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P ART IV T RAINING THE S ALES T EAM. C HAPTER 10. T HE M ANAGEMENT OF S ALES T RAINING AND D EVELOPMENT. L EARNING O BJECTIVES To establish and maintain a productive sales force, an ongoing sales training program is essential. This chapter should help you understand:.

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Presentation Transcript
slide2

PART IV

TRAINING THE

SALES TEAM

slide3

CHAPTER 10

THE MANAGEMENT OF SALES TRAINING AND DEVELOPMENT

slide4

LEARNING OBJECTIVES

To establish and maintain a productive sales force, an ongoing sales training program is essential. This chapter should help you understand:

  • What sales training is and what its purposes are.
  • How to plan a sales training program, including conducting a needs assessment.
  • That organizing a training program includes various training methods.
  • Who is involved in the staffing of a training program.
  • The motivating influence of a sales training culture.
  • The importance of an effective evaluation system.
slide5

WHAT IS SALES TRAINING?

Sales training is the effort an employer puts forth to provide sales people job-related culture, skills, knowledge, and attitudes that should result in improved performance in the selling environments.

slide6

REENGINEERING TRAINING

On-time training, one-on-one coaching, and behavioral-change training are just some of the strategies companies are applying to sales training curricula across the country.

slide8

PURPOSES OF SALES TRAINING

  • Increasing customer satisfaction.
  • Helping salespeople become managers.
  • Orienting new salespeople to the job.
  • Improving knowledge in areas such as product, company, competitors, or selling skills.
  • Lowering absenteeism and turnover.
  • Positively influencing attitudes in such areas as job satisfaction.
slide9

PURPOSES OF SALES TRAINING

continued

  • Lowering selling costs.
  • Informing salespeople.
  • Obtaining feedback from salespeople.
  • Increasing sales in a particular product or customer category.
slide11

PHASE ONE: PLANNING FOR SALES TRAINING

The first step when developing or maintaining an ongoing sales training program is assessing needs. Needs assessment entails determining the training needs of the sales force and setting objectives for satisfying those needs.

slide12

ORGANIZATIONAL ANALYSIS

Four principles ensure a successful training effort:

  • Value
  • Focus
  • Mass
  • Duration
slide13

OPERATIONAL ANALYSIS

A difficulty analysis uncovers and analyzes problems salespeople experience.

slide14

SALES PERSONNEL ANALYSIS

The behavioral objectives identify the goals of the training program for both the trainer and the trainee.

slide15

CUSTOMER ANALYSIS

Incorporate “the voice of the customer.”

slide16

MAKING THE NEEDS ASSESSMENT

This requires the following sequence:

  • Identify the requirements of the position.
  • Determine the difference between performance objectives and results.
  • Determine why a difference exists.
  • Revise the training program (if needed).
slide17

MAKING THE NEEDS ASSESSMENT continued

This requires the following sequence:

  • Develop training objectives.
  • Conduct the training program.
  • Evaluate the training program.
  • Revise the training program (if needed).
slide19

SOURCES OF INFORMATION FOR DETERMINING TRAINING NEEDS

  • Questionnaires.
  • Interviews.
  • Tests given during meetings for diagnostic purposes.
  • Direct observation in the field.
  • Analyses of sales, profits, and activity reports.
slide20

Other ways to assess training needs:

Failure analysis determines the reasons low-performing salespeople fail to achieve their sales goals.

Success analysis is used to identify factors that appear to make salespeople successful.

Exit interviews determine attitudes toward the job.

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PHASE TWO: ORGANIZING FOR SALES TRAINING

  • Training objectives to be accomplished.
  • Number of trainees.
  • Trainer’s experience.
  • Each salesperson’s understanding of the subject matter.
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PHASE TWO: ORGANIZING FOR SALES TRAINING continued

  • Each trainee’s ability to learn and past experience.
  • Training materials available.
  • The costs per trainee of each method.
  • Extent of presession assignments.
slide23

TECHNOLOGY-BASED TRAINING METHODS

  • Interactive multimedia training.
  • Electronic performance support system.
  • High-tech customer service.
  • Distance learning.
slide24

ROLE PLAYING

In role playing the trainee acts out an event such as the sale of a good or service to a hypothetical buyer.

slide25

ON-THE-JOB TRAINING

The best and most frequently used training takes place on the job.

slide26

TRAINING LEARNING CURVES

The shape of the learning curve indicates the extent to which the rate of learning increases, levels off, or decreases with or without training and practice.

slide27

Salespeople go through three phases of “usage” before true behavioral changes occur as a result of training.

  • Awkward usage.
  • Conscious usage.
  • Natural usage.
slide28

Plateaus

The rate of learning change will be influenced by factors such as:

  • The nature of the material itself.
  • The manner in which the material is presented.
  • Time intervals between training.
  • The extent of follow-up and OTJ training.
  • The trainee’s attitude toward learning.
slide30

WHERE DOES TRAINING TAKE PLACE?

  • Centralized training.
  • Decentralized training.
slide31

WHEN DOES TRAINING OCCUR?

  • Training begins the first day of work.
  • It continues throughout the career.
  • Sales meetings serve as important training methods.
slide32

PHASE THREE: STAFFING FOR SALES TRAINING

WHO IS INVOLVED IN TRAINING?

  • Corporate staff trainers.
  • Sales force personnel.
  • Outside training specialists.
slide33

PHASE FOUR: DIRECTING THE SALES TRAINING EFFORT

TRAINING CULTURE

Sales culture is the set of key values, ideas, beliefs, attitudes, customs, and other capabilities and habits shared or acquired as a sales group member.

slide34

PHASE FOUR: continued

SUPPORT FROM THE TOP

LEADERSHIP

slide35

PHASE FIVE: SALES TRAINING EVALUATION

STEPS IN THE EVALUATION

  • Determine what should be measured.
  • Determine the information collection method.
  • Determine the measurement methods.
  • Analyze the data, determine the results, and draw conclusions for making recommendations.
slide36

WHAT SHOULD BE MEASURED?

  • Components to measure:
    • Reactions
    • Learning
    • Behavior
    • OTJ results
slide37

Groups to Evaluate:

  • Program
  • Presenter
  • Trainees
  • OTJ results
slide38

Items to measure:

Specific items to measure can be derived from training objectives.

slide39

What should be the information collection method?

  • Questionnaires
  • Interviews
  • Tests
  • Observation
  • Company data
slide40

What should be the measurement methods?

  • After only
  • Before/after
  • Before/after with control group
slide41

THE BOTTOM LINE

Effective sales training provides the foundation for an effective sales force.

A director of a sales training program can divide the program into five equally important phases.

Planning the sales training program, step one, involves determining the sales force’s training needs and establishing objectives to meet these needs.

After the plans have been made, the next step is organizing the program.

slide42

THE BOTTOM LINE continued

Once the training plans and evaluation procedures have been developed and organized, the next step is to determine who will do the actual training.

The fourth phase in the sales training program deals with directing the training effort.

Evaluation is the fifth and final phase in a sales training program.