INSELLLAB (INsight SELLing Lab) Consultation Capability Test
Show your certified capability!
World’s first, Behavior Based Business Capability Test
30 years of global B2B Sales & Business experience and know-hows
World’s & Korea’s first, developed by an expert possessing Global 5 Company’s B2B Sales International Certified Instructor INSELLLAB (INsight SELLing Lab) Consultation Capability Test
InSellLab (INsight SELLing Lab) Consultation Capability Test is… The contents consulted and persuaded through a conversation with someone at a job and work are analyzed. Based on 30 years of global performance and education consulting know-hows and experience, it is calculated due to elaborate algorithm developed on own. Your Consultation capability is analyzed and calculated with elaborate algorithm for 1. 10 (Standard) / 16 (Premium) scores (InSellLab CCS) and 2. shows one type (InSellLab CCT) from the 24 types
InSellLab Test’s analysis and calculation algorism has been certified by 5 B2B sales international facilitator certifications and training targeting global business sellers for over 10 years. The consultation capability test results are similar to the actual business case, which was verified by many clients.
InSellLab Consultation Capability Test is applied in the following areas:
The purpose of InSelllab Consultation Capability Test
InSellLab Consultation Capability Test can be used at a company for the following purposes.
1. Dashboard Tool for training and talent management
Dashboard by Consultation Capability Test Areas of All Participants
2. Data & Tool for salary and consultation capability evaluation
3. Data for training achievement and job interview
InSellLab Consultation Capability Test Certification
Details of Consultation Capability Score
| Standard | Premium | ||
| 1. Capability toLeadconsultation | Skill that leads opponent to the direction one is leading and questions rather than demonstration with leading skills | 11. Capabilityto createCustomer
Problem |
Skill to make opponent to talk about problems on his/her own |
| 2. Capability toExplorecustomer’s
problem |
Skill that attempts to surface by talking about the problems or complaints that opponent has | 12. Capabilityto exploreProblem
Expansion |
Skill to find ways to expand the seriousness and suggestive subject of the problem opponent has |
| 3. Capability toPreventCustomer
resistance
|
Skill to prevent opponent from resisting in prior | 13. Capabilityto createProblem
Expansion |
Skill to make opponent talk about expanding the seriousness and suggestive subject of the problem opponent has |
| 4. Capability to refrain from Push | Skill to refrain rather than pushing with one’s strengths | 14. Capabilityto explorecustomer needs | Skill to find ways for opponent to speak of needs or necessities |
| 5. Capability to create benefits | Skill that makes advantages with the needs that opponent has | 15. Capability to explore customer value | Skill to find ways to make opponent acknowledge customer value provided with one’s solution |
| 6. Capability to find needs | Skill to make opponent talk about the needs and necessities | 16. Capability to create customer value | Skill that makes opponent speak of various customer values |
| 7. Consultation Capability | Skill that persuades opponent to the direction one wants | ||
| 8. Capability to empathize | Skill to listen to opponent’s words and respond by sympathizing, and help opponent actively participate in consultation | ||
| 9. Capability toquestion | Skill to throw questions that can induce opponent for the answer wanted | ||
| 10. Capability to refrain from demonstration | Skill to not ramble to the opponent based on one’s characteristic or strength | ||
Solution recommended to you from test result and an expert
| Priority | Item | Needed Solution |
| 1 | 10. Skill to refrain from demonstration | Skill to refrain from explaining your characteristic or strength is important. Currently, you need the refrain from demonstration and need skill of throwing questions. |
| 2 | 6. Skill to find needs | It is very important to find the need or necessities that solve the problem of the opponent.Currently, you are exploring for the problem but not able to develop the needs. Develop skill in finding needs. |
| 3 | 9.Questioning skill | The skill to throw proper questions to opponent for the answer you want is important. Currently, you need to develop skills in throwing various questions to the opponent. |
| Priority | Item | Needed Solution |
| 1 | 12. Skill to ExploreProblem Expansion | To largely acknowledge the problem opponent has, problem must be thought and expanded. Currently, you have the skill to surface the question but you need to develop skills to expand. |
| 2 | 13. Skill to CreateProblem Expansion | It is important to expand and go deep in the problem and concerns that opponent has. Currently, you have the skill to explore problems but you need to develop the skill to allow the opponent to talk for himself/herself. |
InSellLab (INsight SELLing lab) Consultation Capability Test is executed in the following 3-4 stages. (Refer tosbconsulting.co.kr/?p=3026) Step 1 – Record the contents or consultation with someone. Capability test is possible when the customer’s resistance is in a reasonable level. (around 10-20 minutes mp3 file) Step 2 – Send an e-mail (Jaiwskim@gmail.com) with the recorded file and InSellLab Consultation Capability Test Request Form and transfer the fee at the same time. Step 3 – Receive test results within 10 days through mail. Step 4 – For VIPs, decide consultation date with an expert and execute online consultation for 30 minutes.
Step 1. Record consultation (10-15 minutes): (Korean, English, Chinese, Japanese, German, French, and other languages)
Step 2. Select test type (Transfer test fee)
Step 3. Send recording file and request form via e-mail
Step 4. Analyze recording
Step 5. Calculate consultation capability type and score
Step 6. Add feedback by expert
Step 7. Printout CCT result: Korean/ English
Step 8. Send printed result by mail
Step 9. Receive printed result
Step 10. 30 minutes online consultation with expert (For VIP)
World Best B2B Sales Consultation Skill Programs
InSelllab Creator’s Profile
Jai Woo (Jay) Shim
Published Books
1.“ Do Presentation like Jack Welch
Korea’s bank with worst performance, Learn from America’s Wells Fargo Bank
Teller’s “Customer Consulting Capability” is the key to success
Identify customer needs to link with product strategy
◇More than 6 financial products sold per person with personalized customer management
One of Wells Fargo’s biggest success is that their cross-selling (selling various products of the bank to one customer) is active. Wells Fargo Bank sells an average of 6 products per customer, and this is twice more than the average (3 each) of American banks.
The key to the vigorous cross-selling is because they manage their clients well. Chair Professor of California State University Sungwon Son, who was the senior vice president of Wells Fargo Bank, stated, “Through a close consultation with the client, the teller received future-demand information such as ‘I need a loan in three years’ and share this with other departments to sell products strategically.” The cross-selling of various financial products became vitalized. From the bank’s total income, non-interest income reached 48.9% (2013 standard, Korean bank was 10.5%). Professor Son also stated, “If Korea’s financial authorities ease the commission regulations and increase commission income like America, Korea will also be able to increase non-interest incomes.”
Wells Fargo is focusing on how well the training of employees will set the relationship with clients. For example, when a new employee consults with a client, a senior employee should look at the situation to see if the conversation went well or point out the problems. Also, there is an employee personnel evaluation list that asks whether the new employee acquired new information by talking to more than 30 clients a day. Korean banks do not have this kind of training culture. A commercial bank’s vice chairman stated, “After the foreign exchange crisis, local banks aroused a problem of selling new products indiscriminately without determining whether it is an essential product for the client or not.”
◇Working on Sundays… Penalty points to employees who make customers wait more than 3 minutes
All Wells Fargo branches open on Saturday and some open on Sunday as well. They provide financial service such as exchanging change accordingly to the time clients’ stores open. When a client waits for more than 3 minutes, the employee’s performance score is deducted.
Wells Fargo Bank won 1st place for three years since 2009 in the America’s Consumer Satisfaction Investigation (ASCI) for the area of Banks. Doctor Sangho Son, a financial researcher, stated, “It shows that Korean banks must provide a differentiated and creative service than now.”
◇Not doing things competitors do
Wells Fargo’s other strength is that they are not swayed by ‘tipping effect’ and they maintain their own color with perseverance. Wells Fargo Bank’s major shareholder and investor Warren Buffet stated, “The reason Wells Fargo is doing well is because they don’t do what other banks do.” Wells Fargo actually gave up on high income and did not sell subprime mortgage loan products. So, the bank mortgage market share went from 11.9% to 10.2% in 2006, but this was the reason global financial crisis was avoided. Wells Fargo then took over Wachovia Bank to grow twice as bigger.
On the other hand, local banks jump in to anything that will help in making more money and followed the way of ‘flourish together and fail’.
In Wells Fargo Bank, there is a tradition where an in-house promoter, who understands the company philosophy well, becomes the CEO. It is the exact case for Dick Kovacevich and John Stumpf, Wells Fargo’s CEO for the last 15 years. This type of business governing structure maintains the consistency of strategy and demonstrates positive effect that raises loyalty of employees. Professor Sungwon Son stated, “Local banks say ‘banks are in difficulty because there is no owner’ but Wells Fargo is a bank without an owner but with institutional investors,’” and also added “stock options are given to the manager and assistants, and all employees have the philosophy in mind that they are all the owners of the bank.”
(Chosun Times 2014. 5. 7. Article)
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