Business Results & Personal Development
for CEOs & Key Executives
Home   |   About Us   |   Lit Request   |   Contact Us   |   View
847-208-8709         Email  
Download Free Article

"Best Practices for Managing
in the Best of Times"
Best Practices
Business Results   »
Personal Development  »
Growth Coaching
Executive  »
Sales Manager »
Sales Rep  »
Chally Tools
Sales Reps  »
Sales Management  »
Managers  »
Executives  »
Vistage / TEC Tools
Vistage Works   »
CEO Peer Groups  »
Key Executive Groups  »
Trusted Advisors  »
Request Literature
Sales Recruiting  »
Sales Compensation  »
Exceptional Managers  »
Resource Links

Territory Consultative Product Sales Rep Profile:
Compare High Performers to Low Producers

Position Overview: Requires a willingness to pursue new business and the ability to satisfy the varying needs of more complex customers through well-defined presentations.

Predictive Skills: Five characteristics will predict sales rep success in this sales position. Review below how top sales performers will differ from lower performers.


Produces above-average results selling relatively new products with no proven track record or discretionary purchases which have several alternatives vying for the same budget dollars by working to understand customer buying motivations and matching the sales proposition to them; has the ability to identify hot buttons to appeal to a specific buyer without appearing insincere or heavy-handed


  • Is driven to understand prospects’ and customers’ needs so the product offering can be properly positioned with the appropriate group of features and options
  • Enjoys the challenge of exploring a unique set of needs
  • Varies the benefit message to fit the buyer even though the product offering is fairly fixed
  • Works to identify the approach or product offering that is most appealing to a prospect


  • Impatient or uncomfortable with needs analysis
  • May focus on own objectives without really understanding what the customer needs
  • May try to force an immediate match of the product to the customer’s need, then quickly move on if unsuccessful
  • May use a standard benefit message regardless of the prospect's motivation to buy


Excites the customer with an enthusiastic presentation style; demonstrates value and actively promotes products and services by making an emotional appeal; holds the customer’s attention and interest by keeping the presentation content relevant; varies style to build toward a buying decision


  • Makes formal presentations that focus on creating an impact while communicating information
  • Has the potential to capture and hold the audience's attention
  • Takes charge and keeps control of the information being communicated through a presentation that is polished and rehearsed
  • Varies his style and content to appeal to the audience
  • Projects his enthusiasm about a solution to the audience, moving them closer to a buying decision
  • Monitors audience response and adjusts his presentation to stay on target


  • May be more comfortable with establishing a dialogue that emphasizes listening and an exchange of ideas than with making an impact on the audience
  • Uses presentations to entertain rather than inform or persuade
  • Sticks too closely to a script and does not vary the content or emphasis to address the needs of each audience
  • Too focused on the mechanics of the presentation itself to pay attention to audience understanding and concurrence
  • Cannot easily adjust to a nonsupportive audience response and may rush an ineffective presentation just to finish it rather than alter the presentation to change that response


Determines the prospect’s potential fit within system modification parameters; efficiently decides the level of effort and focus needed to move the prospect along in the sales funnel or remove them; focuses the majority of effort on assessing the prospect’s level of interest in a system designed for industry or function needs; keeps to a minimum the time spent making modifications to an established system; presses to make progress in the sales process


  • Conducts an effective needs analysis to determine a profitable match between the prospect’s requirement and a system or product designed to accommodate industry or function needs
  • Holds a fact-finding meeting to identify prospect needs and requirements
  • Asks questions at the appropriate approval level
  • Possesses a solid knowledge of the product/service applications in the prospect’s setting
  • Does not allow his time to be consumed by prospects who should be disengaged or deferred based on the quality of business they will provide
  • Is willing to cut ‘cut loose’ an indecisive prospect and focus on those closer to a buying decision or more likely to find satisfaction within the parameters of system or product modification


  • May not analyze how effectively a prospect’s needs can be met without considerable modification of the existing product or service
  • May allow a desire for the business to drive a decision to customize an established system or product without consideration of associated costs or profit potential
  • Lacks an in-depth understanding of product applications and/or the prospect’s business
  • Uses his interest in a prospect’s needs or problems or his compatibility with contacts as the criteria for keeping that prospect in the sales funnel
  • May be slow to ‘cut loose’ noncommitted prospects
  • Diverts time and resources from ‘hot’ prospects by trying to generate increased interest from lukewarm prospects


Sets high goals and works with complex customers by devising a plan to meet the needs of the various buying influences; consistently produces above-average sales results by developing an overview of potential barriers and minimizing the conflicts that can occur when selling to various needs of multiple components in the customer's organization


  • Driven to achieve ambitious goals; ‘hungry’ and aggressively ready to produce above-average results
  • Holds results achievement to a high personal standard
  • Plans a logical approach to the sales process that responds to various and potentially conflicting needs presented by multiple buying influences within a complex customer
  • Thrives on complexity and the intricacy involved in opportunities to offer total value solutions to multiple customer contacts
  • Expects barriers or delays to result from balancing the varied requirements of different elements within the customer organization and factors these obstacles into his timeline for the sale


  • Can be content with marginal success or lowers goals to reach a level of success that is easier to accomplish
  • Without incorporating into his approach a plan for dealing with varied needs of different contacts within an organization, he is unprepared to deal with obstacles created by conflicting agendas
  • Lacks the flexibility to manage the needs or requirements of multiple contacts
  • May commit to a primary customer contact without making provisions for assessing and addressing the weight carried by additional buying influences within the organization


Tailors image to fit customer expectations; adapts to different situations with sincerity and realism, taking care to avoid obvious role-playing or acting; recognizes the value of first impressions; studies the image or style with which the customer is most comfortable and adopts the dress, conversational style, and language most trusted by that customer


  • Exhibits interest and commitment through involvement in customer industry activities
  • Quietly promotes self and company in a manner that is respected by and gains credibility with the customer
  • Before the first impression is made, becomes familiar with customers, their markets, and how success has been achieved with similar companies in the past
  • Recognizes the business etiquette (such as dress and speech) appropriate to a situation
  • Has the ability to read people and react to individual needs
  • Positions himself at the appropriate professional level to match the customer
  • Adjusts own communication style to ensure that the message is heard and to encourage dialogue


  • May blatantly promote company or self without anticipating how the customer will respond
  • Fails to do the homework on a prospect or customer that would identify or verify the image that would be consistent with customer expectations
  • By focusing so intently on his own style and objectives, he fails to make it a priority to establish and reinforce credibility with the customer
  • May ignore or fail to be concerned with the image projected to others
  • May be inflexible about changing personal style to accommodate a customer who would be more comfortable with or impressed by something different

Request a sample candidate report