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8/2/2019 Training Salespeople
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Training Salespeople
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Sales Management
Planning
PersonalSales RepsSales
Managers
Recruiting
Training
Motivating
Supervising
Managing a sales force involves recruiting, hiring, training, supervising,compensating salespeople, motivating them to become problem solvers, and
providing the proper planning and backup support so they can perform their jobsproperly.
1) New sales forcetraining
2) Developingcurrent salesforce
OverviewSales
Environment
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Introduction
Training should follow the recruiting and
selection program
Company must decide how to train and recruit
efficiently and economically
(Source: Hite and Johnston)
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Objectives
Define training
Why train?
Learning principles
Structure
Content
Planning the training program
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Define training
Sales training- the effort an employer puts forth to provide salespeople
job-related culture, skills, knowledge, and attitudes that should result in
improved performance in the selling environments
(Source: Futrell)
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Why train?
Decreased turnover
Increase sales
Enhanced customer relationships
Shortages, inflation, and/or intense competition, longterm favorable and personalrelationships with customers take on added importance
Buyers market vs. Sellers market
Decreased costs
(Source: Hite and Johnston)
Better Morale
Improved time and territory efficiency(Source: Dalrymple et al)
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Why train?
Orienting new salespeople to the job
Improve knowledge
Lowering absenteeism and turnover
Informing salespeople
Obtain feedback from salespeople
(Source: Futrell)
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Planning the training program
Planning is the single most important ingredient for developing a successful
training program
The most effective learning takes place when the new salesperson:
Has a predisposition about the importance of training. Perceives a need to learn a particular skill, or perceives some form of personal
reward for doing so
Can practice and apply the new knowledge in a setting similar to the actual
sales environment
Can receive supervision, support, and reinforcement from someone respectedfor having sufficient expertise in that skill to assist in the learning process
(Source: Hite and Johnston)
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Building Sales Training Programmes.
Define training aims
Determine the training needs
Initial
Continual
Decide training contents
Decide upon the trainer
Timing the training
Determine the training site
Instructional methods and training aids Canned vs. flexible
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Sources of Training needsInformation:
Input from Sales Managers
Job Incumbents
Upper Management Training Personnel
Customers.
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Sources of Training needsInformation
Performance Measures
Sales Volumes
Customers Service levels. Customer complaints.
Turnover rates.
No of sales calls conducted. Profitability.
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Sources of Training needsInformation
Organisational Objectives.
Sales training Goals.
Observations of salespersons skills.
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Content
Product knowledge
Company knowledge
Market knowledge
Selling techniques
Customer motivation
Non-selling activities
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Content
Product knowledge
Is the salesperson familiar with the features of the products
Can he/she express the benefits to the customers
Does the salesperson have a complete knowledge of competing products
Company knowledge
What does the company do?
What is the companies organization structure?
Who is responsible for what
What is the companies procedures? What does the company stand for?
(Source: Hite and Johnston)
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Content
Market knowledge What are the general business conditions?
Who and where are the industries involved?
Who is the competition and how do they operate?
Who are the customers and what are their needs?
The customers buying process
Selling techniques Prospect
Gather relevant information
Approach the prospect
Develop a sales presentation Anticipate and answer objections
Close the sale
Maintain continuing good relations(Source: Hite and Johnston)
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Content
Customer motivation
A salesperson needs to know how to develop enthusiasm within their prospects
Enthusiasm will help built confidence in the product
Non-selling activities Customer service- those activities that enhance or facilitate the sale and use of
ones product and service
Stocking shelves, planning promotions, training salespeople, processing orders,
delivering, maintaining and repairing products, answering complaints
Generating sales inquiries
Time and territory management
Paperwork
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Planning the training program
Who trains and where?
Staff Specialists
Often centralized
Sales specialists prepares the materials and conducts the classes
Cons
Often times lack experience in realistic field-selling situations May cost small firms to much money
(Source: Dalrymple et al)
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Planning the training program
Who trains and where?
Outside Specialists
Outside consultants may be entirely responsible for the training programs or brought
to conduct specific sessions
Often times tailor their training to specific needs of the firm or the industry
Cons May be unfamiliar with a companys selling situation
(Source: Dalrymple et al)
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Planning the training program
Who trains and where?
Line Executive (usually sales managers)
Lends credibility to the program because of their sales backgrounds
May have better knowledge of how to sell, and they may better know what skillstrainees need in order to perform will in the field
More practical
Cons May not be trained to communicate the information to a group of people in a classroom
setting
May be preoccupied with current sales problems and do not have the time
(Source: Dalrymple et al)
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Planning the training program
When and how much?
Many companies place new sales personal into the field after only a brief
orientation. In this case, the salesperson is expected to struggles and learn
for themselves Pros of this approach
Only those who stay with the company will receive the more expensive training
programs
The salesperson will have a frame of reference for the material taught in the training
sessions
(Source: Hite and Johnston)
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Planning the training program
When and how much?
Waiting to train a salesperson has several disadvantages
Risking relationship with customers
Due to the risks, most companies will provide enough initial training so the
salesperson can function at some minimum level in the field. Advance
training will be added at a latter time.
(Source: Hite and Johnston)
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Planning the training program
Training methods
Lectures Demonstrations
Primarily to disseminate information to groups
Group discussions/ Panels/ Role playing/ Simulations of games Involve groups in participative interaction
Manuals/ Bulletins/ Correspondence courses
Individual instructional methods used to disseminate information
On-the-job training/ Personal conferences/ Programmed instruction/ Jobrotation
Individual instructional courses that involve individual participation
(Source: Hite and Johnston)
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Planning the training program
Training methods
Lectures Demonstrations
Primarily to disseminate information to groups
One-way formal discourse delivered to a group of trainees, typically passive
listeners
Pros- large amounts of information can be conveyed in a short period of time
Cons- lack of verbal feedback
May not be good for teaching selling techniques, time and territory management, andqualifying prospects
(Source: Hite and Johnston)
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Planning the training program
Training methods
Group discussions/ Panels/ Role playing/ Simulations or games
Involve groups in participative interaction
Group discussions- best when the group is less then twenty Discuss common problems under the guidance of a discussion leader
Many points of view
May be a problem with inexperienced people
Panels- three to six experts
Give a short presentation and answer questions with regards to the topic
Role playing
Simulations or games (Source: Hite and Johnston)
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Planning the training program
Training methods
Manuals/ Bulletins/ Correspondence courses
Individual instructional methods used to disseminate information
Manuals
Bulletins
Correspondence courses
(Source: Hite and Johnston)
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Planning the training program
Training methods
On-the-job training/ Personal conferences/ Programmed instruction/ Job
rotation
Individual instructional courses that involve individual participation
On-the-job training
The quickest way to expose a new salesperson to the actual selling environment is
through one-to-one, on-the-job training
Exposing the trainee to a real-world sales environment where the techniques learnedin a formal training sessions can be observed and tried
Cons- objective of the sales call and the costs
(Source: Hite and Johnston)
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Planning the training program
Training methods
On-the-job training/ Personal conferences/ Programmed instruction/ Job rotation Individual instructional courses that involve individual participation
Personal conferences
Provides two way communication Salespeople should have the chance to bring up problems and seek advice and counseling
Chance for positive reinforcement
Programmed instruction- the subject matter is broken down into highly organized,logical sequences that demand continuous responding on the part of the newsalesperson. If the answer is correct, the trainee proceeds to the next frame
Job rotation Pros- give the sales trainee many perspectives
Cons- time it takes to implement the program(Source: Hite and Johnston)
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Training Delivery Method
Face to face Instructor Led training.
OnLine Training.
WebcastWebinar
Podcasting
Blended approaches OnDemand (self-paced ) Training.
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Scheduling the training.
Whether Centralised or decentralized.
Timing of the training.
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Evaluation of Training
Trainee Feedback
Supervisory Appraisal\Self appraisal
Bottom line Measurement
Customer appraisal
Performance tests
Course evaluations
Coworker appraisal
Knowledge tests.
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Summary
The job description is the basic instrument for determining the training
needs
Well-designed training programs should follow basic learning principles
Planning the training program is essential to success
(Source: Hite and Johnston)
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