Sales dynamics for selection: seeing is believing
- Do you have difficulties when hiring salespeople, doing interviews and selection processes?
- You often have an excellent impression during the interview, but when it comes to “let’s see”, do you realize that you were wrong?
- It seems like some salespeople know how to sell very well, but when it comes to your product or service, does things change?
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If you identified with these situations, you need to remember two important factors:
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- First: after hiring, you need to train your salesperson and give him adequate working conditions, such as sales materials, customer information, sales systems, etc.
- Second: nominations, résumés and interviews are part of the selection process, but nothing replaces a good sales dynamic for selection.
In this post, you’ll see some sales dynamics models that detect specific characteristics that a good salesperson needs to have.
Check out the details and see which one you would use in your company.
Have you ever participated in a selection sales dynamic?
A sales dynamic helps you choose the right parts for your team
3 examples of group dynamics for selecting sellers
The selection processes are made up of several stages, ranging from the analysis of résumés, interviews with HR, tests and exams and interviews with future superiors.
Group dynamics for the selection of sellers is a widely used and fundamental tool to choose the most suitable professional for the position you want to fill.
And the reason for this is simple: only with them is it possible to observe the salesperson acting in practice, interacting with other people and showing their real skills and knowledge in an interactive way.
Companies that recruit salespeople know that these professionals are key to profitability and even to the business’s image, as they directly relate to customers.
That’s why the group dynamics for the selection of salespeople is so important in talent acquisition processes, as it allows the analysis of characteristics about the candidate’s personality, emotional intelligence, and how he relates to other people, whether they are future colleagues, “customers” or leaders.
In addition, it is possible to analyze whether the candidate has the profile to sell a specific product or service.
Check out some group dynamics for the selection of sellers and choose the one (or those) that most identify with the reality of your company.
1- “I am the product”
In this group dynamics format for vendor selection, participants need to present themselves as if they were really a product, explaining and extolling its benefits rather than features, “selling your fish.”
In about 20 minutes, they need to introduce themselves, show their benefits, and inform how they will solve the problems of the “customer” who buys them
This group dynamic for selecting sellers has two objectives:
- It is possible to analyze how the seller sees himself and recognizes his qualities and how to use them when prospecting, monitoring, negotiating and closing deals.
- See if he is able to interact with participants in a creative way to attract the group’s attention and arouse interest in the “sale”.
A group dynamic can reveal the characteristics of a super salesman
2- Creative argumentation
The intention of this fun dynamic is to make candidates use their creativity to try to make practically impossible sales of products such as:
- Lens less Glasses Frames
- Literally strapless purses and suitcases
- sand in the desert
The articulation and repertoire of each will be evaluated, as well as their level of argumentation.
Lasting approximately 40 minutes, this group dynamic for the selection of salespeople is more interesting if sheets are distributed so that participants can write or design their sales strategies.
Then, they make a presentation to convince a group of people to make the purchase.
Those who manage to find more creative and coherent arguments to captivate the public will be the main highlights of the dynamic.
But note: the important thing here is to select that salesperson who, instead of “deceptively” convincing a person to buy a bag without a handle (for example), is initially dedicated to trying to discover any need that the person may have and that, really, can be solved with that product.
If the bags without handles, the rimless glasses and the desert sand are made available (to be sold to someone who lives in the desert) the dynamic becomes much more interactive and fun.
3- Negotiation: furnishing the commercial department
A good salesperson also needs to show himself as a professional who knows how to negotiate so as not to miss out on opportunities to sell his product or service. Through a simple dynamic, it is possible to analyze the negotiation capacity of candidates.
Divide them into two groups: one of sellers and one of buyers.
Participants in the selection receive A4 sheets for notes, a list with pictures and descriptions of various furniture and their prices, and an A3 sheet with a drawing of the floor plan of a commercial department that needs to be furnished.
A group will need to furnish this department with a stipulated amount, and to do this, all members will need to reach a consensus on what furniture to purchase.
The other will need to hit a sales target that the first group (of buyers) doesn’t know what it is, but that initially is less than the stipulated amount for buyers to spend.
After 20 minutes, interrupt the dynamic and inform that the budget made available for the furniture needed to be cut in half (but the sellers’ goal remains the same and is now higher than the new budget), thus, concessions will need to be made for the commercial department can be furnished, even with a lower value.
During the negotiation between them, it is possible to analyze the behavior of each one and take note of individual characteristics to select those candidates who have greater flexibility and negotiating power.
Sales selection dynamics help highlight the best players
Advantages of sales dynamics for selection
Through these dynamics, it is possible to assess what were the reactions of each candidate, what are the emotions shown through attitudes and tones of voice, what the result was achieved, which were the most participative candidates, which took on leadership positions naturally and if anyone failed to participate.
Usually, psychologists and Human Resources teams are responsible for applying the dynamics and analyzing the results, as they are directly involved in the recruitment and selection process.
However, the sales manager, or another person responsible for leading the sales team, can also participate to get to know the candidates and evaluate them more effectively.