The MHEDA Journal - Fourth Quarter, 2017 - 63

in today's complex environment. This
research has involved scores of companies and thousands of incumbent sales
professionals across a wide range of
industries. The following describes the
success profiles of the various sales categories that emerged from the analysis:

The 'Traditional'
Sales - New Business and
Account Development
The New Business Development category is the one that probably most
comes to mind when one thinks of
the 'traditional' sales profession. Often
referred to as the 'hunter' model, these
professionals are often responsible for
developing new business from new
customers or accounts. They create
opportunities by initiating contact
with prospects, often through coldcalling, in order to generate interest
in products or services. New Business
Developers persuasively present their
value proposition, find ways to get past
initial resistance from prospects, and
negotiate effectively in order to close
sales. Therefore, this category of sales
typically requires the more 'traditional'
sales competencies such as influencing
and persuading, building relationships,
negotiating, remaining resilient in the
face of failure/rejection, and negotiating to win-win solutions. Top performers in this role also need to be
self-starters/self-motivated, so a strong
desire to achieve goals, the tendency
to initiate action on their own, and the
ability to manage their time effectively
are critical aspects of performance.
The other 'traditional' sales category
that emerges from our analysis is
Account Development, or what is often
referred to as the 'farmer' sales model.
While individuals in this category are
still required to move others to making
decisions and taking action, they are
typically not required to be as assertively persuasive or ego-driven as their
'hunter' counterparts. Rather, they are
often charged with maintaining and
strengthening relationships with current customers and working to develop
new relationships through introductions or referrals. So, in addition to the

'traditional' sales competencies related
to persuading, developing relationships, and negotiating, top performers will exhibit strong tendencies in
organizational savvy. That is, Top performing account developers are able to
effectively collect and leverage information related to the organization's formal
and informal communication channels
and power relationships. They tend to
operate effectively within the context
of company's culture. This allows the
best performers to accurately identify
and get to the true decision makers
and key influencers, as well as predict
how new events or situations will affect
those individuals and groups, as well as
affect the attainment of company goals.

Sales through
Service - Account
Service Specialist
This category of sales professional
often finds success by providing strong
service to existing customers/accounts,
while strategically taking opportunity
to cross- or up-sell at the appropriate
times. Top performers in this category
build rapport with clients in order to
identify their needs, offer tailored
advice about products or services,
and create additional opportunities to
generate business by coming through
for their customers. Therefore, this category of sales typically requires sales
competencies related to enhancing
the overall customer experience, and
ensuring actions and decisions are supportive of service as well as being in
the best interest of the company.

The Collaborator -
Consultative Sales
This category of sales professional
reflects somewhat more recent trends
in the world of sales, in which more
and more customers expect to partner
with the sales professional to collaboratively develop solutions to pressing
business problems. This category of
sales professional typically wins business by consulting with customers in
order to understand their true needs
and provide solutions that effectively
address those needs. They establish

Today's sales professional
is expected to provide
solutions that result in
relevant business-driven
return on investment.
and strengthen working relationships
based on mutual trust and shared
accountability, which allows them to
ask probing questions and to systematically uncover root causes of stated
issues. Through this process, they provide compelling proposals, allowing
them to close sales that turn into repeat
business. Top-performing consultative
sales professionals, in addition to the
typical sales competencies of persuasiveness and resiliency, exhibit a range
of competencies that reflect the desire
to develop common goals and objectives with the customer. Related to this,
they exhibit the motivation to provide
insight or create tangible value in some
way relevant to both the bottom line
of the company and the organizational status of the primary decision
makers. The competencies that support performance in this area include
strong interpersonal sensitivity, active
listening, and relationship building.
In addition, we find a strong sense of
accountability (taking full ownership
of issues, problems, opportunities) is
not only manifested by the consultative
sales professional, but they are also
able to convey that sense of accountability to their primary contact(s) in
the customer organization, generating
a sense of shared purpose.

The Subject Matter
Expert - Technical Sales
Professionals who serve in sales
roles grouped under the heading of
'Technical Sales' generate opportunities by leveraging technical expertise and product- or industry-specific
knowledge. An individual in this type
of role may be the primary salesperson
in a technical or scientific sale or act
as a subject-matter expert working in
conjunction with another sales professional. Technical Sales professionals
The MHEDA Journal | Fourth Quarter 2 017

63



Table of Contents for the Digital Edition of The MHEDA Journal - Fourth Quarter, 2017

Chairman’s Perspective
From the Desk of Liz Richards
Editor’s Note
Ask A MHEDANET GROUP
Women in Industry Conference
MHEDA MEMBER PROFILE
@WORK
WOMEN IN INDUSTRY
INDUSTRY PULSE
2018 CRITICAL IMPACT FACTORS
DEFINING MHEDA’S 2018 CRITICAL IMPACT FACTORS
SALES SUCCESS STORIES
ESOP ROUND TABLE
FROM CHARASMATIC PERSUADER TO KNOWLEDGE BROKER: THE EVOLVING WORLD OF SALES
49 EMPLOYEE ENGAGEMENT IDEAS
DO UNTO OTHERS AS THEY WANT TO BE DONE UNTO
THE PRESIDENT’S EXECUTIVE ORDER 13789 AND ITS FUTURE EFFECT ON THE TAX CODE
New Members
Spotlight on Association News
MHEDA Milestones
Index to Advertisers by Product Category
Index to Advertisers by Alphabetical Order
The Last Word
The MHEDA Journal - Fourth Quarter, 2017 - intro
The MHEDA Journal - Fourth Quarter, 2017 - cover1
The MHEDA Journal - Fourth Quarter, 2017 - cover2
The MHEDA Journal - Fourth Quarter, 2017 - 3
The MHEDA Journal - Fourth Quarter, 2017 - 4
The MHEDA Journal - Fourth Quarter, 2017 - 5
The MHEDA Journal - Fourth Quarter, 2017 - 6
The MHEDA Journal - Fourth Quarter, 2017 - 7
The MHEDA Journal - Fourth Quarter, 2017 - 8
The MHEDA Journal - Fourth Quarter, 2017 - 9
The MHEDA Journal - Fourth Quarter, 2017 - 10
The MHEDA Journal - Fourth Quarter, 2017 - Chairman’s Perspective
The MHEDA Journal - Fourth Quarter, 2017 - 12
The MHEDA Journal - Fourth Quarter, 2017 - From the Desk of Liz Richards
The MHEDA Journal - Fourth Quarter, 2017 - 14
The MHEDA Journal - Fourth Quarter, 2017 - Editor’s Note
The MHEDA Journal - Fourth Quarter, 2017 - 16
The MHEDA Journal - Fourth Quarter, 2017 - Ask A MHEDANET GROUP
The MHEDA Journal - Fourth Quarter, 2017 - 18
The MHEDA Journal - Fourth Quarter, 2017 - 19
The MHEDA Journal - Fourth Quarter, 2017 - Women in Industry Conference
The MHEDA Journal - Fourth Quarter, 2017 - 21
The MHEDA Journal - Fourth Quarter, 2017 - MHEDA MEMBER PROFILE
The MHEDA Journal - Fourth Quarter, 2017 - 23
The MHEDA Journal - Fourth Quarter, 2017 - 24
The MHEDA Journal - Fourth Quarter, 2017 - 25
The MHEDA Journal - Fourth Quarter, 2017 - 26
The MHEDA Journal - Fourth Quarter, 2017 - @WORK
The MHEDA Journal - Fourth Quarter, 2017 - 28
The MHEDA Journal - Fourth Quarter, 2017 - WOMEN IN INDUSTRY
The MHEDA Journal - Fourth Quarter, 2017 - INDUSTRY PULSE
The MHEDA Journal - Fourth Quarter, 2017 - 31
The MHEDA Journal - Fourth Quarter, 2017 - 32
The MHEDA Journal - Fourth Quarter, 2017 - 2018 CRITICAL IMPACT FACTORS
The MHEDA Journal - Fourth Quarter, 2017 - DEFINING MHEDA’S 2018 CRITICAL IMPACT FACTORS
The MHEDA Journal - Fourth Quarter, 2017 - 35
The MHEDA Journal - Fourth Quarter, 2017 - 36
The MHEDA Journal - Fourth Quarter, 2017 - 37
The MHEDA Journal - Fourth Quarter, 2017 - SALES SUCCESS STORIES
The MHEDA Journal - Fourth Quarter, 2017 - 39
The MHEDA Journal - Fourth Quarter, 2017 - 40
The MHEDA Journal - Fourth Quarter, 2017 - 41
The MHEDA Journal - Fourth Quarter, 2017 - 42
The MHEDA Journal - Fourth Quarter, 2017 - 43
The MHEDA Journal - Fourth Quarter, 2017 - 44
The MHEDA Journal - Fourth Quarter, 2017 - 45
The MHEDA Journal - Fourth Quarter, 2017 - 46
The MHEDA Journal - Fourth Quarter, 2017 - 47
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The MHEDA Journal - Fourth Quarter, 2017 - 49
The MHEDA Journal - Fourth Quarter, 2017 - 50
The MHEDA Journal - Fourth Quarter, 2017 - 51
The MHEDA Journal - Fourth Quarter, 2017 - 52
The MHEDA Journal - Fourth Quarter, 2017 - 53
The MHEDA Journal - Fourth Quarter, 2017 - 54
The MHEDA Journal - Fourth Quarter, 2017 - 55
The MHEDA Journal - Fourth Quarter, 2017 - ESOP ROUND TABLE
The MHEDA Journal - Fourth Quarter, 2017 - 57
The MHEDA Journal - Fourth Quarter, 2017 - 58
The MHEDA Journal - Fourth Quarter, 2017 - 59
The MHEDA Journal - Fourth Quarter, 2017 - FROM CHARASMATIC PERSUADER TO KNOWLEDGE BROKER: THE EVOLVING WORLD OF SALES
The MHEDA Journal - Fourth Quarter, 2017 - 61
The MHEDA Journal - Fourth Quarter, 2017 - 62
The MHEDA Journal - Fourth Quarter, 2017 - 63
The MHEDA Journal - Fourth Quarter, 2017 - 64
The MHEDA Journal - Fourth Quarter, 2017 - 65
The MHEDA Journal - Fourth Quarter, 2017 - 49 EMPLOYEE ENGAGEMENT IDEAS
The MHEDA Journal - Fourth Quarter, 2017 - 67
The MHEDA Journal - Fourth Quarter, 2017 - 68
The MHEDA Journal - Fourth Quarter, 2017 - 69
The MHEDA Journal - Fourth Quarter, 2017 - 70
The MHEDA Journal - Fourth Quarter, 2017 - 71
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The MHEDA Journal - Fourth Quarter, 2017 - 73
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The MHEDA Journal - Fourth Quarter, 2017 - 76
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The MHEDA Journal - Fourth Quarter, 2017 - 78
The MHEDA Journal - Fourth Quarter, 2017 - 79
The MHEDA Journal - Fourth Quarter, 2017 - 80
The MHEDA Journal - Fourth Quarter, 2017 - DO UNTO OTHERS AS THEY WANT TO BE DONE UNTO
The MHEDA Journal - Fourth Quarter, 2017 - 82
The MHEDA Journal - Fourth Quarter, 2017 - THE PRESIDENT’S EXECUTIVE ORDER 13789 AND ITS FUTURE EFFECT ON THE TAX CODE
The MHEDA Journal - Fourth Quarter, 2017 - 84
The MHEDA Journal - Fourth Quarter, 2017 - 85
The MHEDA Journal - Fourth Quarter, 2017 - 86
The MHEDA Journal - Fourth Quarter, 2017 - New Members
The MHEDA Journal - Fourth Quarter, 2017 - Spotlight on Association News
The MHEDA Journal - Fourth Quarter, 2017 - 89
The MHEDA Journal - Fourth Quarter, 2017 - 90
The MHEDA Journal - Fourth Quarter, 2017 - 91
The MHEDA Journal - Fourth Quarter, 2017 - MHEDA Milestones
The MHEDA Journal - Fourth Quarter, 2017 - 93
The MHEDA Journal - Fourth Quarter, 2017 - Index to Advertisers by Product Category
The MHEDA Journal - Fourth Quarter, 2017 - 95
The MHEDA Journal - Fourth Quarter, 2017 - Index to Advertisers by Alphabetical Order
The MHEDA Journal - Fourth Quarter, 2017 - 97
The MHEDA Journal - Fourth Quarter, 2017 - The Last Word
The MHEDA Journal - Fourth Quarter, 2017 - cover3
The MHEDA Journal - Fourth Quarter, 2017 - cover4
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