiences

Occasionally the customer seems uncommitted and the reasons are not sought out thoroughly. Occasionally the salesperson fails to reflect on errors (or successes)

Score:

/9 /60

Weakness: Planning Difficult to make an appointment with customers to certain non active customer, as if they do not really needs Spirax Sarco Handling Object: Sulit untuk mengkondisikan dikarenakan tidak adanya technical support.

Sales Force Development: Level Two

Group Marketing

With acknowledgement to Trevor Bethel of Forcefield Training