Kiwi sales pitch lacks character

By ANGELA McCARTHY

New Zealand salespeople are under-performing in two major areas compared to their Australian and American counterparts - assertiveness and competitiveness.

That's the verdict from Murray Webb, psychometrician of The Sales Profiling Company.

Webb, whose background encompasses sales, recruiting and psychology, is the New Zealand distributor of Sales Achievement Predictor (SAP), one of several tests available that gauge your suitability for a selling job.

He bases his criticism of Kiwi sellers on an analysis of 316 New Zealand tests done earlier this year.

It examines 18 traits related to sales performance, and determines whether an examinee is highly recommended; recommended but needing improvement; or not worth hiring.

One in two Australian and American examinees get the thumbs up, compared to one in three per cent of New Zealanders.

Assertiveness and competitiveness - two key personality traits for sales people - are the two areas where New Zealanders score poorly, he says.

"While consistent with the commonly-held stereotype of the quiet, unassuming Kiwi, weakness in these areas interferes with a salesperson's ability to deal candidly with a prospects objections and close a sale," he says.

Further investigation showed that Kiwi salespeople then try to make up for these weaknesses with unusually high levels of patience and co-operativeness, waiting things out too long or acquiescing too readily to clients' demands for freebies and discounts - which all erode the profit margin.

Adshel (NZ) Ltd general manager Stuart Moffatt uses the test in hiring and pinpointing where training is needed, and agrees with Webb's assessment.

It helps him decide who would best fit into the team, and gives him information to follow up when doing reference checks.

"The drive to be best isn't always there," he says. "There is a nice 'they're doing well attitude' [to other sales reps] rather than 'I want to bury you'."

He says a lack of competition within teams can lead to under-performance because no one is reaching their peak. Adshel counters this with incentives such as plaques and monetary awards.

While the programme leader of Manukau Institute of Technology's School of Retail and Wholesale Studies, Tony Gyde, also agrees that New Zealander salespeople are less assertive than their international counterparts, he doesn't see that as negative.

"That is part of our culture," he says. "Building relationships and solving problems are the most important sales skills."

Adds sales trainer and consultant Roger McGill, an Australian who has trained sales people in Australia, US, Canada and the UK: "Kiwis aren't arrogant like Australians, or pushy like Americans, or slow to connect like the English. Kiwis are interested in people and energetic."

However, sales and marketing consultant Richard Gee, who runs training programmes for organisations such as Auckland Chamber of Commerce, feels the biggest flaw in our salespeople is fear of rejection.

"I believe up to 60 per cent of sales reps fear this. Rejection shouldn't be taken personally, and people have to learn strategies for handling rejection." A rejection is often really a request for more information, he says.

"The best approach is to go back and overcome the reasons why you were rejected first time round. If you believe that you're going to help that person make an informed decision, then you'll be okay about going back and talking about it again."

Nobody likes rejection, says Retail Industry Training Organisation chief executive Chris Malpas, "but 'no' hasn't killed anyone yet. If you've tried to understand the customer and their needs and have been helpful, then you've earned the right to ask a customer for a decision."

In general, says Gyde, selling is an under-rated skill.

"It is far more than heading out with a brochure and an order book. You have to deal with people's personalities, the culture of organisations. You have to tune into each account."

Gee is amazed at "how many people are handed the car keys, record card and told to go to it.

"Often people have been promoted from customer service which is reactive selling - someone rings, and you react. With sales you make an appointment and be proactive."

A test of personality

It's official - I could be a sales rep, but training would be required. An aptitude test found me lacking in "sales disposition" - being a typical Kiwi, I am not assertive or competitive enough - and in commitment to closing sales.

It's sure proof I was right not to follow in the footsteps of my dad, who was in car sales, or my two brothers, who are in real estate and electronic goods.

However, it is interesting to see just how this test, the US-developed Sales Achievement Predictor, has pinpointed my personality.

I'm found to have tendencies to introspection and self-criticism, am more diplomatic than average, and at times impatient.

I also have high energy, self-confidence, clear goals and the ability to follow tasks to completion. Phew, that sounds positive. Oh, and I'm honest about my foibles.

There are built-in checks to ensure people are not bragging about their assertiveness, friendliness, interest in people and all the other personality traits most desired in sales people.