For
Sunglass Hut, inc.
Mikki Sain
I am 22 years old. I graduate from McMurry University in December of 2005
with a BA in Communication. I work for an independent training agency, All Around
Training Co.
I have conducted training sessions for low elements rope’s courses, and various
other small business corporations.
Training
 Topic Selection
o Organization
o Topic: How to become an effective Salesperson
o Job Description
o Training
 Needs Assessment Report
o Introductory Statement
o Background and History of Organization
o Parameters of Needs Assessment
o Procedures
o Samples
o Methodology
o Analyzing Procedures
o Feedback Estimation
 Training Plan
o Introduction
o Legal Issues
o Ground Rules
o Environment Diagram
o Topic Background
o Reading List
o Activities
o Agenda
o Worksheet Samples
o Visual Aid Attachment
o Goals and Objectives
o Time and Mood
o Evaluation Form Sample
Proposal
Section 1
I. Organization
a. Drive
i. This organization is product driven.
1. The products consist of high quality, specialty sunglasses
and watches ranging from $60 - $300.
b. Description
i. “Sunglass Hut International is recognized as a leader in specialty
niche retailing with 1500 Sunglass Hut locations and over 300
Watch Station and Watch World stores around the world. Located
in a wide variety of high traffic shopping and tourist destinations,
Sunglass Hut and Watch Station stores offer consumers the latest
branded products at competitive prices along with outstanding
customer service. Sunglass Hut stores are located throughout the
United States, Canada, the Caribbean, Europe, Australia, New
Zealand, and Singapore.” (Sunglass Hut Web Site)
c. Environment
i. “At Sunglass Hut, Watch Station and Watch World, we’re all
about cool styles and a caring environment. We have a unique
culture that has been recognized as one of the best by Fortune
Magazine, who has named us one of the “100 Best Places to
Work.” Not only do we serve our customers with high-fashion
sunglasses and watches, we also give back to people less fortunate
through our charitable Give the Gift of Sight program. Our
associates help people in need in our communities and around the
globe on international missions.” (Sunglass Hut Web Site)
d. Values
i. “Respect. Teamwork. Trust. Quality. Innovation. Fun. Our values
live through a diverse family of associates, customers, business
partners and neighbors. To us, it’s about bringing people together
with different viewpoints and unique personalities to build one of
the world’s best workplaces.” (Sunglass Hut Web Site)
e. Personnel
i. Skills
1. The employees of the organization are required to be
friendly, persuasive, charismatic, and fast learners.
2. “We are looking for enthusiastic people who love to sell
fashion-forward products in a flexible, fun workplace!”
(Sunglass Hut Web Site)
ii. Training
1. It is beneficial to have any experience in sales.
iii. Education
1. A high school education or equivalent to (GED, etc.) is
required. Any further education is favorable, especially in
business, marketing, or communication.
II. Job Descriptions
a. Sales Rep
i. This person’s job is primary to sell the products. They must also be
able to fix the products and provide knowledge of the products.
b. Store General Manager
i. This person’s job is the same as the Sales Reps in addition to being
responsible for creating work schedules, conducting inventory,
handling the money, supervising sales reps, and customer service.
III. Topic: How to Become an Effective Salesperson
a. Need Justification
i. This company’s success, in regards to profitability, depends on the
efficiency and effectiveness of their employees to sell the
company’s product.
ii. There is potential for improvement of store profits by improving
and mastering this training’s selling techniques.
IV. Training
a. Target
i. This training program is targeted mainly toward new hires.
ii. This training is focused on Result oriented curriculum.
(Sunglass Hut Website)
(n.d.) Sunglass Hut: Online Retailer. Retrieved January 25, 2004 from www.sunglasshut.com.
Section 2
V.
Introductory Statement:
a. “Every business owner wants a salesperson who is friendly and
personable as well as aggressive and persistent, someone who can
understand customers rather than simply qualify them.” (1)
b. Many people have these qualities, but most have yet to attain the selling
skills to compliment with these personality traits, in order to make them an
optimal salesperson.
VI. Background and History of the Organization
a. “Each company within the Luxottica Retail family has its own rich
history, culture benefits and training programs, and each one is vital to our
thriving growth.” (Sunglass Hut Web Site)
b. Exert from Luxottica Website
i.
The acquisition of Sunglass Hut: a double reinforcement
The increasing importance acquired by the sunwear market combined with the
expansion of its direct distribution network resulting from the acquisition of
LensCrafters, are the reasons that can make us understand why Luxottica decided to
acquire Sunglass Hut International, Inc., the largest sunwear store chain in the
world, with more than 1,800 sales points in North America and approximately 250
stores throughout the rest of the world.
The Sunglass Hut store chain is synonymous with style and innovation in the
sunglass market. It has a very dynamic image, a very wide customer base, and welldistributed sales points.
Through this deal Luxottica has consolidated its direct market penetration (in the
U.S., but not only there), and is now in a position to promote its sunwear styles
more strongly.
Luxottica has perfectly integrated its distinctive manufacturing and distribution
know-how with the direct marketing expertise of Sunglass Hut, thus confirming to be
a system that strives to get closer and closer to the consumer's needs and wishes.
(www.luxottica.com)
VII. Parameters of Needs Assessment
a. Who Needs To Be Studied
i. Employees themselves
ii. Supervisors and managers
iii. Employees who are already identified as doing their job well
iv. Beginning employees
v. Customers
vi. Select groups of experts in sales to provide insight
b. What Needs To Be Studied
i. Tasks – critical and non-critical
ii. Task process
iii. Identify resources, personnel and materials needed to support task.
VIII. Procedures
a. Information Gathering
i. Surveys (see samples)
ii. Interviews (see samples)
iii. Observing
1. Watch how sales representatives interact with customers
and other sales representatives.
2. Watch how managers interact with sales representatives
and customers.
3. Is business organized? (papers, procedures, schedules, etc)
iv. Research
1. Look up research on the elements of the product (polarized
lenses, photochromic sunglasses, effects of UV rays on the
eyes, quality of the product, methods of manufacture, etc)
2. Look up research on sales techniques (what customers want
in a salesperson, listening skills, closing skills, how to deal
with dissatisfied customers, interpersonal styles of
communication, etc)
b. Persons to be Surveyed (in order)
i. Employees
ii. Managers
iii. Customers
c. Persons to be Interviewed (in order)
i. Employees identified as doing their job well
1. highest sales percentage
2. high recommendations by managers and fellow employees
ii. Managers
iii. New Hires
iv. Experts
d. Jobs To Be Reviewed
i. Management
ii. Sales Rep
IX. Samples
a. Employee Survey
Assessing Your Sales Skill
Rank, in order, the following sales skills in order of importance to your job. Place a 1 in front of the most important item,
a 2 in front of the second most important item, and so on. Your least important skill will be ranked 7.
___ Observing (watching the products that catch the customer’s eye)
___ Questioning (inquiring about their interest)
___ Listening (actively listening to their input)
___ Informing (informing the customer of product facts)
___ Persuading (directing the customer towards the decision to buy)
___ Closing (convincing the customer to make the purchase at that moment)
___ Technical skills (fixing merchandise, running register, etc)
Now, rate your skill using a 1-10 scale, 1 being low skill and 10 being high skill. Then, record your desired rating, how
high of skill you think you should be.
I effectively observe customers as they look around in order to evaluate their interests.
Today ______ Desired ______
I consistently initiate direct questioning in order to find out what the customer is looking for.
Today ______ Desired ______
I actively listen to the customer’s feedback and additional queries.
Today ______ Desired ______
I adequately inform the customer of the product of interest as well as store policies.
Today ______ Desired ______
I use effective persuasive techniques, if needed, to make the sell.
Today ______ Desired ______
I am consistent at closing the sell.
Today ______ Desired ______
I perform technical skill efficiently.
Today ______ Desired ______
On the back of this paper, answer the following questions.
Describe your job.
What is your role in the organization? Do you simply sell? Do you have say in major decision making? What value do
you bring to the business?
Describe the optimal manager (i.e. behavior, job description, feelings).
b. Manager Survey
Assessing Your Managing Skill
Ran, in order, the following sales skills in order of importance to your job. Place a 1 in front of the most important item,
a 2 in front of the second most important item, and so on. Your least important skill will be ranked 7.
___ Meeting Sales Quota
___ Being Organized
___ Scheduling
___ Conducting Inventory
___ Money Management
___ Supervising/ Handling Employees
___ Managing Customers
Now, rate your skill using a 1-10 scale, 1 being low skill and 10 being high skill. Then, record your desired rating, how
high of skill you think you should be.
I consistently meet the store’s sales quota.
Today ______ Desired ______
I adequately organize store contents, scheduling, records, etc.
Today ______ Desired ______
I efficiently schedule employees a sufficient amount of hours.
Today ______ Desired ______
I efficiently schedule employees with a sufficient amount of flexibility.
Today ______ Desired ______
I understand inventory.
Today ______ Desired ______
I conduct inventory frequently and efficiently.
Today ______ Desired ______
I resourcefully manage the store’s profits.
Today ______ Desired ______
I am able to supervise the sales reps..
Today ______ Desired ______
I am able to keep moral/satisfaction high.
Today ______ Desired ______
I adequately handle customer questions and complaints in a professional manner.
Today ______ Desired ______
On the back of this paper, answer the following questions.
Describe your job.
What is your role in the organization?
What is your role in the organization? Do you simply manage? Do you have say in major decision making? What value
do you bring to the business?
Describe the optimal employee.
c. Customer Survey
Customer Survey
What is most important to you as a customer in regards to a sales representative?
Rank in order from 1 to 3, 1 being the most important, and 3 being the least important.
___ Listening
___ Questioning
___ Informing
___ Selling Techniques
What qualities do you expect to find in a sales representative?
d. Interview Questions
i. Managers (head of store only) (in order)
1. What sort of knowledge and skills are required for the
employee to do their job?
2. How do you measure job performance?
3. What do you look for in order to hire a new employee?
4. If you are looking for “enthusiastic, flexible, fun people
who love to sell,” how do you evaluation/measure these
qualities?
5. What in-store training do you provide?
ii. Employees (one long-standing employee and one new hire)
1. What sort of knowledge and skills are required for you to
do your job?
2. How do you measure job performance?
3. Was any in-store training provided when you first started?
4. What are your selling techniques?
iii. Experts (two-three resources)
1. Statistically, what is the most successful method of selling
this type of product?
2. What do you consider the most important element of the
business?
3. What do most businesses lack in sale – training of this sort?
4. Additional comments.
X. Methodology
a. I will begin by researching the organization’s background and values, the
products sold, and its target market. Then, I will observe the current
procedures and processes of the organization which will be followed by
conducting surveys to customers, employees, and managers. After that I
will conduct interview throughout the store to gain further insight and
information about the organization. After the information is collected, I
will analyze the content. From here, a small group session with store
managers will be held to transfer analysis.
XI. Analyzing Procedures
a. Flow charts
b. Categorization
XII. Feedback Estimation
a. Analysis Chart
Training Needs
Survey
What knowledge
and skill is
required?
Knowledge of
Product (different
brands, specialties,
the value of the
sunglass, the
process it goes
through to make the
glass)
Competency Study
General facts about
UV rays and eye
damage prevention
Specific
Job Performance is
Competencies:
measured by the
Technical skills
amount of sales.
(fixing merchandise,
running register,
etc)
What competencies
are required?
Broad
Competencies:
Observing
Questioning
Listening
Informing
Persuading
Closing
Task Analysis
Performance
Analysis
What tasks are
What level of job
required?
performance is
required?
Employee must sell Sales Rep must
the product,
know the product
generally meet the
well to be able to
sales quota, run the
sell it. Must be able
cash register, fix
to convince
glasses and watches. customer of the
quality and
investment of the
product.
Knowledge of
Generic Training:
fashion (what
Broad competencies
frames fit what face) Register
Sales Rep and
Customer are the
only people that
must be involved to
complete task.
Knowledge of
process
(polarization,
photochromic, etc)
Job Element
Priorities: selling
product, fixing
product, technical
skill
Training Need: How
to Sell Product
General facts about
business
Specialty Training:
Fixing glasses
Fixing watches
If Sales Rep knows
product and can
convince customers
of quality, he/she
will inevitably make
more sales. Plus,
customers will keep
returning.
When the job is
done correctly sales
will rise, making the
companies profit’s
rise, making that
salesperson’s
income rise through
commission.
When the job is
done poorly, sales
will decrease as well
as store income and
individual income.
b. Additional Comments
i. Concerns
1. The company does not have an efficient way of measuring
employee requirements such as “enthusiastic people who
love to sell in a flexible, fun workplace”
a. These statements need to be more defined and made
measurable.
b. Find a way to gauge or scale qualities like
friendliness, persuasive, charismatic, and fast
learner.
2. Advertising for new hires should be more specific in
necessary qualities.
(1) Gerson, Vicki. (September 9, 2002). The right salesperson.NFIB.http://www.nfib.com
Section 3
XIII. Introduction
a. “Every business owner wants a salesperson who is friendly and
personable as well as aggressive and persisted, someone who can
understand the customers rater than simply qualify them.” (The Right
Salesperson, Vicki Gerson)
b. This training will help aid employees in selling more efficiently by
mastering the arts of observing, questioning, listening, informing,
persuading, and closing.
XIV. Legal Issues
a. Agreement between Sunglass Hut and the consultant. The rate of
pay/remuneration will be at 350 per day as well as $12 an hour for
preparation time.
b. The consultant will provide services or products: Communication review,
results, research, Training Manual.
c. Three days of two and a half hour training sessions dictated by finding.
d. Consultant keeps specific rights to graphics/worksheets/or like intellectual,
Copyright and Product.
e. Organization provides:
i. Training facilities
ii. Time paid for employees
iii. Resources/ budget
iv. Access and latitude to interview and keep information confidential
as needed
f. At the end of the consultation, an exit interview with assessment will be
conducted collaboratively between client and consultant.
g. A final report will be issued agreeing to satisfaction of work at the end of
consultation.
XV. Ground Rules
a. Everything is confidential; what is say/done in the training
sessions/surveys/interviews must say within their context.
b. There are no stupid questions, only questions that go unasked.
c. Participation in activities/discussion is required. Without participation, the
training is useless. You get out what you put in.
d. Openness is encouraged as long as it pertains to the content and it
progresses the training in a positive direction.
e. Common Courtesy must be exercised throughout the process. Do not
interrupt people while they are talking. Do not criticize others’ opinions.
Be polite.
XVI. Topic Background
XVII. Reading List
a. Trainer workbook
i. Selling tactics
ii. Sunglass information
XVIII. Activities
a. Taken from Blooms Taxonomy
i. Benjamin S. Bloom studied the cognitive development of students.
In 1956 he published “Bloom’s Taxonomy” for cognitive
abstraction. Abstraction is the ability of an individual to deal with
concepts. Early in life we understand the “concrete” world: things
we can touch, see, and even smell. We rely upon our senses to
understand the world. What we cannot sense, we cannot
understand. What he found was that in 95% of all learning
situations, we are never challenged to go beyond regurgitation
information at very basic levels. He created that taxonomical levels
in order to assist those who teach to help learners mature in
knowledge. (Blooms Taxonomy Training Activities)
1. Categories
a. Knowledge
b. Comprehension
c. Application
d. Analysis
e. Synthesis
f. Evaluation
Drumheller, M. (2004). Bloom’s taxonomy training activities. Comm 4360 Training and Development.
Knowledge Activity
1. Define these terms: Observing, Questioning, Listening, Informing, Persuading,
Closing
2. Outline your personal selling process. What steps do you go through during any given
sale?
3. Movie Clip: While watching the clip, identify the different selling elements.
Comprehension Activity
1. Describe the selling elements in your own words.
2. Discussion Question: Which element is most important to you? Why?
3. Role Play: Demonstrate customer vs. sales representative relationship.
Application Activity
1. Practice selling elements in actual job setting.
2. Discussion: What is the significance of the selling elements? Are they effective?
3. Problem Solving Scenario: Simply by customer observation, what do see that they are
looking for? Which glass would you try to sell them?
Analysis Activity
1. Movie Clip: Compare and contrast the two sale styles.
2. Role Play: Identify the motives of the sales representative and list evidence to your
decision.
3. Research assignment: Look up an article on a selling trend. Write a short summary
and analyze contents. Do you agree with trend? What are its weaknesses and
strengths?
Synthesis Activity
1. Read articles in packet. Combine ideas in the articles.
2. Guest Speaker: How does sales relate to the big picture? (Topic: Business and
Economical growth)
3. Discussion: What would happen if the order of the selling elements were rearranged?
Evaluation Activity
1. After applying the selling elements to an actual job setting, evaluate the effectiveness
of the techniques.
2. Discussion: Do you agree with the process? What do you think about is application?
Is it easy/hard to implement?
3. One-On-One Interviews: What did you learn? Evaluate the material.
XIX. Agenda
XX. Worksheet samples
a. Refer to samples and Trainee Workbook
XXI. Visual Aid Attachment
XXII. Goals and Objectives
Knowledge Objectives
 Define selling elements: Observing, questioning, listening, informing, persuading,
closing.
 Identify and describe seven elements through observation.
 Draw attention to current standards of selling.
Comprehension Objectives
 Differentiate between roles of customer and sales representative.
 Identify individual and corporate selling priorities.
 Reinforce definitions of selling elements.
Application Objectives
 Apply selling concepts to job role.
 Explain importance of the process.
 Use appropriate observation methods to implement skills.
Analysis Objectives
 Identify motives of sales representatives by observation.
 Differentiate and identify selling styles.
 Assess different sale techniques.
Synthesis Objectives
 Categorize different selling styles.
 Combine different selling ideas.
 Provide feedback on training material.
Evaluation Objectives
 Recall the strengths and weaknesses of different selling techniques.
 Evaluate trainer and training material.
 Adapt elements to personal selling style.
XXIII. Environment Diagram
a. Flip chart
b. White board, one packet of eight basic color dry/erase markers, dry eraser
c. Laptop, cd room, 3 ½ disk drive, 17” monitor
d. Flip chart
e. Trapezoid table
f. 72” diameter skirted table
g. Long rectangular table
h. Long rectangular table
i. 72” diameter skirted table
j. 72” diameter skirted table
k. Phone
d
a
b
c
e
f
j
i
g
k
h
XXIV. Time and Mood
a. Time
i. 9:30am -12:00pm
ii. 3 consecutive ½ days
b. Mood
i. Casual
ii. Room temperature at 70 degrees
iii. Normal work attire
iv. Pens provided for notes
v. Snacks
1. drinks
a. water
b. tea
c. coffee
d. orange juice
2. food
a. Cereal bars
b. Muffins
XXV. Evaluation Form Sample
Training Program Evaluation Form
Learning objectives were clear.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
Agree
Strongly Agree
Agree
Strongly Agree
Training content was interesting.
Strongly Disagree Disagree Undecided
Training content was relevant to my job.
Strongly Disagree Disagree Undecided
Training Resources and Methods
Workbook is organized well.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
Blooms Taxonomy learning activities were appropriate.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
There was adequate balance among lecture, activities, and group discussion.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
Trainer Presentation Skills
Trainer was well prepared.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
Agree
Strongly Agree
Agree
Strongly Agree
Agree
Strongly Agree
Trainer was clear and articulate.
Strongly Disagree Disagree Undecided
Trainer was expressive and energetic.
Strongly Disagree Disagree Undecided
Trainer answered our questions satisfactorily.
Strongly Disagree Disagree Undecided
Trainer integrated our life experience into training program.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
Overall Assessment
I am overall satisfied with the training.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree
I would recommend this trainer to my colleagues.
Strongly Disagree Disagree Undecided
Agree
Strongly Agree