Candidate:

LUCA COCOCCIA

Primary Selling Style:

VERSATILE RELATIONSHIP OR CONSULTATIVE SALES STYLE

Provided for: ENF

Provided by: Salesforce Assessments Ltd1451 Donald Munro DrCarp, ON K0A 1L0 Canada1-866-522-4473

Date: February 16, 2011

Copyright 1989-2008 Salesforce Assessments Ltd. All rights reserved.

Luca Cococcia

Sales Suitability SummarySales Suitability is based on two factors: (a) the candidate's suitability for sales in general and (b) the candidate'ssuitability for a particular sales position based upon the types of selling you indicated the candidate will be doing. A scaleof one to ten is used with ten indicating a high degree of suitability.

Rating Guideline A:Temperament to Succeed in Sales

Rating Guideline B:Suitability for the Position

10 - highly likely to succeed8-9 - very likely to succeed6-7 - likely to succeed4-5 - may succeed2-3 - unlikely to succeed0-1 - very unlikely to succeed

10 - excellent match 9 - very good match7-8 - good match5-6 - workable match2-4 - poor match0-1 - bad match

It should be noted that the two factors are independent of one another. It is unusual, but not uncommon, to have acandidate who appears well suited for the position (Guideline B) but who rates low on his or her temperament tosucceed in sales (Guideline A). This simply means that, while the candidate's temperament is suitable for the particularposition, there are other mitigating factors that may make the candidate less likely to succeed in sales overall. Look for acandidate who rates above five in both areas and whose temperament to succeed in sales is higher or equal to his orher suitability for the position. In general, the higher the numbers, the less you need to be concerned about thecandidate.

While this instrument can't assess a person's desire or discipline to succeed, on a scale of one toten this particular individual is rated as follows:

Temperament to Succeed in Sales: 8 out of 10Suitability for the Position: 8 out of 10

Overall Assessment: The combination of the above ratings indicates that, in this particularsales position, the individual:

has the potential to be a top performerhas the potential to be a good performerhas the potential to perform well with a minimum of supervisionmay succeed in sales may succeed in sales

if given the proper guidance, supervision, and coachingonly if possessing a great deal of desire, drive, and discipline

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General Description of This StyleThis is a snapshot view of the individual's selling style characteristics.

Salespeople with this type of temperament profile are generally associated with successfulrelationship or consultative-type selling. While they will be most comfortable servicing andgetting additional business from existing accounts, they have the versatility and flexibility toproactively seek out sales opportunities in new accounts.

These people are equally comfortable working alone or as part of a team. They are well suitedfor either inside or outside sales. If properly trained, motivated, and managed, these people canbe highly successful salespeople.

The most usual selling style for people with this type of temperament is that of the“Farmer/Hunter.” They have the basic selling style of a “Farmer” but can hunt if they want to.

Farmers thrive on nurturing and maintaining accounts or opportunities. Once given a sales lead,these people spring into action, make contacts, burrow their way into the account, and work it.These people are at their best when times are good and the sales ground is fertile.

On the other hand, Hunters thrive on seeking out new opportunities, opening new doors, andlooking for the next opportunity. Their eyes and minds are always on the horizon looking for thenext kill. They're good people to have when the sales funnel is empty.

When times are tough and these people don't have a real opportunity to work on, they arecapable of shifting into a hunting mode and seeking out new opportunities.

Competitiveness Rating: Competitiveness is an indication of a person's assertiveness and/oraggressiveness and impacts an individual's ability to make cold calls, uncover newopportunities, and close sales. This particular individual is:

not inclined to be competitivesomewhat competitivecompetitivevery competitivehighly competitiveextremely competitive

Persistence Rating: The ability to be persistent and stick with a sales opportunity until itcloses is an important factor in a salesperson's success. This particular individual is:

not inclined to be persistentsomewhat persistentpersistentvery persistentextremely persistent

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StrengthsA person's strengths generally remain that person's strengths

regardless of the type of sales position he or she is in.

Like most successful salespeople, these people like people. They understand them and see theirpoint of view. They usually get along well with people. They are friendly and like entertainingothers.

As salespeople, these people enjoy influencing people and selling ideas. They areusually goodtalkers and are good at adapting other people's ideas and selling them. They enjoy competingwith others and with difficult situations. They like overcoming objections and resistance andachieving their goals in the face of obstacles.

When communicating, these people get quickly to the point. They prefer to get directly to theheart of a problem and try to get results. They welcome overall responsibility for sales projects.These people have a restless drive to get action and get things done. They are quick to respondto new situations and can work in a constantly changing atmosphere. They enjoy it when thingsreally happen and when things are moving. They can keep a variety of sales opportunities goingat once.

These people are capable of thinking for themselves and acting on their own. They can bepersistent and have the strength to follow through and keep at anything they start until they getresults. These people work well on their own and prefer situations where they are given a freerein. They don't need or want close supervision.

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ConcernsConcerns usually apply only to a particular type of sales position.

People with this type of temperament don't like detail, routine or repetitive work (a characteristicof most salespeople). They like to start things, get them going and let someone else follow up.They may be good at detail, but will prefer to get someone else to do it.

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Red FlagsRed flags represent potential problem areas that may have an impact

on the person's ability to do the job and should be investigatedeither with the individual or by doing thorough reference checking.

No Red Flags to report.

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Other CommentsAdditional suggestions and observations intended to assist in making your final decision.

No Other Comments to report.

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Reference Checking RecommendationsIn addition to general suggestions, this section may also include areas

to investigate that are specific to this particular selling style or individual.

Confirm past performance history. Your best indicator of future performance is successful pastperformance.

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The Suitability Table

best suitedsomewhat suited

not well suited

checkmark has been placed beside the types of selling that you indicated this individual will be doing.

The suitability table indicates the types of selling that salespeoplewith this particular temperament are for. It alsoindicates the types of selling these people arefor and which types they are for.

For your convenience, a

This allows you to quickly see how close the person's temperamentcomes to matching the particular types of selling you need done.

If you're extremely lucky, there will be a perfect match between theindividual's temperament and the position requirements. A perfectmatch is one where all the checkmarks fall within the Best Suitedsection of the Suitability Table on the left. Few of our clients areever this lucky!

If the majority of the checkmarks fall within the Best Suited andSomewhat Suited sections with only a very few in the Not WellSuited section of the Suitability Table, the person is likely to fit intothe sales role quickly and comfortably. In this case, the type ofselling the person is required to do fits reasonably well with theindividual's temperament and the person is likely to come up tospeed quickly. You should still conduct a thorough reference checkon the individual.

If the majority of the checkmarks are in the Somewhat Suited andNot Well Suited sections of the Suitability Table, there is potentialfor performance problems. The magnitude of the potentialproblems will depend upon the ratio of the Somewhat Suited to NotWell Suited checkmarks. In the case of a mismatch, we stronglyrecommend a thorough reference check with emphasis onprevious selling success in your type of sales environment.

If all the checkmarks are in the Not Well Suited section of theSuitability Table, there is potential for major performance problems.In general, these individuals are unlikely to succeed in the types ofselling you want done. In the case of a major mismatch, weconsider it mandatory to conduct a thorough reference check withthe emphasis on previous selling success in your specific type ofselling environment (i.e. having worked for a direct competitor).

A Perfect Match

Close Match

Mismatch

Major Mismatch

SUITABILITY TABLESalespeople with this type of sellingstyle tend to be:

BEST SUITED¹ for:ConsultativeEstablished AccountGovernmentHigh Price/Low VolumeInside SalesInstitutionalIntangiblesLead Follow-UpLong-TermMajor/Large AccountMulti-CallOutside SalesRelationshipRetailSmall BusinessSoft-SellTeam SellingTechnicalTelemarketing, Inbound

SOMEWHAT SUITED² for:Fund-Raising, Known CauseNew AccountOne-CallRoute SalesShort-TermTelemarketing, Outbound

NOT WELL SUITED² for:Cold CallDoor-to-DoorFund-Raising, Unknown CauseHard-SellLow Price/High Volume

¹This doesn't mean people with this type oftemperament will necessarily succeed in theposition. It means they can succeed if theyhave the desire and discipline to do so.

²This doesn't mean people with this type oftemperament will be unsuccessful in theposition. It means that in order to succeedthey have the desire and discipline todo so.

must

= Type of selling which you indicated thisindividual will be doing.

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IMPORTANT INFORMATION

While we would never recommend hiring or firing someone solely on the results of the SalesTemperament Assessment, it provides additional information on which to base a final decision. Itcan help you avoid putting a round peg into a square hole.

The STA which are important factors in asalesperson's success. There will be people with ideal profiles who fail because they lack thesetwo key qualities. On the other hand, people with unsuitable profiles may succeed simplybecause they have the desire and discipline to do so. These individuals, however, are rare.

does not evaluate desire or discipline,

NOTE:What you see isn't always what you hire. If what you read in this report differs substantially fromwhat you saw during your interview process, beware. The discrepancies will probably haveoccurred because:

(1) the candidate was less than truthful when completing the STA in the hopes of producing afavourable report, or

(2) during the interview, the candidate was attempting to represent him/herself as something orsomeone he/she is not.

In both cases, it's usually done to get the job. If there are discrepancies, we strongly recommendyou do a thorough background and reference check.

JUST ONE TOOL

The STA is an important hiring and staff assessment tool. However, it's just one of the tools youshould use when assessing an individual's suitability for a particular sales position. The STAreport should account for no more than 20 to 25 percent of your final decision. Your other toolsinclude a thorough interview process and in-depth reference checking. By using all the tools atyour disposal, you minimize the danger of putting a square peg in a round hole.

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