ROI - Return on Investment

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The ROI Methodology™ was developed by Dr. Jack J. Phillips in the 1970s, refined through application and use in the 1980s, and implemented globally during the 1990s.
Over 3,000 organizations are using the ROI methodology, through planned implementation.
2,000 organizations have formally implemented the methodology through ROI Certification™ conducted by the ROI Institute.
Approximately 5,000 impact studies are conducted annually in learning and development and human resources.
At least 200 public sector governmental units are using the methodology.
ROI implementation was first pursued in manufacturing, then moved to service, healthcare, non-profits, governments, and is now in educational systems Sixteen books have been published on the ROI methodology and its application (www.roiinstitute.net)

Primary reference – Return on Investment in Training and Performance Improvement Projects, 2nd Edition, Jack J. Phillips, Butterworth-Heinemann, Woburn, MA, 2003 (originally published in 1997)
Award winning book – Bottomline on ROI, Patti P. Phillips, CEP Press, Atlanta, GA, 2002 (received ISPI award)

Over 100 case studies published in books, journals, and industry publications
First implementation of the ROI methodology outside the USA – 1992, South Africa
First certification in non-English language – 1995, Italy
Implementation is accomplished through partners in various countries
Implementation is currently occurring in 44 countries, with additional implementations planned in other countries
Books published in 28 languages
Twelve international case study books in development or in the planning stages

Emotional intelligence and sales success

Emotional Intelligence as measured by the EQ-i is highly predictive of sales success. The EQ-i was recently administered to over 1000 sales personnel of a large U.S. based international organization. These people were based in every state in the U.S. and in Japan, England, & Germany. The question was: are there any differences in the EQ scores of "successful" salespersons as compared to those who are considered less than "successful"? The analysis was based on objective data regarding the ability of salespersons to meet individual sales goals. "Success" was defined as meeting 100% or more of the goal, and "failure" was defined as meeting less than 70% of the goal. The analyses followed standard procedures for stepwise logistic regression to identify which demographic variables and EQ-i subscales were most related to "success" as a salesperson.

This model indicates that of the 15 areas of EQ as measured by the EQ-i, those most predictive of sales success in the organization studied were: Assertiveness, Empathy, Happiness, Emotional Self Awareness, and Problem Solving Skills. The odds of success were 2.7 times greater for those fitting this index. In fact, when the real world success of those scoring high on this index were examined, the results were powerful predictors of actual sales success. Of the 262 highest scoring salespersons on this index, 95% were "successful" (at or exceeding 100% of sales goal)! Overall, this model correctly classified 81% of all successful/unsuccessful salespersons. Finally, the study debunked several myths: geographic area assigned was not predictive of success, nor was gender, ethnicity, education, age, or number of hours worked. In fact, those who worked the fewest hours were the most successful! Marital status was not predictive of success, however for those who were married (83%), marital satisfaction was related to success.

The results make sense. First, assertiveness is a highly desirable trait for anyone in a sales environment, but empathy? Yes, empathy! Empathy is about being able to read and respond to the emotions of others, which indicates successful salespersons were better at reading "cold sales", (hence not wasting time…fewer hours worked) reading emotions on the spot and adjusting sales presentations on the fly based on the "read" they were getting. Happiness/optimism have long been held as positive traits associated with sales success. Emotional Self Awareness is a complement to empathy, and is about knowing oneself, reading and managing one’s own emotions. Good problem solving skills were a necessary trait in this organization as salespersons worked alone, frequently isolated from coworkers or supervisors.

(Source: www.kandidata.se)