INTRODUCTION
The CCV: Coefficient of Competencies for Sellers is a selection and evaluation test of specialized personnel in sales positions. The CCV provides a global score based on six competencies: Initiative, Motivation for Achievement, Energy, Ego Strength, Persuasion and Self-confidence.
The CCV system was created by a team of professionals from VyA Consultores Limitada, who after extensive studies aimed at identifying what success in sales positions depends on, managed to identify six essential skills.
Subsequently, two vendor profiles were identified: Land Vendor and Store Vendor, then this team of experts created a test aimed at measuring these competencies, which test was subjected to various validation studies in Latin American companies, ending in the current questionnaire.
Currently, V&A Consultores Limitada, owns the intellectual property and registry of the CCV system, which has generated in recent years a large number of benefits to the companies that use the system, adding value to the vendor selection processes.
The CCV is a test consisting of 92 questions, which provides an overall score expressed in percentiles, this implies that the range of scores ranges from 1% to 99%, with 1% being the worst score and 99% being the best score. For example, a score of 60% in the CCV, is interpreted indicating that: "The score was better than 60% of the population."
In Chile, interesting studies have been carried out aimed at knowing the predictability of the CCV with respect to the commercial results of different vendors. In particular, this document summarizes two studies carried out with information provided by the companies that use the CCV System, between 2003 and 2006. The objective of presenting these studies is to know the relationship between the results of the CCV and different performance indicators. commercial in two samples of sellers.
II. STUDY 1
The following study was carried out by a company in the retail sector (department store) with the aim of knowing the relationship between the CCV score and two indicators associated with business performance: Sales and Commissions.
The commercial performance of 394 sellers between October 2005 and March 2006 was analyzed, which were divided into three groups:
1) a.- Not Evaluated with CCV: (n = 235)
b.- Evaluated with CCV: (n = 159)
2) Accepted: Score equal to or greater than 50% in Global CCV
(n = 76)
3) Rejected: Score less than 50% in Global CCV (n = 83)
1. Difference% of Sales Compared to Total Average Sales
The results show the capacity of the CCV test as a predictor of commercial success, reliably discriminating those sellers with excellent performance, thus, the sellers accepted by the CCV system, exceed the store's average sales by 22%, to those rejected in 34% and to the group not evaluated with CCV in 23%.
2. Average Commissions According to Results and Use of CCV
The second commission analysis shows us a better performance of the group accepted by the CCV over the groups rejected by the test and the control group (made up of sellers not evaluated with the system)
III. STUDY 2
The following study was carried out by a company in the retail sector (department store) with the aim of knowing the relationship between the CCV score and different indicators associated with commercial performance.
The CCV was applied to approximately 50% (n = 93) of the total sellers of a store in the central sector of Santiago in the month of January 2004.
The sellers sampled were at least one year old, their CVC score being compared with their commercial performance during the last year (January 2003 - January 2004), also with indicators for the period February - April 2004.
In order to simplify the analysis, vendors were classified into two groups according to the results in the CCV, the Accepted by the CCV with scores higher than 50% and the Rejected with scores lower than 50%.
- Accepted (n = 64). Sellers (50%> CCV) with average CCV score of 76%. Rejected (n = 29). Sellers (50% <CCV) with average CCV score of 30%.
The commercial performance indicators considered in the study are the following:
- Variable salary by Commissions (sales) between January 2003 to January 2004 Average Variable salary by Commissions (sales) total period (January 2003 to January 2004) Percentage of Credit Sales (January 2003 to January 2004) Average Term (in months) of Sales to Credit (January 2003 to January 2004) Total Sales period (January 2003 to January 2004) Total Sales period (February to April 2004)
a) Comparison with Sales Commissions (January 03 - January 04)
The following analysis considers the comparison of the results of the CCV with the monthly commissions of the sellers generated by their sales.
1. Commissions for Sales according to Results in CCV.
As can be seen in figure 3, those accepted by the CCV had a higher commercial performance during the 13-month period, compared to those rejected by the CCV.
2. Comparison of Average Commission with Average Store (January 2003 - January 2004), according to CCV Score.
As can be seen in the graph above, those Accepted by the CCV (n = 64) had a commission 21% higher than the average commission of the total store (n≈200), while those rejected (n = 29) They received commissions 4% lower than the store average.
b) Comparison with Average Sales (January 2003 - January 2004)
In order to know the direct contribution to the business, an additional analysis was carried out considering the comparison of both groups (Accepted and Rejected) according to the average sales achieved in the same period (January 2003 - January 2004).
The following graph shows that Accepted sellers sold 8% more than the store average in the period, while rejected sales reached sales 17% lower than the store average.
3. Comparison of Total Average Sales with Average Store Sales (January 2003 - January 2004) according to CCV Score
c) Comparison with Credit Sales (January 2003 - January 2004)
Many times a seller's business performance is evaluated by calculating what percentage of their total sales is with company financing.
In this context, it is considered relevant to contrast the results in CCV with two indicators: 1) Percentage of Credit Sales, and 2) Average Term in months of sale on credit.
3. Comparison of Percentage of Credit Sales compared to Store Average (January 2003 - January 2004), according to CCV Score.
As can be seen in the previous graph related to credit sales, those accepted by the CCV (n = 64) sold 1.9% more than the store average on credit, while those rejected by the CCV a - 4.3% less than the average.
The following graph shows that Accepted sellers reached an average term (in months) of their credit sales by 6% higher than the store average, while Rejected sales –12%.
5. Comparison of Average Term of Sale on Credit compared to Average of Store (January 2003 - January 2004) according to CCV Score
d) Comparison with Average Sales. (February 2004 - April 2004)
In addition to the previous indicators, the commercial results in the months of February to April 2004 were considered. Relevant period as it was after the application of the CCV, allowing to complement the previous post-conflicting analysis with a predictive one as such.
The following graph analyzes sales in the months of February to April 2004, comparing them with the average for each department. The performance of the vendors Accepted by the CCV shows a performance clearly superior to those rejected and to the average (March and April).
6. Comparison of Total Average Sales after the Study (February 2004 - April 2004) according to CCV Score.
As can be seen in the previous graph, those Accepted by the CCV had higher sales in the three months following the study, that is, the test was able to predict the future results of the sellers, grouping on one hand the successful sellers (Accepted CCVs) from the group of average or unsuccessful sellers (Rejected CCVs)
IV. COMMENTS
The results of the aforementioned studies provide evidence on the CCV's capacity for discrimination regarding commercial management in sales positions.
By contrasting the periods of use in both studies, it was possible to determine that there are significant differences between the commercial performance of the Accepted and Rejected by the CCV, clearly differentiating those "successful" sellers from those sellers who are only "order takers".
In financial terms and according to the results obtained after the use of the system, the recovery of the investment associated with the use of the CCV in the personnel selection processes is achievable only in a few days.
V. CONCLUSIONS
The CCV has shown that through its application the selection processes are aimed at those applicants who have the necessary skills to add value to companies.
The CCV allows extensive commercial benefits, far superior to the associated low investment, allowing it to be financed only in a few days.
Finally, the CCV allows the Human Resources Area to be oriented to the interests of the business, contributing from a commercial perspective to the profitability of the company.
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