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Part IV SALES FORCE COMPETENCIES. Teachers open the door.  You enter by yourself. Chinese Proverb. Chapter 8: Sales Training. SALES TRAINING PROCESS. Assess Setting Setting Training Objectives Budget Needs. Planning for Sales Training.

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part iv sales force competencies

Part IVSALES FORCE COMPETENCIES

Teachers open

the door.

You enter

by yourself.

Chinese Proverb

Chapter 8:

Sales Training

sales training process
SALES TRAINING PROCESS

Assess Setting Setting

Training Objectives Budget

Needs

Planning for

Sales Training

What Where Training Trainers?

Topics? to Train? Methods?

Developing the

Training Program

Evaluating Training

Follow-Up Training

sales training objectives
SALES TRAINING OBJECTIVES

Why Train Salespeople?

  • Increase sales or profits
  • Create positive attitudes/improve morale
  • Improved customer relations
  • Reduce role conflict and ambiguity (turnover)
  • Improve efficiencies (time and territory)
  • Introduce new products, markets, or programs
slide5

Table 8-1Cross-Tabulations from Company Records

Experience

Less than 2 year 392 21 86

2-5 years 593 29 145

5-10 years 565 5 152

Over 10 years 470 8 139

Regions

Northeast 528 6 140

Southeast 520 8 161

Midwest 512 18 107

Southwest 421 26 111

West 544 21 131

Average Order

Size per Salesperson

New Customers

Per Salesperson

Total Customers

Per Salesperson

slide6

DETERMINING TRAINING NEEDS*

Judgment of:

Top Management

Sales Management

Training Department

Interview With:

Salespeople

Customers

68%

73%

60%

59%

25%

* Percent of firms indicating they often use these assessments to determine training needs.

slide7

DETERMINING TRAINING NEEDS*

Performance Measures:

Sales Volume

Customer Service

Other Measures:

Observation of Salespeople

Attitude Surveys

56%

51%

38%

28%

* Percent of firms indicating they often use these assessments to determine training needs.

slide8

STEPS IN PERFORMING A TRAINING ANALYSIS

  • Interviewed key members or management to find out what changes are needed in performance of the sales force.
  • Sent an anonymous questionnaire to customers and prospects asking:
    • What do you expect of a salesperson in this industry?
    • How do salespeople disappoint you?
    • Which company in this industry does the best selling job?
    • In what ways are its salespersons better?
  • Sent a confidential questionnaire to each salesperson asking:
    • What information do most of our salespersons need?
    • What information do you want to learn better?
    • What skills do most of our salespersons need to improve?
slide9

STEPS IN PERFORMING A

TRAINING ANALYSIS

  • Did field audits (making sales calls) with 20% of the sales force?
  • Interviewed sales supervisors.
  • Discussed and agreed on training priorities with management.
  • Determined trainable topics from information gathered in Steps 1-5.
average cost and training period for sales trainees
Average Cost and Training Period for Sales Trainees

Consumer

Industrial

Service

$5,354

$9,893

$9,060

Consumer

Industrial

Service

3.40 Months

3.80Months

3.80Months

average cost of training for veteran salespeople
Average Cost of Training for Veteran Salespeople

$5,365

$4,824

$3,947

$3,902

$3,752

Median Spending

Under $5 $5-$25 $25-$100 $100-$250 Over $250

Million Million Million Million Million

Company Size

allocating training time
ALLOCATING TRAINING TIME

Average

Product knowledge 35%

Market/Industry Information 15

Company Orientation 10

Selling Techniques 30

Other topics10

Total 100%

slide13

INDUSTRY JARGON

  • “What does HCFA say?”
  • “DRG’s are killing us.”
  • “Is this level II in the POL regs?”
  • “The LTC market’s future looks good.”
  • “The HME industry is changing rapidly.”
  • How about: Reflotrons

Spirometry

Holters

Oxygen Concentrators

Thoracic Catheter

slide14

ON-THE-JOB SALES TRAINING

  • 80% of a new field salesperson’s training should be focused on developing customer profiles, digging out account survey data, and building working relationships in the field.
  • 15% of time can then be invested in learning about how your product or service is used by existing customers. The field is the place to gain productknowledge, not from an engineer or home office instructor.
slide15

ON-THE-JOB SALES TRAINING

  • Only 5% of a new field salesperson’s time, then, should be spent on developing selling skills.
  • Again, the place to do this is face-to-face with real customers:
    • setting and testing real precall objectives
    • asking for real opportunities to do business.
  • Understanding what has to be done to build selling skills can be mastered in 15 minutes. Doing it takes years of actual, not simulated practice.
slide16

Media Used in Sales Training

Classroom with Instructor

Workbooks/Manuals

Role Plays

CD-ROM

Audiocassettes

Internet

77%

54%

44%

39%

34%

32%

slide20

EVALUATING TRAINING EFFECTIVENESS*

86%

Reactions:

Trainees

Supervisors

Learning:

Performance

Pre-vs. Post-Training

Behaviors:

Supervisor’s Appraisal

Customer Appraisal

Results:

Bottom Line

68%

63%

31%

64%

41%

40%

*Percent of firms indicating they often use these evaluations to measure training results.

slide21

Sales Training Evaluation Practices

Measure Criteria Type Importance Rank

Trainee Feedback Reaction 1

Supervisory Appraisal Behavior 2

Self-Appraisal Behavior 3

Bottom-Line Measures Results 4

Customer Appraisal Behavior 5

slide23

BUILDING A SALES TRAINING PROGRAM

  • Treat all employees as potential career employees.
  • Require regular re-training.
  • Spend time and money generously.
  • Salespeople and sales managers must take the lead in developing what goes into the program.
  • In times of crisis, increase, rather than decrease, the training program.
slide24
本章主要问题
  • 1、在培训前如何预计培训的效果,能否达到预计的回报率
  • 2、在如今跳槽现象十分严重,如何做到降低人员流动率,从而不为他人培养员工
  • 3、图表8-3中显示出的公司规模与平均培训成本的关系为何呈现出这样一个趋势
  • 4、何为陈述性知识和程序性知识?
  • 5、培训主题包括产品知识,销售,加强团队合作,客户与市场信息,熟悉公司,技术和营销环境在变化。有哪些侧重点?
  • 6、书上举的例子,“不建议向新手讲授高业绩者积累的知识”,为什么?结合认知销售印记分析
sales training for profits
Sales Training for Profits
  • You just came on as vice president of sales for General Industries, overseeing 150 salespeople and 10 sales managers. General's sales were solid, but profit margins were abysmal. General's president charged you with fixing the situation.
  • During your first few months on the job, you spend much of his time on the road with your salespeople visiting customers. Your mission was twofold: introduce yourself to General's customers, and observe the selling styles of your reps. What you discovered was that price cutting was rampant. Your predecessor, you learned, had managed with the credo "sales at any cost." Unfortunately for General, the practice cost the company profits.
  • You have to devise a turnaround strategy. Your biggest challenge will be to get 150 salespeople to drastically adjust the way they have been selling for the past four years under the former sales VP. And, you have to get his 10 sales managers to support and encourage the change. You know that your toughest challenge will be managing the drop in sales that may result from your new mandate of "sell on value, not on price cuts." But you’re also worried that many of your reps will leave the company over fears that their commissions will be reduced in the short term. How can you introduce your new policy without creating resentment among the reps? What would you focus on in the “re-training” program? What could you do to minimize the financial impact to the sales force when it loses accounts due to the increased prices?
veteran salespeople s resistance to training
Veteran Salespeople’s Resistance to Training
  • Getting a salesperson to buy into a sale training program is difficult. In fact, it is not unusual to have a training session be met with many grumbles and few attendees. A recent survey indicates that 44 percent of salespeople were only "somewhat enthusiastic" about training programs, and 6 percent said training as a waste of time. A general trend found in this data is that veteran salespeople typically believe that sales training is a waste of time. If you were a sales manager and had to reinvigorate your veteran salespeople due to stagnant sales, what could you do to avoid or reduce this resistance?