Our Sales Development Centre methodology is a value-adding process brought to you by FULLRAY.  We provide direction, focus and guidance to client organisations with regard to sales assessment and development solutions. 

 Sales Development Centre Technology Structure

A Sales Development Centre is a structured process that uses group and individual simulations to assess/determine an individual’s current ability, skills, and training needs in a sales context.  The individual’s performance is evaluated against a number of sales competencies regarded as being of critical importance for an effective sales person in a particular context.  It is therefore an approach to obtain an indication of an individual’s competence to perform at a target level in a sales context.  The assessment focuses on the individual’s behaviour during certain sales simulations. The set of simulations capture the major aspects of the role.

Several individuals participate simultaneously in the Sales Development Centre and their behaviour is observed by trained Observers. Depending on the context, assessment is done by using a combination of methods (i.e. individual versus group simulations, etc.).  The information generated from the simulations is classified under behavioural competencies.  Delegates attend a debriefing session at the end of the Sales Development Centre, which explains the various techniques, exercises and competencies used during the Centre.  Delegates receive feedback, a comprehensive feedback report and an individualised development plan within two weeks after attendance of the Sales Development Centre.

Sales Development Centres are normally designed around specific sales roles in client organisations and the competencies and simulations are constructed to adequately simulate the sales roles and the environment in which they function.


A simulation is an exercise which simulates a typical situation faced by people in a specific sales role and in a specific context.  It requires the same outputs as the real situation.  To perform effectively during a simulation, the delegate is expected to use a variety of sales competencies. The different sales exercises/simulations are specifically developed around the client sales context.  Examples of typical sales simulations are:

  • Client Needs Analysis
  • Internal sales meetings
  • Analysis and preparation of a sales proposal and presentation
  • The Sales Presentation
  • Client Problem Solving Simulation
  • Sales Administrative Simulation

The different sales simulations are designed around the specific client needs, context and typical sales situations.


All our observers are hand-picked and adequately trained in behaviour observation and assessment.  All our observers/facilitators are registered Psychologists and registered with the Health Professions Council of South Africa. Sales Managers are also actively involved in the design of the simulations and they are also actively utilised as co-observers and role-players during the Sales Development Centre.

Psychometric Assessment Instruments

Psychometric assessment instruments can also be used in a Sales Development Centre. In this regard, clients have a choice of instruments ranging from Personality Questionnaires, Personality/Social Styles questionnaires, Values and Motives Questionnaires to a variety of Cognitive Instruments.  The psychometric data and the information generated from the simulations are interpreted and carefully integrated and presented in a comprehensive integrated report.

A major reason for using psychometric instruments is to assist with development decisions, as these instruments provide critical information that cannot be obtained easily in other ways. If we wish to gain information about a person’s specific aptitudes and abilities and about their personality, attitudes and values then psychometric tests provide invaluable information.

Our Sales Development Centre methodology adheres to the Assessment Centre Study Group (SA) requirements and standards as well as international good practice.  We only use psychometric instruments that are accredited with the Health Professions Council of South Africa. In this regard, we are licensed to use a variety of quality and carefully selected psychometric instruments.  These psychometric instruments are backed by extensive research and validation studies and are administered by qualified Psychologists.


Comprehensive and carefully integrated competency-based reports and detailed sales development plans are prepared for each delegate who attended a Sales Development Centre

Construction and Implementation of a Sales Development Centre

Depending on specific client needs we normally follow a phased approach in the construction and implementation of a Sales Development Centre.  The phases are briefly described below:

Phase One – Job Analysis and Competency Profiling

  • Existing job descriptions are analysed to understand the current sales role
  • Behavioural Event Interviews are conducted with current job holders and selected sales managers to understand the current and future requirements of sales role.
  • Based on the information gathered during the interview process a draft competency profile for the current or future sales role is presented to management for input, verification and final sign-off.

Phase Two – Sales Development Centre Construction

  • The Sales Development Centre is normally developed in the client’s specific sales context. The context is developed with key sales managers and other subject matter experts.
  • Once the context has been determined and documented we start to identify and build the relevant simulations with the assistance of selected sales managers and other subject matter experts.  Care is taken to ensure that the simulations will adequately simulate the current or future sales context and that the identified sales competencies can be adequately assessed during the identified simulations.
  • A full set of supporting documentation (observer report forms, observer instructions, scoring sheets, role player instructions, relevant company information, client information, competitor information, templates, etc.) are developed and presented for sign-off.

Phase Three – Present Sales Development Centres

  • Depending on the specific needs of client, the Sales Development Centre is presented over 2 days accommodating between 6 and 12 delegates per Centre.  An off-site venue is normally recommended to ensure that delegates give their full commitment and attention to the process.
  • Delegates attending the Sales Development Centre are thoroughly orientated and debriefed.  Theoretical inputs and good sales practices and behaviours are shared during facilitated debrief sessions. Integration and alignment with client marketing and sales strategy and Sales Professional role expectations are also covered.
  • In line with client requirements, delegates can also be subjected to agreed psychometric assessments.

Phase Four – Workplace Feedback

  • Delegates receive comprehensive competency-based reports (if relevant, integrated with information gathered from the psychometric instruments) and individualised development plans after attendance of the Sales Development Centre.
  • Feedback sessions between line managers and delegates are normally scheduled within 2 weeks after attendance of the Sales Development Centre.  During these sessions development actions are finalised, agreed and signed off.

Sales Development Centre Methodology Benefits

Some of the benefits of designing and implementing a Sales Development Centre are:

  • Structured and focused approach to developing sales competencies
  • Cost effective, because training and development interventions are based on individualised and actual needs as determined in the Sales Development Centre.
  • Positive impact on the retention of top sales people in the organisation because their development is focused and they can see that the organisation is serious about their development in a sales context.
  • Structured and scientifically based information for each delegate to integrate with talent management processes.
  • Delegates have buy-in into their development and are committed to address their sales development needs.
  • Delegates have a very specific frame of reference of what constitutes effective salesmanship in the organisation’s specific context.
  • Immediate positive impact on sales revenue as delegates start to implement successful sales behaviours on the job.
  • Sales Managers are actively involved in designing and implementing the Sales Development Centre.  From a validity point of view this has obvious benefits, but more importantly, it also ensures their commitment and buy-in into the process which is critical to maintain momentum and to keep the sales development process alive and on track.