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How to Predict New Sales Hire Success?

What is the most accurate pre-hiring sales assessment that select closers and How Does it Help Predict New Sales Hire Success?

The Objective Management Group (OMG) is a leading provider of sales hiring assessments. It helps companies predict the success of new sales hires by assessing their skills and qualities. The Pre-hiring Sales Assessment uses a variety of techniques to evaluate potential candidates, such as interviews, personality tests, and aptitude tests. The assessment measures how well a candidate is likely to perform in the role they are being hired for, allowing employers to make better decisions when it comes to hiring sales personnel. Additionally, the OMG Sales Assessment provides valuable feedback on the candidate’s strengths and weaknesses so that employers can better understand their skillset and develop them further if needed. By using the OMG Sales Assessment, companies can ensure they are making the right decision when it comes to hiring new sales personnel and increase their chances of success in this field.

How the Sales Assessment Helps Identify Four Key Characteristics in a Successful Closer

The Sales Assessment is an effective tool for identifying the four key characteristics that make a successful closer. This assessment process helps employers identify candidates who have the right competencies and skills to succeed in sales roles. It evaluates potential hires based on criteria such as self-motivation, hunting skills, problem-solving abilities, and reacing decision makers abilities. The Sales Assessment also provides valuable insights into how candidates handle challenging situations and how they respond to pressure. By analyzing these four key characteristics, employers can make more informed hiring decisions and ensure they are bringing on the right people for their sales team.

Using predictive Reports to Leverage Data for Smarter Hiring Decisions

This a powerful tool for making data-driven decisions when it comes to hiring. By leveraging data from the Reports, companies can make smarter, more informed hiring decisions that will help them find the right talent for their organization.

The OMG Hiring Insights Report provides an in-depth analysis of the candidate’s skills and experience, as well as their potential fit for the role. The report also offers predictive analytics to identify which candidates are most likely to succeed in a given role. Additionally, it provides detailed insights into how a candidate’s skills and experience align with the company’s hiring goals. With these insights, employers can make better-informed decisions about who they should hire.

The Benefits of Using sales centric and predictive assessment when hiring sales people with Objective Management Group

Objective Management Group (OMG) provides sales centric and predictive assessment tools to help employers find the best candidates for their sales positions. By using these assessments, employers can identify the most qualified applicants, measure their skills and abilities, and predict how successful they will be in the role. This helps to ensure that only the best candidates are hired for sales positions, which can lead to improved performance and higher customer satisfaction. The assessments also provide insight into what makes a successful sales person so that employers can tailor their hiring process accordingly. With OMG’s assessments, employers can make sure they are hiring the right people for their sales roles with confidence.

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4 Reasons why an In-house academy is worth the investment

4 Reasons why an In-house academy is worth the investment


Why An Academy?

1- Institutionalisation of Leadership, Sales and Customer Service Effectiveness
2- The practice in-house of the latest sales and sales management techniques at the lowest cost
3- New employees are exposed to the same techniques and speak the same language



  • On-boarding newcomers
  • Enhancing the capabilities of current employees at all levels
  • Empower your L&D department with the ability to :
    • Train every single employee with minimal investment
    • Training programs tailor-made to your business needs through role plays and on the job assignments
                      • Follow the performance of every employee through skills assessment and on the job KPI’s performance
                      • Access internationally accredited content and programs


You don’t have to worry, we have built-in 40 Courses to deliver through your trainers in-house or blended to be taken on demand by your employees.

Course are dedicated to be delivered to :

  • new comers
  • employees
  • middle managers
  • managers

Talent & Skills Assessments

Talent & Skills Survey assess the level of talent among employees and recommend actions for development and sustainability.

The survey is online based

• Each employee will log in online
• Questionnaire will take around 45 minutes to be submitted
• Each user will login with his username and password and submit the survey


Performance Report





Support All year long




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How to Monitor your Margins for Better Profitability

How to Monitor your Margins for Better Profitability

If you’re not satisfied with your current profit margin then it could be time the company reassesses its current offering to clients. If you’re in the business of producing products, for instance, could you add a service side too?

Certainly, an article by researcher and Professor of Marketing at the University of Cologne, Werner Reinartz, in the Harvard Business Review, pointed to the far higher profit margins that could be achieved by adding on a service provision – to the extent it may turn out that the services side is more profitable than the actual products themselves.

Selling services: a whole new ball game

But it’s not simply a case of adding on a service and getting the sales team to start pushing it. Selling is a service that is different to a product. Not only that, but the people you’re selling it to (i.e. the existing ‘product’ contacts) aren’t necessarily the correct people for sales. And, in order to ensure sales effectiveness by getting that company to invest in a service which is a completely new concept you would usually have to go higher up the management chain for approval.

In his studies of more than 20 industrial companies who started adding services to their product offerings Reinartz found that one group had profit margins for those new services which were eight times higher than its product profit margins. However, another company struggled to even break even considering the investment they had put in. Reinartz concluded this was down to the fact they didn’t take enough time to study their sales offering and tried to introduce the services too quickly.

“Successful firms begin slowly, identifying and charging for simple services they already perform and using those to build enthusiasm for adding more-complex ones,” he explained. “They then standardize their delivery processes to be as efficient as their manufacturing ones. As their services become more complex, they ensure that their sales force capabilities keep pace.”

One final step, he pointed out, was to ensure that management switched its focus from the way the company set up and delivered the services, to what the customers needed i.e. if they were having difficulties with a product or it could be made to work more efficiently, then what services could be added in order to make this happen? And what did the company need to ensure they could provide those services?

Essentially Reinartz recognised four key issues to ensure sales effectiveness when adding services to a product offering. These were:

Understanding there is already a service there

The French arm of international pharmaceuticals company Merck never charged for deliveries or insurance. When they did introduce the cost to 100 existing customers as a trial, a huge 90 per cent of them simply paid it. Only 10 per cent queried their higher bill and insisted on reverting. Once the service charges were added to every customers bill, Merck’s profit margins took quite a jump.

Reviewing and monitoring existing services

Air Liquide had the habit of sending all its customers a gas-consumption report. However, on review learned some of them didn’t even bother reading it. The company then stopped producing that service for those customers and increased its profit margins as a result.

Ensures sales are capable of selling services

Services mean longer sales cycles and decisions are made higher up. Schneider Electric encouraged its sales team to focus on cost-plus value-based pricing rather than cost-plus when introducing services. This meant educating them on how their customers’ managers justified decisions internally. In this way the sales team could help the managers ‘sell in’ the services to the decision-makers, increasing their sales effectiveness.

GE Medical Services refer to those in its sales team who sell products as ‘hunters,’ while services sellers are ‘farmers’ i.e. the latter cultivates relationships with customers in order to grow their offering over time.

Looking at customers holistically

Understanding what the customer needs to function can result in increased service offerings as forklift company Fenwick found out. After installing sensors in fork lifts they ended up selling customers new services such as remote monitoring technology and forklift driver training – to the extent their service side today makes up 50 per cent of their profit margin. As a Fenwick spokesman explained: “Whenever we can’t directly break into a customer account with a product, we’ll offer to provide services on a competitor’s product.”


For more information, contact us at WIN Programs. We’ll be happy to help!

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How Sales Directors Succeed in a Tough Economy

How Sales Directors Succeed in a Tough Economy

Let’s face it, in a tough economy every director finds it difficult to succeed. For Sales Directors though, it’s particularly painful. If fewer customers than before are purchasing a company’s products or services after all, the buck lies with Sales. So, how can you ensure that sales effectiveness means business continues to tick along nicely – even when consumer spending power is vastly reduced?

1.Align sales strategy and growth objectives

What we mean by aligning your sales strategy with growth objectives is for you to check that it’s actually possible for your sales strategy to meet the current ambitious goals you’ve set yourself. It may, for instance, be an idea to reduce your growth target at this time (for many a CEO the most difficult challenge in a recession is simply for their company to stay afloat). But you still want to grow, of course, so ensure your strategy focuses on where that potential growth is. Is it, for instance, by potentially penetrating a new segment of the youth market? Or could it be by zoning in on where a competitor is obviously failing? Then again, has new legislation in your sector made it easier to promote particular products, and as a result ensuring sales effectiveness?

2. Get the structure to support sales goals

It’s all very well having these great plans for success, but if you can’t back up your strategy with the right tools, equipment and people then it’s going to show those weaknesses within a matter of weeks. So, in order to succeed, it might mean having the manpower in particular geographic or market locations. If you’re targeting a youth segment, for instance, does your company have the IT know-how to reach them? If your new potential customer base doesn’t have a clue about your product or service, they certainly can’t buy – and benefit – from it. And neither, for that matter, will your company (benefit).

3. Have the right people in place

Are your employees in the right roles – both for them and your company? If you’re targeting a youth segment, for instance, then it’s not a bad idea to get someone of that age on the team. They should have a better understanding of how your customer base thinks, for starters. It’s crucial to ensure that the skill sets of your employees match what you require, not only in order to get your strategy implemented successfully, but also to maintain team morale and ensure sales effectiveness. Just like with getting the sales strategy right, finding the best employees for the job can also prove to be a CEO’s most difficult challenge.

4. Make sure you target the right markets

Once those target market/s have been identified it’s easier to know the type of resources you’ll need in order to reach that group of customers. You’ll also be able to fashion your message more appropriately, as well as learn the best way to promote your goods or services, in addition to pricing them suitably and distributing them in the best way possible for them to literally hit home – and lead to more sales.

5. Utilise technology in the best way possible

Social media is free to use (if you’re not paying for click advertising) so make use of that cost-free resource. Find out which social media channels your target audience is more likely to be found on and use it to reach them. Provide educational posts for your sector, humour and, every now and again, promote your product or service. It’s all about getting your target audience to recognise, appreciate and trust your brand/company. They’ll then like your products or service as an extension of that ‘good will.’

CRM software is another invaluable piece of IT when it comes to sales effectiveness because it allows a company to enhance its relationship with the customer. It does this by keeping a record of all interactions he or she has with the company. That means tracking orders and getting to understand a customer’s preferences and what future products or services may appeal to them based on past purchases etc. It also helps you provide a more efficient and effective service by being able to immediately let the customer know the status of their order. CRM systems can also indicate how particular sales staff or products/services are performing at an early enough stage for you to do something about it.

6. Invest in the correct software

The main point of CRM software is that it provides data (which is the newest form of currency). It is companies which have found ways to “collect, interpret and act upon customer data that are winning,” according to a survey by 3rd-party research firm, SPOTIO, conducted last year. It based the results on responses from 492 American sales professionals in both inside and field sales roles. Despite the importance of keeping up-to-date with both hardware and software, only 52% of outside field sales personnel felt that they were equipped with the right equipment.

At the same time, a “State of Sales” report from, found that companies on average invested just over £4000 on software per sales rep. It’s a 22% increase over four years, leading the report’s authors to conclude that “organizational heads are recognizing the importance of investing in software as they see the direct correlation between modern tools and sales rep success.”

For expert guidance on ensuring sales effectiveness i.e. that your sales strategy leads to increased revenue, then take a look at sales coaching by Winprograms today.

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