Training of sales force for master of business administration .ppt

Managers Should Ask the Following Questions

Is your training aligned with your company’s strategic goals?
Does top management support your training?
Does it reflect the needs of your customers/
Is it immediately relevant to your business?
Are the salespeople empowered to leverage what they� learn?
Is the training reinforced?
Are the results of the training measurable?

1. Sales Training
Training means
•Learning
•Coaching
•Facilitating
Training itself is a skill that needs to be learned.

2. TRAINING OF SALES PERSONNEL
Five Major Decisions in deciding about Training Program
•AIM
•CONTENT
•METHOD
•EXECUTION
•EVALUATION
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3. SALES PERSON’S CAREER CYCLE
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A
C
H
I
V
E
M
E
N
T
L
E
V
E
L
TIME UNITS

4. TRAINING OF SALES PERSONNEL
Training need varies with:
•CAREER CYCLE
•EXPERIENCE LEVEL
•BACKGROUND
•LEARNING ABILITIES OF INDIVIDUAL
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5. TRAINING OF SALES PERSONNEL
AIM OF TRAINING:
INDOCTRINATION ( Initial sales Training)
•Job Specification
•Trainees Background
•Sales Related Marketing Policies
REFRESHERS ( Continuous Training)
Dynamic Nature of the Market
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6. Fig. 7-3 Objectives of Sales Training Programs
Increased
Sales
Productivity
Improved
Self-
Managemen
t
Lower
turnover
Improve
customer
relations
Improve
morale
Improved
communica-
tion
Sales training
program
objectives

7. Examples of Specific Training Objectives
Company
orientation and
administrative
skills:
Understand company goals and objectives
Understand company selling philosophy
Understand organizational structure
Understand company policies and procedures
Improve call reports
Improve call patterns
Improve time management
Knowledge: Existing products - features, benefits, and applications
New products - features, benefits, and applications
Industry trends
Competitive products - features, benefits, and applications
Specific customer applications and problems
Promotional programs
Selling skills:Improve pre-call planning
Improve prospecting methods
Improve strategy selection
Improve presentation skills
Improve closing techniques
Improve understanding of and handling objectives
Improve customer sensitivity

8. TRAINING OF SALES PERSONNEL
CONTENTS OF TRAINING
•Product/ Market/ Competitor’s Data
•Sales Techniques, Company Information
METHODS OF TRAINING:
•Lecture Method
•Personal Conference
•Demonstration
•Role Play
•Case Discussion
•On The Job Training
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9. TRAINING OF SALES PERSONNEL
EXECUTION OF TRAINING:
Who will be the Trainee (Reward, Punishment, Seniority)
Who will be the Trainer ( Line, Staff, Outside Expert)
When will Training takes Place
Where will Training takes place (Centralized/Decentralized)
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10. Who Should Train Salespeople?
Source Advantages Disadvantages
Line
Executive
-Greater credibility
-Clearer expectations
-More thorough
evaluation of
candidates
-Lack of time
-Lack of teaching ability
Staff
Trainer
-Greater time
-More resources
-Better training skills
-Additional expense
-Lack of authority
-Less credibility
Outside
Specialist
-Greater specialization
and expertise
-Additional expense
-Program content not
specific to company
needs

11. When Should Training Take Place?
Two basic attitudes:
#1) Train immediately because…
-No rep should be placed in the field until he
or she is fully trained.
-Cannot risk exposing customers to poorly
trained reps.
#2) Delay training because…
-much easier to train people who have had
some field experience.
-weak salespeople are eliminated before
company spends money on training them.

12. Where Should Training Take Place?
Where? Advantages Disadvantages
Decentralized
Training
-Less expensive
-Can take more
time.
-Involves the sales
manager.
-Sales manager often
lacks time and skill to
properly train.
Centralized
Training
-Involves personnel
dedicated to and
highly skilled in
training.
-Allows interaction
with home office.
-Reps focus on
training.
-More expensive.
-Limited amount of time.
-Reps kept away from
home and family.

13. Training Content and Methods Matrix

14. To Insure Training Effectiveness
Managers Should Ask the Following Questions
 Is your training aligned with your company’s strategic goals?
 Does top management support your training?
 Does it reflect the needs of your customers/
 Is it immediately relevant to your business?
 Are the salespeople empowered to leverage what they
learn?
 Is the training reinforced?
 Are the results of the training measurable?
Source: Adapted from Mark McCaster, “Is Your Training A Waste of Money?” Sales & Marketing Management, 2001, p. 47.

15. TRAINING OF SALES PERSONNEL
PHASES OF DEVELOPING & CONDUCTING SALES FORCE TRAINING
•TRAINING ASSESSMENT
•PROGRAM DESIGN
•REINFORCEMENT
•TRAINING EVALUATION
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16. TRAINING OF SALES PERSONNEL
TRAINING ASSESASMENT:
•Establish Program Objective
•Who should be Trained
•What are the Training Needs of Individuals
•How much training is needed
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17. TRAINING OF SALES PERSONNEL
PROGRAM DESIGN
•Who Should do the Training
•When should training takes place
•Where should training takes place
•Content of training
•Training Methods
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18. TRAINING OF SALES PERSONNEL
REINFORCEMENT:
Most Salespersons won’t change their behavior unless training is is followed
by some sort of Reinforcement.
e.g. Training sessions followed by refresher courses
TRAINING EVALUATION:
In Evaluation we must decide what outcomes will be evaluated& how they
will be measured
These outcomes fall in following Four categories
REACTIONS LEARNING
BEHAVIOR RESULTS
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