Continual Development of the Sales Force: Sales Training

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Continual Development of the Sales Force: Sales Training

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Module Six Continual Development of the Sales Force: Sales Training TWO BASIC TYPES: INITIAL NEW EMPLOYEE ONGOING PULSED OR CONTINUOUS (REFRESHERS) RATIONALE ... – PowerPoint PPT presentation

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Title: Continual Development of the Sales Force: Sales Training


1
Continual Development of theSales Force Sales
Training
  • Module Six

2
TWO BASIC TYPES
  • INITIAL NEW EMPLOYEE
  • ONGOING PULSED OR CONTINUOUS (REFRESHERS)
  • RATIONALE
  • OUTSIDE OF MOTIVATION THE CAUSES OF SALES FAILURE
    CAN BE CORRECTED
  • THRU TRAINING

3
YET
  • 70 OF BUYERS RATE SALES PERSONNEL AS MODERATELY
    EFFECTIVE TO INEFFECTIVE
  • WHY?
  • BUYERS NEEDS OFTEN NOT INCORPORATED INTO TRAINING
  • LACK OF REINFORCEMENT BY MANAGEMENT
  • (87 KNOWLEDGE LOSS AFTER 30 DAYS.)

4
ASSESSING THE NEED
  • WHO NEEDS IT?
  • HOW MUCH DO THEY NEED?
  • TRAINING PROGRAMME OBJECTIVES?

5
Assess Training Needs
  • Determine desired skill set and levels of
    performance
  • Assess salespersons actual skill set and levels
    of performance
  • Analyze gap between desired and actual to
    determine training needs

6
Common MistakesSales Training Addresses
  • Ineffective listening and questioning
  • Failure to build rapport and trust
  • Poor job of prospecting for new accounts
  • Lack of preplanning of sales calls
  • Reluctance to make cold calls(without an
    appointment)

7
Common MistakesSales Training Addresses
  • Lack of sales strategies for different accounts
  • Failure to match call frequency with account
    potential
  • Spending too much time with old customers

8
Common MistakesSales Training Addresses
  • Over-controlling the sales call
  • Failure to respond to customers needs with
    benefits
  • Giving benefits before clarifying customers
    needs
  • Ineffective handling of negative attitudes
  • Failure to effectively confirm the sale

9
TRAINING PROGRAMME OBJECTIVES
  • INCREASED SALES PRODUCTIVITY
  • SPIN OFFS(ANCILLARY BENEFITS)
  • LOWER TURNOVER
  • BETTER MORALE
  • IMPROVED COMMUNICATION
  • IMPROVED CUSTOMER RELATIONS
  • IMPROVED SELF MANAGEMENT

10
WHO NEEDS IT?
  • NEW EMPLOYEES
  • EXISTING EMPLOYEES
  • FOR
  • NEW PRODUCTS
  • NEW TERRITORIES
  • NEW BUYERS
  • INDEPENDENT REPS DISTRIBUTORS
  • Best ROI by focusing on the pack
  • (the middle sixty percent)

11
SET SPECIFIC TRAINING GOALS
  • FACILITATES FOCUS
  • ENABLES PRIORITIZING
  • ESTABLISH A BENCH MARK

12
Typical Sales Training Needs
  • Sales TechniquesSalespeople have an ongoing
    need to learn how to sell
  • Product KnowledgeSalespeople must know their
    product benefits, applications, competitive
    strengths, and limitations

13
Typical Sales Training Needs
  • Customer KnowledgeSalespeople should know their
    customer needs, buying motives, buying
    procedures, and personalities.
  • Competitive KnowledgeSalespeople must know
    competitive offerings in terms of strengths and
    weaknesses.

14
Typical Sales Training Needs
  • Time and Territory Management Salespeople should
    learn to maximum work efficiency.

15
INPUT FOR WHAT TRAINING IS NEEDED
  • SENIOR MANAGEMENT
  • SALES VOLUME ANALYSIS
  • NUMBER OF CALLS
  • SELLING CLOSURE RATES CALL TIMES
  • CUSTOMER COMPLAINTS
  • CUSTOMER QUESTIONNAIRES
  • EXPENSES
  • DIFFICULTY ANALYSIS
  • IN FIELD ANALYSIS OF JOB FUNCTION TO DETERMINE
    PROBLEM AREAS

16
PROGRAMME DESIGN Who does the training?
  • A) LINE MANAGERS ?
  • NO TIME,
  • CANT TEACH
  • But trainees pay attention improves rapport!
  • B) STAFF FUNCTIONARIES?
  • COST,
  • CREDIBILITY
  • CONTROL
  • C) OUTSIDE SPECIALISTS
  • COST
  • ADEQUATE PRODUCT SPECIFIC KNOWLEDGE
  • CORPORATE CULTURE,
  • PROGRAMME CUSTOMIZATION?

17
INSIST UPON, DELINEATED SPECIFIC OUTCOMES FROM
THE TRAINING INVESTMENT!ITS YOUR BUDGET!!
18
WHEN?
  • NEW EMPLOYEES
  • BEFORE OR AFTER FIELD EXPOSURE?
  • BEFORE!
  • WHERE?
  • DECENTRALIZED
  • LESS EXPENSIVE
  • LESS TIME PRESSURE
  • LOCAL MANAGEMENT INVOLVED

19
CENTRALIZED (HEAD OFFICE)
  • CAN HANDLE LARGE NUMBERS
  • ENSURES STANDARDIZED CORPORATE DELIVERY CONTENT
  • Away from home improved concentration ?
  • Time limitations
  • Expensive
  • Meet the honchos

20
CONTENT?
  • INSTILL ENTHUSIASM FOR THE PROCESS IN THE
    TRAINEES
  • HISTORY AND CURRENT MISSION OF THE COMPANY
  • POLICIES AND PROCEDURES
  • BASIC BUSINESS KNOWLEDGE SKILLS
  • INDUSTRY / COMPETITIVE AWARENESS
  • PRODUCT KNOWLEDGE AND HOW TO USE IT
  • PERSUASIVE COMMUNICATION SKILLS
  • RELATIONSHIP-BUILDING SKILLS
  • TEAM-SELLING SKILLS
  • TIME-MANAGEMENT SKILLS
  • COMPUTER ASSISTED SELLING
  • SELLING LEGALLY

21
TRAINING TECHNIQUES
  • DISCUSSION
  • ROLE PLAYING
  • SELF-DIRECTED
  • LECTURES
  • 5. INTERACTIVE PROGRAMMES (TAPES, CDs, SOFTWARE)
  • Have the best rate and retention
  • But
  • Have high development costs
  • BUSINESS TV (TRANSNATIONALS')
  • IBM, FEDEX, KODAK ON-THE-JOB

22
REINFORCEMENT IS THE KEY!WITHOUT IT THE MONEY IS
WASTED
23
Role of Sales Training inSales Force
Socialization
Sales training helps socialize the new hires,
providing them with a positive
  • Initiation to Task The degree to which a sales
    trainee feels competent and accepted as a working
    partner
  • Role Definition An understanding of what tasks
    are to be performed, what the priorities of the
    tasks are, and how time should be allocated among
    the tasks.

24
Sales Training as a Crucial Investment
  • Most organizations see a link between sales
    training and salesperson productivity
  • U.S. companies spend approximately 8.7 billion
    annually on training
  • The need for sales training is continual
  • Sales managers play a crucial role in the
    training process

25
Managing the Sales Training Process
26
Training Objectives
  • Increase sales or profits
  • Create positive attitudes and improve salesforce
    morale
  • Assist in sales force socialization
  • Reduce role conflict and ambiguity

27
Training Objectives
  • Introduce new products, markets, and promotional
    programs
  • Develop salespeople for future management
    positions
  • Ensure awareness of ethical and legal
    responsibilities

28
Training Objectives
  • Teach administrative procedures
  • Ensure competence in the use of sales and sales
    support tools
  • Minimize sales force turnover rate
  • Prepare new salespeople for assignment to a sales
    territory
  • Improve teamwork cooperative efforts

29
As the training is being conducted, the sales
managers primary responsibility is to monitor
progress of the trainees and to ensure adequate
presentation of the training topics.
30
Conduct Follow-Up and Evaluation
It is always difficult to measure the
effectiveness of sales training. Nevertheless, a
reasonable attempt must be made to assess whether
current training expenditures are worthwhile and
whether future modification is warranted.
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