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06.IngramSM8Ch61.pptxContinual Development of the Sales Force: Sales Training
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
1
Learning Objectives
Understand the role of sales training in salesforce socialization.
Explain the importance of sales training and the sales manager’s role in sales training.
Describe the sales training process as a series of six interrelated steps.
Discuss six methods for assessing sales training needs and identify typical sales training needs.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
2
Learning Objectives
Name some typical objectives of sales training programs, and explain how setting objectives for sales training is beneficial to sales managers.
Identify the key issues in evaluating sales training alternatives.
Identify key ethical and legal issues in sales training.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
3
Sales Training as a Crucial Investment
Most organizations see a link between sales training and salesperson productivity
U.S. companies spend billions annually on training
Research indicates sales training provides a positive ROI
The need for sales training is continual
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
4
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How to Make Sales Training Stick?
https:// www.sellingpower.com/videos/EOlkcdpvK-c/the-key-elements-of-sales-training-success
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
5
Role of Sales Training in Sales Force Socialization
Sales training helps socialize the new hires, providing them with a positive:
Role Definition — An understanding of what tasks are to be performed, what the priorities of the tasks are, and how time should be allocated among the tasks.
Initiation to Task — The degree to which a sales trainee feels competent and accepted as a working partner
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
6
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Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
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Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Assess Training Needs: Methods
Which of these methods would you chose to assess training needs? Why?
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
8
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Sales Force Audit
Performance Testing
Observation
Salesforce Survey
Customer Survey
Job analysis
An appraisal of all salesforce activities and the environment in which the salesforce operates.
Evaluation of particular tasks or skills of the salesforce.
Sales managers assess training needs while observing salespeople in the field.
Salespeople are queried as to what types of training they need.
Customers are queried about how salesforce is performing.
An investigation of the tasks, duties, and responsibilities of the sales job.
Typical Sales Training Needs
Sales Techniques: Salespeople have an ongoing need to learn “how to sell,” including questioning, listening, developing trust, and managing relationships.
Product Knowledge: Salespeople must know their product’s benefits, applications, competitive strengths, and limitations
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
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Typical Sales Training Needs
Customer Knowledge: Salespeople should know their customer needs, buying motives, buying procedures, and personalities.
Competitive Knowledge: Salespeople must know competitive offerings in terms of strengths and weaknesses.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
10
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Typical Sales Training Needs
Time & Territory Management: Salespeople should learn to maximum work efficiency.
Self-Management: Salespeople should continuously work on improving their decision-making and professional behavior.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
11
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Competencies of Successful Salespeople
Aligning customer/supplier strategic objectives
Listening beyond product needs
Understanding the financial impact of decisions
Orchestrating organizational resources
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
12
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Competencies of Successful Salespeople
Consultative problem solving
Establishing a vision of a committed customer/supplier relationship
Engaging in self-appraisal and continuous learning
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
13
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Sales Training for Different Types of Buyers
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
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Hard Bargainer
Negotiation strategies
Sales Job Facilitator
Importance of quid pro quo
Advantages of having a satisfied customer base
Straight Shooter
Selling the “substance” not just the “sizzle.”
Straightforward techniques for handling objections
Listening skills and handling objections
Competitive product knowledge
How customers can assist salespeople
Sales Training for Different Types of Buyers
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
15
Socializer
Policies regarding socializing and giving gifts to customers
Persuaders
Importance of qualifying prospects
Considerate
Importance of obtaining market information from customers
Ethical and legal implication of transacting business
Techniques for qualifying prospects
Importance of quid pro quo
Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
16
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Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Set Training Objectives
Increase sales or profits
Create positive attitudes and improve salesforce morale
Assist in sales force socialization
Reduce role conflict and ambiguity
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
17
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Set Training Objectives
Introduce new products, markets, and promotional programs
Develop salespeople for future management positions
Ensure awareness of ethical and legal responsibilities
Teach administrative procedures (e.g., expense accounts, call reports)
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
18
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Set Training Objectives
Ensure competence in the use of sales and sales support tools, such as CRM technology
Minimize sales force turnover rate
Prepare new salespeople for assignment to a sales territory
Improve teamwork & cooperative efforts
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
19
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Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
20
5
Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Evaluate Training Alternatives
Selecting Sales Trainers
Internal
External
Selecting Sales Training Locations
Decentralized (e.g., district or regional offices)
Centralized (e.g., corporate headquarter)
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
21
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Evaluate Training Alternatives
Selecting Sales Training Methods
Classroom/Conference Training
On-the-job Training (OJT)
Mentoring
Job rotation
Behavioral Simulations
Absorption Training
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
22
9
Evaluate Training Alternatives
Selecting Sales Training Media
Internet
Computer-Based (e.g., DVD & CD-ROM)
Video Conferencing
Satellite Television
Paper-Based
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
23
9
Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
24
5
Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Design the Sales Training Program
Finalize the Training Program
Schedule Training Sessions
Make Necessary Travel Arrangements
Make Necessary Accommodation Arrangements
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
25
9
Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
26
5
Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Perform Sales Training
Sales Manager’s Primary Responsibility during training:
Monitor progress of the trainees
Ensure adequate presentation of the training topics.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
27
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Perform Sales Training
As the training is being conducted, the sales manager’s primary responsibility is to monitor progress of the trainees and to ensure adequate presentation of the training topics.
Problems:
Poor Attendance
Poor Attention
Poor Presentation
As a team, select once of these problems and discuss how you would
address.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
28
9
Managing the Sales Training Process
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
29
5
Assess Sales Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Conduct Follow-Up and Evaluation
Difficult to measure effectiveness of sales training.
Reasonable attempt must be made to assess whether current training expenditures are worthwhile and whether future modification is warranted.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
30
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Conduct Follow-Up and Evaluation
Reaction Measures
Learning Measures
Behavior Measures
Results Measures
As a team, discuss which of these measures are most important.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
31
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Methods for Reinforcing New Sales Skills Acquired During Training
Sharing sales methods and languages with the sales team
Coaching by the sales manager
Follow-up training classes
Clear statement of management expectations
Incentive compensation for new sales behaviors
Technology reinforcement and support
Coaching by outside specialists
Participation in a community Web site based on the training
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
32
Ethically Troubling Situations
Making statements to an existing purchaser that exaggerate the seriousness of his or her problem to obtain a bigger order or other concessions.
Soliciting low-priority or low-volume business that the salesperson’s firm will not deliver or service in an economic slowdown or periods of resource shortages.
Allowing personalities – liking one purchaser and disliking another – to affect price, delivery, and other decisions regarding the terms of sale.
Seeking information from purchasers on competitor’s quotations for the purpose of submitting another quotation.
Having less competitive prices or other terms for buyers who use your firm as the sole source of supply than for firms for which you are one of two or more suppliers.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
33
Ethically Troubling Situations
Giving physical gifts such as free sales promotion prizes or “purchase-volume incentive bonuses” to a purchaser.
Providing free trips, free luncheons or dinners, or other free entertainment to a purchaser.
Using the firm’s economic power to obtain premium prices or other concessions from buyers.
Gaining information about competitors by asking purchasers.
Giving preferential treatment to purchasers whom higher levels of the firm’s own management prefer or recommend.
Attempting to reach and influence other departments directly rather than going through the purchasing department when such avoidance of the purchasing department increases the likelihood of a sale.
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
34
Legal Reminders for Salespeople
Use factual data
Thoroughly educate customers
Don’t overstep authority
Be careful when communicating with competitors
Don’t engage in “bait and switch”
Don’t try to force the customer to buy only from your organization
Don’t engage in discrimination
Don’t tamper with a competitor’s product
Do not disparage a competitor’s product
Avoid promises that will be difficult or impossible to honor
Chapter 6: Continual Development of the Salesforce: Sales Training
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
35
