Chapter 9
Training the Sales Force
PowerPoint presentation prepared by
Dr. Rajiv Mehta
New Jersey Institute of Technology
Chapter Outline
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Importance of Sales Training
Developing and Implementing Sales Training
Making Training Delivery Decisions
Choosing Instructional Methods
Preparing, Motivating, and Coaching Trainees
Evaluating Training Programs
Sales Training Challenges for Global
Companies
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Learning Objectives
After reading this chapter, you should be
able to do the following:
1. Explain the importance and benefits of sales training
programs.
2. Follow the steps in developing and implementing sales
training programs.
3. Apply different instructional methods for training.
4. Prepare, motivate, and reinforce trainees.
5. Evaluate training programs.
6. Meet the sales training challenges of global companies.
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Importance of Sales Training
• Sales training is a long-term
process facilitating the
continual growth and
productivity of salespeople.
• Sales training includes these:
– formal programs
– informal programs
• These are the long-term
objectives of sales training:
– find effective ways to plan, sell,
and serve customers
– increase profits
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Source: © Jack Hollingsworth/Corbis
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Long-Term Benefits of Sales Training
1.
Improve
customer relations
4.
Raise
company profits
Long-term
benefits of
sales training
2.
Reduce sales force
turnover
3.
Increase sales
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Keys to Sales Training Success
• Here is what sales training
should be:
–
comprehensive
customized
relevant
performance oriented
motivational
modular
easy to test and measure
interactive
cost effective
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embraced by top
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–
–
–
–
–
–
management
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Source: Triangle Images
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Websites of Sales Force Training Firms
• To learn how sales training helps create a
competitive advantage, visit the websites of
various sales training firms:
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http://www.peakperformancellc.com
http://www.waterhousegroup.com
http://www.thesalesboard.com
http://www.brooksgroup.com
http://www.perpetualdevelopment.com
http://www.advancedsalesinstitute.com
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Developing and
Implementing Sales Training
1.
Performance
needs
analysis
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What is the problem?
Why is it happening?
What should be
happening instead?
What factors help or
hinder performance?
What improvements do
you expect from the
trainees?
What improvements do
you hope for in the
organization?
Sales training
program
design factors
3.
Feasibility
analysis
2.
Training needs
analysis
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Is the training solution
practical?
What is the budget?
How long will the training
take?
How many people will
attend?
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•
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Who will attend the
training?
What are the training
objectives?
What topics will be
taught?
How will training be
presented?
Who will present it?
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Sales Training Development Process
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Conduct a Training Needs Assessment
• Managers should review
these aspects of a
salesperson:
– background
– previous job experiences
– gaps between their
qualifications and the
required job activities
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Determine Training Objectives
• The key is to focus on
performance objectives in
terms of achieving successful
results from training.
• A primary objective of many
training programs is to teach
the sales force and distribution
channel members how to be
more productive.
• A contemporary philosophy is
that professional salespeople
are advisers or consultants, not
mere product pushers.
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Salesperson as an
Advisor and Consultant
• develops a long-term relationship
with clients
• identifies the client’s problems and
suggests solutions
• depends on providing helpful
information and service to secure
business
• often works as a member of a
team of specialists
• follows through to ensure customer
satisfaction
• works closely with headquarters
marketing support staff
• wants to participate in training to
enhance selling and relationshipbuilding skills
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Sales Force Training
• To see a video on training salespeople how to
negotiate pricing and optimize sales, go to
– http://www.salesog.com/sp_video_55.html
• To see an excellent video on training
salespeople on optimizing the sales funnel, go to
– http://www.salesog.com/sp_video_11.html
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Types of Sales Training Programs
1.
Initial sales
training program
Types of
sales training
programs
Designed for newly
hired salespeople, it is
comprehensive and
usually lasts three to
six months.
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2.
Continuing sales
training program
Designed for
experienced
salespeople, these
programs are shorter,
but more intensive in
their coverage of
specialized topics.
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Determine Sales
Training Program Content
Sales training
program content
1.
Company
knowledge
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3.
Knowledge of industry
and competitors
company’s policies
company benefits
office protocol
payment methods
expense accounts
communication channels
2.
Product
knowledge
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industry trends and competitive
tactics
competitors’ product
knowledge enables salespeople
to compare brands, highlight
advantages of their own
products, and overcome
customer objections
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What is the product?
Why do people buy it?
Who participates in the
buying process?
How do I differentiate the
product (its advantages)?
Who are the major
competitors?
What are strengths and
weaknesses of our
product and competitors’
products?
What are the product’s
price and terms of sale?
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Determine Sales
Training Program Content
Sales training
program content
4.
Customer and
market knowledge
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understand the company’s
products thoroughly
penetrate customers’ buying
organization
know the customers’ markets
relate to customers’
requirements
become team coordinators
stay in close contact with
customers
5.
Selling skills
knowledge
6.
Technology
training
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knowledgeable about using the
latest sales force automation
(SFA) technology for better
customer relationship
management
discussed in Chapter 3
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(1) prospecting
(2) planning the call
(3) approaching the prospect
(4) making the sales
presentation
(5) meeting objections
(6) closing the sale
(7) following up
discussed in Chapter 4
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Making Training Delivery Decisions
• Making training delivery
decisions encompasses
the following:
– Who will conduct the
training?
– Will it be for individuals
or a group?
– What method of delivery
should be used?
– Where and when will the
training take place?
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Source: Stockbyte
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Determine Responsibility for Training
1.
Responsibility
for training
Line
sales
executives
2.
Staff trainers
3.
•
Outside
training
specialists
Line executives (sales
managers, senior
sales representatives,
field supervisors, and
division managers)
often train new as well
as experienced
salespeople.
•
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•
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Outside training specialists
can be retained to enhance
knowledge about:
motivating salespeople
leading salespeople
compensating salespeople
sales forecasting
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•
Staff trainers are
either members of
personnel,
production, or office
management areas,
or they are company
employees hired
specifically to
conduct sales
training programs.
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Select Group or Individual Training
Group instructional
methods
lectures
literature (manuals,
workbooks)
group discussion
conferencing/e-learning
simulation games
demonstrations
role-playing
Individual instructional
methods
on-the-job training
personal conference
literature (manuals,
workbooks, etc.)
DVD/video
DVD/video/audio
e-learning
computer-based training,
games
podcasts, wikis, etc.
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Choosing Instructional Methods:
Traditional Training Methods
1. lectures
2. literature
3. group discussions
4. role-playing
5. simulation games
6. demonstrations
7. on-the-job training
8. mentoring
9. personal conferences
10.audiotapes
11.DVDs
12.computer-based training
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Source: Triangle Images
Source: Triangle Images
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Emerging Training Methods
Emerging
training methods
1.
Conferencing
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Conferencing is any
training in which
participants at different
locations interact
electronically.
In Web conferencing,
participants use
computers to
communicate with others.
With screen-sharing
conferences are designed
to be interactive between
the presenter and
audience.
2.
Internet
3.
Intranet
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An intranet uses Internet and
Web technologies but is
accessible only to the
company’s representatives
and other employees.
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•
E-learning is a broad
term that refers to
computer-enhanced
learning, although it is
often extended to
include the use of
mobile technologies
such as PDAs and MP3
players.
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Location of Training
1.
Centralized
training
Location of
sales training
Centralized training
includes organized
training schools,
periodic conventions,
or seminars held in a
central location such
as the home office.
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2.
Decentralized
training
Decentralized training
includes office
instruction, use of
experienced
salespeople, on-thejob training, podcasts,
blogs, webinars, and
other e-learning
approaches.
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Preparing, Motivating,
and Coaching Trainees
Preparing,
motivating,
and coaching
trainees
1.
Preparing trainees
for training
•
A pre-training briefing
tells participants the
training’s purpose and
objectives, why they
were selected to
attend, and the
business need the
sales manager hopes
to meet.
2.
Motivating trainees
during training
3.
Conducting
post-training
reinforcement
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Use coaching
(developmental feedback)
via informal, give-and-take
discussions between sales
managers and salespeople
for the purpose of
reinforcing training
concepts.
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•
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To motivate, trainers
can follow these
steps:
use positive
reinforcement
use active training
formats and variety
encourage social
interaction
facilitate expertise
sharing situations
encourage goal
setting
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How to Train and Develop “A” Players
• To see a video on how to hire and develop “A”
players, visit
– http://www.sellingpower.com/video/index.asp?date=1/
3/2007
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Articles on Sales Force Training
• To read various articles on sales training, go to
– http://www.speakersroundtable.com/sales-training.html
– http://www.advantagepoint.com/articles/sales/Default.h
tm
– http://www.businessballs.com/salestraining.htm
– http://www.eyesonsales.com
• Read about the economic impact of a poorly
trained sales force at
– http://www.sogistics.com/salestraining/articles01.html
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Evaluating Training Programs
measures trainees’
attitudes and
feelings toward the
training program


measures changes
in performance
3.
Behavior level
4.
Results level
Evaluating
training
programs
1.
Reaction level


measures changes
in behavior as a
result of the training
2.
Learning level
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assesses how well
the trainees learned
basic principles
during the training
program
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Model of Training Effectiveness
1. Corporate objectives
Where are we going?
(vision)
What do we hope
to achieve?
(goals)
2. Training component
right training
right delivery
right people
right amounts
right time
Modifying factors
economy job descriptions regulations
rewards succession plan
4. Business performance
profits objectives
manpower
costs
quality
H.R. issues
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3. Change of attitudes,
behavior, skills, knowledge,
and performance
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Sales Training Effectiveness
• To see a video on sales training and metrics to
measure training effectiveness, go to
– http://www.sellingpower.com/video/index.asp?date=
6/8/2007
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Continuous Training Programs
1.
Refresher
training
Refresher training helps
salespeople do their jobs
better by keeping them
abreast of changes in
technology, products,
markets, and company
objectives.
Continuous
training
programs
3.
managerial
training
Managerial training is used to
introduce new approaches to
organization, planning,
motivation, compensation,
supervision, evaluation, and
control over the areas the
sales manager.
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2.
retraining
Retraining should be used
when a salesperson’s job
requirements change
because of new products
or services, revised sales
territories, or upgraded
sales force automation
(SFA) or customer
relationship management
(CRM) technology.
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Sales Training Challenges
For Global Companies
Cultural similarity
Extensive
Limited
Cultural experience
Similar
Dissimilar
little training
needed
cultural knowledge
training
cultural adaptability
training
cultural adaptability
and
cultural knowledge
training
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Ethical Situation: What Would You Do?
Discussion Question
Your company’s national sales manager has mandated that each salesperson
must undergo training upon initially being hired and retraining every two years after
that. You are very skeptical about training being of much value for seasoned
salespeople who are performing well, and it’s frustrating and costly in terms of lost
sales to pull them out of their territories for centralized training. Therefore, you’ve
decided to do all the training of your experienced salespeople online via e-learning
on your company’s intranet, so your salespeople can complete the programs on
their own time after their normal working hours. You’ve heard that it’s best for the
salespeople to interact with and learn from each other in their training, so you’ve
encouraged the salespeople to contact each other to share perspectives. With the
training budget money saved, you hold a party for all the salespeople who
complete the e-learning on time and give special awards to those who score
highest. In the first e-learning training cohort, you heard through the grapevine that
the salespeople formed small teams to complete different parts of the training then
passed the answers on to each other, so that none of the salespeople honestly
went through all parts of the training. This may be happening in other e-learning
training cohorts. If the national sales manager finds out, you’ll just pretend to be
surprised and disappointed by your salespeople’s deception when you’ve put such
trust in them via the self-programmed e-learning training program.
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