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Our Story
Whenever a company provides a
solution for a problem in the marketplace, the market adopts
that product or service and then champions it.
In the 1990’s, the relationship between the sales professional
and the buyer changed permanently. The rise of the Internet
produced more information seekers – buyers who wanted to
participate actively in the sales process. Selling would never
be the same. Overnight, the role of sales professionals was
altered. They could no longer be intermediaries – the single
source of information and the only means to acquire a product or
service. They were forced to become navigators – that is, expert
facilitators who help prospects and clients make sound decisions
amidst an avalanche of information.
But organizations were unable to prepare their sales teams for
this new role and responsibility. They engaged conventional
sales training programs, and they were ineffective. The very
nature of sales training was to blame – a “sheep dip” approach
that focused on a “flavor of the day” sales process. It failed
to produce sales professionals who could execute the process
they saw modeled. Major reasons for failure: (1) lack of a
learner’s assessment to pinpoint skill gaps and focus individual
learning (2) no way to predict potential for growth and (3)
inability of sales leaders to excel as performance coaches. The
second point is mission critical for any company. Only with a
predictive assessment can a company’s executive team invest
wisely in people whom they know will contribute significantly to
the bottom line.
At that time, the landscape for sales assessment tools was
littered with behavioral-based profiles that provided an
understanding of the person’s behavior style on a number of key
factors. Companies complained that although these assessments
improved communication between sales managers and their sales
teams, they did not accurately forecast whether a salesperson
will sell. Behavioral-based instruments are, by definition, not
skill-based. Selling, however, is a skill-based activity.
The world was ripe for a transition – from transactional to
consultative selling. Unfortunately, no one had developed a
system to help companies, their sales leaders and sales teams
make that essential transition.
The developers of RxSales®
went to work in 1996 to develop a sales-based expert performance
system. Not sales training and not a sales test, it is a system
with three essential components: it is diagnostic, predictive,
and prescriptive. Companies began using it to develop, acquire,
and retain top sales talent. With the help of accredited
consultants, companies integrated RxSales, customizing it to
their unique sales cultures.
In the late 1990’s, an important technological advance allowed
RxSales to produce one of its most distinguishing and successful
elements: “distance learning” was born. Both of RxSales’
learning programs, one for sales leaders and one for their sales
teams, are multidimensional – that is, they combine
self-directed, web-based learning with all important
face-to-face group practice and reinforcement sessions.
From 1996-2006, the RxSales®
system was field tested in companies of all sizes, across a
broad spectrum of industries. The results of the Field Validity
Study are best in class. Development of RxSales’ third
generation internet resource delivery system, for consultants
and their client companies, was completed in 2005. In the past
few years, RxSales created and instituted a professional
accreditation and business development program for consultants,
based on a strategic alliance business model.
Today, the same problems limit the ability of organizations to
achieve sustainable gains in sales productivity – outdated 20th
century sales processes, poor sales assessment tools, and
ineffective methods of learning. In contrast, just ten years
after its inception, RxSales is recognized today for its cutting
edge approach to selling in the 21st century – a client-centered
approach, successfully executed by professional advisors who
help their clients by being expert facilitators of decision
making.
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