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Master Management

Master Sales Skills Analysis 360

360 Feedback (behaviour)DevelopmentMaster Management

Master Sales Skills Analysis 360 (MSA) measures 48 sales skills related to a star profile. The outcome shows a clear outline on the reasons why a top performer is better than all the others. Once the skills of top performers are known, the skills of all other team members can be developed in the only desired direction: the road to success! This instrument in addition helps to establish buying behaviour of the customer and matches this with the communication styles of the sales person. MSA can also be used in the (financial) service industry and is therefore applicable for soft sales management regarding disciplines like customer services and key accounting. If you want to recruit and train on sales skills proven to be essential for your sales process, than MSA can not be missed. Focusing on the right areas will lead to better spending on development programs, more motivated staff and of course to better bottom line results. How does one prepare? – With sales statistics? Are they handed to you or are you responsible? – Planning? Is this handed to you or are you responsible? – Strategy? Is this handed to you or are you responsible? – Follow-up? Is this done for you or are you responsible? Which techniques are applied? – Introduction – Attract attention & make contact – Handle objections – Analyse needs – Determine customer type – Negotiate – Getting acceptance – Presentation – Closing Does one sell on product features, advantages or added values? Does one spend enough time in filling the pipeline? Does one like to keep track of hit ratios and does one realise the consequences of these figures? Can someone illustrate facts, use financial figures in a presentation, outline the benefits or visualise the advantages? Does one have any idea on the impression one makes after a call or visit? Does one know how to prioritise? Are employees being managed on the “real” key success factors? Are employees getting enough opportunities to grow and develop? Are all talents used in line with company goals?

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Master Person Analysis (MPA)

DevelopmentMaster ManagementPersonalitySelection

Master Person Analysis (MPA) is one of the most commonly used instruments across Europe. Its most unique feature is that it matches job with person competencies accurately, for both the individuals and for teams. What can be expected from MPA? Motivation / Drive – Does one get motivated by achieving short or long term goals? – Does one speak up for him or herself? – Does one focus on one or many tasks at one time? What if under pressure? Social factors – Does one attach emotional or rational attributes to relationships? – Does one actively seek or avoid contact? – Is one sceptical or trusting in his or her approach? Way of working – Does one like details or overview? – Does one favour quick, risky or lengthy, risk avoiding decisions processes? – Does one prefer routine and leadership or innovation & creativity and freedom? How about the following competences? o Abstract overview o Capacity to Delegate o Need for self improvement o Dominance o Tenacity o Efficiency o Egocentricity o Empathy o Extraversion o Factual focus o Generalist o Sense of responsibility o Sensitivity o Planning Horizon o Initiative o Intuition and creativity o Critical judgement o Capacity to motivate o Risk taking o Independence o Practical approach o Relational skills o Social impact o Social flexibility o Stress management o Task orientation o Way of communicating o Self-steering What is important for managerial jobs? Manage staff? Development & innovation? Profit optimisation? Planning & Procedures? What is important for commercial jobs? Sales? Key Accounts? Both? How does one communicate from the core? o From an enthusiastic perspective? o From a supporting perspective? o From a pragmatic perspective? o From an analytical perspective? Which role does one prefer (important in teams)? o Work hard and do as you’re told? o Use talents of others and put them to work? o Take initiatives and lead by example? o Think of new ideas? o Know what is going around in the office, the market, the world? o Assess initiatives on quality and realisation potential? o Rely on team members, be amongst equals? o Assure matters to be successfully implemented? Which combinations are possible? What about secondary or tertiary qualities?

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Master Competence Analysis (MCA)

IntelligenceMaster ManagementSelection

Master Competence Analysis (MCA) is a cognitive test focusing on establishing logical and analytical skills, or in other words, logical reasoning. It explores verbal, mathematical and spatial skills. MCA does not uncover what one has learned, but the potential to which extent someone can deal with new and complex situations. It is therefore not an ordinary IQ analysis, as it does not focus on memory or speed. The candidate is measured on how long it takes to finish a certain number of questions per category, how many were answered in total and how many of those were correct or incorrect. Some may take longer to solve spatial questions and be quicker in solving mathematical matters, yet still have a relative low or high score on logical reasoning. Total test time takes 1,5 hours and it becomes clear which areas were completed with relative ease and which areas were more complex. This result will than provide valid predictions on how and how quick a test candidate will handle new and complex situations. MCA is extremely useful for scouting talent potential. In any company, the trick is to have employees working exactly at their capacity level or just a little above. Strong deviances on both sides of the scale can lead to an exodus of talent or unfinished tasks & lack of vision. MCA can also be used for selecting only those with the appropriate cognitive level. The same applies for internal training & development programs. Is one more served with visual training facilities or does one learn more from practical courses? Will short “steam” courses be a better alternative than long term courses like for example an MBA? MCA therefore does not analyse if a candidate knows how to read, write, calculate or use of spatial vision, but combines all these factors to assess whether someone can successfully execute the tasks or participate in the development program at hand. Sample Report MCA

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