With the Caliper’s Advisor Competency Report for Strategic Selling, you will gain a clear, accurate picture of an individual’s strengths, limitations and overall potential.

This product features:

  • A comprehensive report that supports selection and development
  • A detailed analysis of the individual’s strengths and opportunities for development
  • Descriptions of potential competencies and representative behaviours in practical, intuitive terms
  • A phone consultation to help you understand the report and its implications
  • Behavioural-based interview questions tailored to assessment results in recruitment reports
  • Managing for Success suggestions, which include coaching recommendations and tips for working with the individual
  • A Function-Fit index and/or Caliper Consultant’s recommendation can be included.

Salespeople who engage in Strategic Selling establish themselves as experts and business partners. They leverage knowledge of the client’s business, industry, product, or marketplace to bring new insight, challenge assumptions, or ask difficult questions the customer may not have thought about. The Strategic Seller must establish the credibility to position her or himself as a confident, strategic partner. Through this sales process, they are challenging their clients to find a deeper understanding of their business, the issues they face, and their path moving forward, which ultimately results in closed sales.

Examples of Strategic Selling Positions are:
Strategic Selling is about how the sale occurs rather than about what is being sold or whether the target is a current customer or a prospect. This model may apply to many different sales job titles.

COMPETENCY AREAS MEASURED BY THIS REPORT:

Influence and Persuasion – Strategic salespeople are effective in persuading, convincing, influencing, or impressing others in order to get them to support a specific agenda, make a specific type of impression, or take a specific course of action.

Strategic Thinking – They develop and help drive a shared understanding of a long-term vision that describes how the organisation needs to operate now and in the future.

Learning Agility – They discern patterns in data, recognise relationships between concepts, and rapidly apply learning from one context to solve analogous problems in different contexts.

Active Listening – Strategic salespeople enhance mutual understanding in communicating with others by expressing genuine interest in, and providing full attention to, the content and meaning of others’ messages.

Business Acumen – They make sound business decisions based on a strong understanding of the company’s business model, strategic goals, and relevant policies, as well as best practices and current technologies in their own discipline or functional area.

Organisational Savvy – They gather and accurately assess information related to the organisation’s formal and informal communication channels and power relationships.

Relationship Building – They develop effective long-term professional interactions with others based on trust: trust that they will always work toward the best interest of those involved and that they are sufficiently competent to provide positive results.

Planning and Priority Setting – They identify the priorities, processes, and practical actions that are necessary to achieve an objective or an idea. Strategic salespeople develop detailed action or project plans, including objectives, accountabilities, time frames, standards, review stages, and contingencies.

Composure and Resiliency – Strategic salespeople are able to deal effectively with pressure, maintain focus and intensity, and remain optimistic and persistent, even under adversity. They have the ability and propensity to recover quickly from setbacks, rejections, and conflicts and to maintain self-control in the face of hostility or provocation.

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