The required talents of salesmen

The dictionary oI psychology deIines the talent as being a special ability in a Iield, like engineering, science, art
and so on. Relying on some natural maximal dispositions oI the organism, the talent is an aptitude, a natural or
gained superiority oI doing something. The talent emerges early, develops mostly up to 20 and oIten has
longevity.130
To deIine the talent in the sales Iield is ineIIable because this talent doesn`t exist as such. More precisely, there
isn`t just one talent in this Iield. The native talents oI the great salesmen may be totally diIIerent Irom person to
person.
In a developed research relying on thousands interviews oI sales department representatives, the Gallup
organization`s goal was to identiIy the Ieatures and the talents oI the greatest salesmen oI diIIerent companies in
order to help them to hire only the individuals who could become 'stars.
The Gallup researchers Iound out that these talents may be grouped in zones, that we called themes. A theme is a
grouping oI Ieatures and talents that together become an individual`s strength establishing a certain approach oI his
work.
AIter a Iine analysis oI the data base, thirty-Iour themes have been selected and widely described in a Benson
Smith and Tony Rutigliano`s book.131
These talent :ones are presented using examples oI speciIic Ieatures and behaviors as Iollowing:
Activator. He is anxious to action; doesn`t need all inIormation at once; believe that action is the best way to learn;
always brings new ideas; has no patience with long meetings.
Adaptability. Although has plans, he shows availability Ior solving present problems; a very Ilexible person, which
can be eIIicient when he is called on diIIerent actions at once.
Analytical. He considers himselI as an objective and impartial person; has many inIormation Ior making decisions;
deeply researches until he Iind the determinant cause oI a problem. A logical and compelling person.
Competition. He is naturally aware oI others` competences; makes comparisons between him and others; likes the
competitions where he can get the Iirst place.
Communication. He likes to explain, describe, to be a host, to speak in public, to write; is able to animate with
images and metaphors the simplest idea; wants the inIormation sent by him to be retained.
Leadership. He likes to take control and impose his point oI view; isn`t aIraid oI conIrontations, but, on the
contrary, considers it as the Iirst step oI solving a problem; Ieels that he must present the Iacts and the truth no
matter how disagreeable are; makes the others to take risks as soon as a goal was established, he will be restless
until everyone around him will be mobilized.
Discipline. Because he likes everything around to be organized and planned, he establishes naturally rules and a
structure Ior the surrounding environment. He Iocuses on scheduled activities and deadlines. He doesn`t like
surprises and is impatient with mistakes.
Empathy. He can Ieel the others` emotions like his own Ieelings. He doesn`t necessary agree with the others`
opinions, but he understands them. When other people cannot express themselves, he easily Iinds the right words
and tone.
Organi:ing. When he Iaces a complex situation that involves a lot oI Iactors, he likes to analyze again and again,
aligning and realigning until he is sure they are the most eIIiciently hierarchical distributed. He is able to assume
the responsibility oI some big projects and to simpliIy them.
Accomplisher. The individual Ieels that everyday, until the end oI the day, must accomplish something tangible in a
view oI Ieeling well. In his soul is burning a Ilame that makes him to aim always more. It is the energy source Ior
working all day without Ieeling tired.
Responsibility. This individual needs to recognize 'the psychological paternity Ior any action where is involved
and, no matter important or not important, he Ieels obliged to accomplish the task. He has a strong consciousness
and is guide by unimpeachable ethical values.
All the thirty-Iour themes oI the above research were Iound at the interviewed salesmen, but none oI them had the
same talents. Most people have some themes, not many, which are more intense than others`. These are the
deIinitive themes or the ruling talent zones. But, consequently everyone has themes with medium intensity and
hardly observable themes.
For salesmen, being aware oI the deIinitive themes means the ability oI Iinding the best approach oI their jobs. This
kind oI knowledge can help them to improve a sales style, where they can use constantly their natural talents.


generic model of competence for the sales personnel
Even iI the presence oI a talent to an individual may predict his success in a certain Iield, he will not reach a high
eIIiciency until he will be competent. Being competent is more than having a natural talent, but undeveloped. In
order to become competent in a Iield, besides talent, education and experience are required.
The competence represents knowledge, personal abilities and Ieatures required in a view oI accomplishing an
activity, and the applying way oI these attributes.132 Abilities and knowledge are just potential competences until
they are proved by carrying in to eIIect through behavior. They will be put to account depending on the individual`s
motivations, values and selI-image.
To be competent in an occupation requires: to apply technical knowledge; to analyze and to make decisions; to use
creativity; to work as a team member; to eIIiciently communicate; to adapt to the environment, where the job takes
place; to cope unIoreseen situations.133
Distinctive competences oI the salesmen, who achieve high perIormances, vary with order-sending cycle`s length
and complexity (interactions number and the time between Iirst client contact and sale accomplishment), product
Ieatures and consumer type.134 The Ieatures oI sales positions with short, medium and long order-sending cycle are
presented in table 2.
%able no. 1 %he features of sales positions varying with order-sending cycle's length135
Short Medium Long
Retail Some retails, more industrial sales Complex and industrial sales

One buyer Usually one buyer or a small group. Many buying inIluences

Personal impact Low or medium impact on business Strong impact on client business
Short interactions,

usually, once Short interactions, but recurrent Complex and long relations; deep
involvement in client decisions

A great many clients Many clients A Iew clients

Small sales income
per sale Medium sales income per sale Great sales income per sale

Frequent denials The denial number varies Rare denials

Varied products, easy Other sellers oIIer similar products
assembly
Technical complex products, which can be
customized; assisted assembly.






Salesman duties and responsibility
O Salesmen can work Ior manuIacturers, wholesalers or as independent agents who carry multiple
lines oI products. A salesman usually works as either an outside or inside sales rep and spends
most oI his time selling his wares or services. Duties and responsibilities can vary according to
the industry or compensation. For example, sales engineers may spend more time veriIying proper
customer shipments than an outside salesman, who may not physically handle any product. In
addition, a commission salesman's job is usually much more sales intensive, while those on salary
may have more meetings and administration duties.

Territory Management
O A salesman is usually assigned a speciIic territory. The territory can be local, cover a 100-mile
radius or even encompass several states. Whatever the case, the salesman must contact or visit
current customers within his territory and sell additional products or introduce new ones,
according to the Bureau oI Labor Statistics' "Occupational Outlook Handbook." All salespeople
have certain sales quotas or a dollar volume that they must achieve within their territory. This
Iigure is usually based on the sales manager's business plan.
eads and Cold Calling
O A salesman will lose customers each year. Some may go out oI business, and others may Iind
other suppliers. While the salesman will oIten work with troubled accounts and try to resell them,
the salesman also has the responsibility oI increasing unit sales and revenue in his territory. This
can be accomplished by calling on new customers or cold calling to increase the overall customer
base. The salesman will oIten be responsible Ior generating his own leads by accessing sources
such as the Thomas Register oI ManuIacturers. Some time must be spent culling qualiIied leads,
contacting these prospects by phone and calling on them in person.
!resentations
O A salesman will need to make a presentation to each customer beIore completing the sale. He
may use catalogs, visuals aids and price lists. Moreover, people who sell services such as
marketing research or technical equipment oIten conduct presentations with their laptops.
Consequently, a salesman may need to be well-versed in using PowerPoint or other presentation
soItware.
#eports
O A salesman is usually required to submit his orders and prepare sales reports each day, which can
be done via the Internet, by phone or Iax. The sales manager may also ask the salesman to create
other reports during the year, based on special requests or to get a better understanding oI the
market. Traveling salesmen need to complete expense reports so they can be reimbursed Ior their
gas, hotel, Ilights and other travel-related expenses.

O Sales ls Lhe prlnclple funcLlon of MarkeLlng lL ls Lhe arL of makes sales of a producL or servlce ln
exchange for money Salesman ls Lhe key person who ls lnvolved ln Lhls process A salesman ls a
person who ls responslble for Lhe sales of a producL usually he/she ls Lhe person who comes ln
dlrecL conLacL wlLh Lhe cusLomer and he can make or break your buslness

lollowlng are Lhe duLles of a Salesman

8ecelvlng Lhe cusLomers ln a pleasanL way
ALLendlng Lo each and every cusLomer
Pelplng Lhe cusLomer ln ldenLlflcaLlon of hls/her needs
ulsplaylng requlred producLs
Clvlng demonsLraLlons where necessary
Maklng promoLlons for Lhe dlsplayed producLs
Pandllng bargaln slLuaLlons
Pandllng CredlL slLuaLlon
Maklng Lhe cusLomer aware of new offers dlscounLs schemes eLc
Maklng effecLlve and pleasanL communlcaLlon wlLh Lhe cusLomer
LlsLenlng Lo Lhe cusLomer
Maklng Lhe cusLomer aware of Lhe pracLlcal use of producLs
Assesslng Lhe preferences of Lhe cusLomers
Arranglng for approprlaLe dlsplay of goods
ApproprlaLe packlng of producLs
8ecognlzlng Lhe frequenL cusLomers and Lhelr buylng behavlor
CommunlcaLlng favorable lmage of Lhe organlzaLlon as a whole