1. Surveys
  2. 2012
  3. February
  4. C
  5. Cintas - SFE
 
 
Hello:

Cintas is partnering with ZS Associates, a global strategy consulting firm, to analyze our sales compensation plans and overall sales effectiveness.

To aid this effort, you have been selected to participate in survey of current sales effectiveness. Your input is very important. The survey should take approximately 15 minutes to complete.

Please complete the survey by Friday, March 2nd.

If you have any questions or difficulty completing the survey, please contact Jonathan Ezer at [email protected], or by telephone at 212.370.8851.

The survey is organized around the ZS Associates’ sales effectiveness framework, which encompasses the key drivers of sales effectiveness. In the following questions, we will explore each driver, seeking to understand two primary things:
• Cintas’ current performance relative to best practice
• The relative importance of the driver for effecting incremental sales growth



Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential.

Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
 
 
1. Customer, Competitor and Market Environment Insight

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- We have centralized, deep insight into customer needs, buying processes, priorities and overall sales potential.
- We clearly understand and measure the key drivers of customer experience, satisfaction and loyalty.
- We have centralized, deep insight into competitor offerings, including strengths and weaknesses relative to our own.
Disagree Strongly = 1
2
3
4
5
6
Agree Strongly = 7
*  
 
 
b. In your experience, how important is Customer, Competitor and Market Environment Insight to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Customer, Competitor and Market Environment Insight?
   
 
 
2. Customer Segmentation

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- Our segmentation strategy effectively differentiates accounts based on needs, buying processes and sales potential.
- For each defined segment, we have detailed profiles of customer needs, sales potential and number of accounts.
- Our segmentation strategy and segment profiles are highly instrumental to our value proposition strategy, sales force design, sales strategy and execution.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Customer Segmentation to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Customer Segmentation?
   
 
 
3. Growth Strategy

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- We clearly understand the growth opportunity for each segment in terms of retention, penetration, cross-selling and new account acquisition.
- Each year we develop a clear growth strategy in terms of target segments and growth opportunity priorities.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Growth Strategy to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Growth Strategy?
   
 
 
4. Value Proposition

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- We maintain a detailed market offering inventory of all the ways we can create value for customers (ie: products, services, programs, …).
- For each segment, we have developed detailed baseline value propositions that translate our market offering into customer benefits and economic worth, and that can be further tailored to specific accounts.
- We have compelling “proof points” of the benefits and economic worth of our solutions relative to alternatives.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Value Proposition to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Value Proposition?
   
 
 
5. Pricing Strategy

a. To what extent do you agree with the following (please consider the following 4 statements in aggregate):
- Our pricing strategy reflects customer value creation relative to next best alternatives and customer willingness to pay.
- Our pricing guidelines and protocols strike an effective balance between expected win rate and overall profitability.
- Our pricing support and processes provide rapid, high quality response.
- Response times and support are prioritized based on account and deal importance.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Pricing Strategy to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Pricing Strategy?
   
 
 
6. Sales Force Structure

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our sales force structure and role definitions enable the right level of expertise, minimize role pollution / ambiguity and facilitate the right talent and resources against the right opportunities.
- Our sales force structure and role definitions drive effective teaming where required, and facilitate attraction and retention of the right kind of individuals.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Force Structure to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Force Structure?
   
 
 
7. Sales Process

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- We have an end-to-end sales process that specifies the stages, activities, roles and advance metrics involved at each stage.
- Our sales people clearly understand and have fully adopted our sales process.
- Because of our sales process, we are highly effective at identifying and validating customer needs, developing tailored solutions, communicating and proving a compelling and differentiated value proposition, and reinforcing value delivered.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Process to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Process?
   
 
 
8. Sales Force Sizing

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our sales force sizing decisions are fact-driven and are based on detailed modeling of effort allocation and incremental sales and profit for different account types.
- We avoid flawed sizing methods including those based on sales per rep, last year sales force size, competitor sales force size, and internal championing.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Force Sizing to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Force Sizing?
   
 
 
9. Territories and Account Targeting

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- Our sales territory and account assignment process is fact-driven and is based on account potential, likelihood to win, and workload required.
- The sales force is provided with quality information and data to support their account targeting planning.
- We do not have territories that are more than 120% or less than 80% of one sales person’s capacity.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Territories and Account Targeting to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Territories and Account Targeting?
   
 
 
10. Sales Culture

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- We have defined the aspects of culture most important to our sales success and have achieved this common culture throughout the sales force.
- Working relations between sales, marketing, operations and other functions are productive and result in significant business advantage and performance outcomes.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Culture to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Culture?
   
 
 
11. Competency Model

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- We have a competency model for every sales role, which paints a clear picture of our expectations for the role and what success looks like.
- Our competency model is specifically customized to sales and is based on the stages of our sales process.
- Our competency is a powerful tool for both our sales people and their first-line manager coaches.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Competency Model to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Competency Model?
   
 
 
12. Hiring Strategy

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- Our hiring strategy directly aligns with our competency model.
- Our hiring approach incorporates quality sources of candidates, effective methods to motivate application, discerning evaluation methods including both behavioral interviewing and testing, and compelling approaches to pre and post-offer attraction.
- Through our hiring processes we consistently recruit high quality individuals into our organization.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Hiring Strategy to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Hiring Strategy?
   
 
 
13. Training

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our training program is directly tied to our sales process, with modules for each stage of the sales process.
- A blended learning approach is in place, combining classroom, self-taught, and on-the-job training. We have developed effective approaches to motivate our sales people to maximize their own learning (e.g., certification, etc.).
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Training to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Training?
   
 
 
14. Coaching

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our first-line sales managers are themselves expert in our segmentation, sales process and value proposition strategies as necessary to apprentice our sales people in these capabilities.
- We have a defined coaching process that is rigorously applied by our frontline managers. Frontline managers spend at least 50% of their time on one-on-one coaching and selling activities with their direct reports.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Coaching to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Coaching?
   
 
 
15. Sales Incentive Plan Design

a. To what extent do you agree with the following (please consider the following 4 statements in aggregate):
- Our incentive plan is easy to understand, is directly aligned with our sales strategy, and incorporates no more than four key elements that the sales force strongly impacts. Because of our plan, sales people consistently demonstrate the right behaviors and priorities.
- Our incentive plan is based on metrics most critical to our success, which are also aligned with our corporate goals and objectives.
- The plan creates meaningful pay differentiation between high and low performers, creating significant motivation and improving overall sales force performance. The plan is fair and is perceived as achievable.
- In addition to compensation, we have programs that allow us to recognize, showcase and reward individuals that exemplify “getting it done” while also “doing it right”.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Incentive Plan Design to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on your Sales Incentive Plan Design?
   
 
 
16. Sales Incentive Goals

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- We have meaningful sales goals which are based on territory potential, not the individual. As such, individual goals are fair and do not favor or disadvantage certain individuals based on who they are or past performance.
- Goals are fact-based. The goal setting method and process is transparent, rigorously managed, and well understood throughout the sales organization. First-line sales managers can adjust goals based on information not included in the data, but only within tight guidelines.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Incentive Goals to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Incentive Goals?
   
 
 
17. Sales Incentive Administration

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our incentive administration process results in payouts being sent promptly following the end of each performance period, with minimal errors or restatements.
- We distribute reports that enable our salespeople to understand their performance relative to each incentive plan component and calculate expected payouts based on their performance expectations.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Incentive Administration to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Incentive Administration?
   
 
 
18. Performance Reviews

a. To what extent do you agree with the following (please consider the following 2 statements in aggregate):
- Our performance review model is exactly the same as our competency model with the addition of goals attainment. Our sales process, competency model, performance review model and coaching processes directly mirror one another and are mutually reinforcing.
- Our sales leaders and sales people find the performance review process to be a meaningful and important lever for driving individual performance and overall sales force performance. The process is not viewed as a “check the boxes administrative activity that we have to go through once a year”.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Performance Reviews to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Performance Reviews?
   
 
 
19. Sales Tools

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- The sales force has easy access to account information, and easy to use and valuable account planning and pipeline management tools. We have a knowledge management system that provides easy access to internal repositories of information, collateral, and experts.
- The sales force has been provided with tools that enable customer needs analysis, solution development, value proposition communications, negotiations and offering refinement, and value delivered reinforcement.
- A majority of sales persons feel the tools meet their needs and regularly use the tools to their full potential.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Tools to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Tools?
   
 
 
20. Sales Operations

a. To what extent do you agree with the following (please consider the following 3 statements in aggregate):
- Our sales operations function consistently provides the sales reporting, sales analytics and sales platform management critical to our overall sales effectiveness.
- Our salespeople and sales managers are provided with the data and information they require through a mix of standard reports and on-demand analytic tools.
- A complete, centralized account database consisting of all customers and prospects is consistently maintained to support sales and marketing planning and execution.
Disagree Strongly = 1 2 3 4 5 6 Agree Strongly = 7
*  
 
 
b. In your experience, how important is Sales Operations to enabling your future sales growth (when answering, please consider customer retention, penetration and acquisition in aggregate)?
No impact on sales = 1 2 3 4 5 6 Very high impact on sales = 7
*  
 
 
 
c. Do you have any other insights that you wish to share on Sales Operations?
   
 
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