Training Sales Force
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Transcript of Training Sales Force
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Training Salespeople
Prepared by: Santosh Pullewar
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Sales Management
Planning PersonalSales RepsSales
Managers
Recruiting
Training
Motivating
Supervising
Managing a sales force involves recruiting, hiring, t raining , supervising,compensating salespeople, motivating them to become problem solvers, andproviding 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 andselection programCompany must decide how to train and recruitefficiently and economically
(Source: Hite and Johnston)
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TrainingTraining is a Process of LEARNING that is
specifically directed to the acquiring of specific
ATTITUDES and SKILLS for the successfulcarrying out of specific Objectives & Tasks.
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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 inimproved performance in the selling environments
(Source: Futrell)
What is a learning curve?
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W hy train?
Decreased turnover Increase salesEnhanced customer relationships
Decreased costs (Source: Hite and Johnston)
Better MoraleImproved time and territory efficiency
(Source: Dalrymple et al)
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W hy 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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Learning principles
Training programs should include the best possible techniquesfor imparting knowledge, skills, and correct attitudes tosalespeople
Motivation
Purpose
Reinforcement
Participation
(Source: Hite and Johnston)
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Learning principles Practice
Repetition
Organizing for learning
Applicability(Source: Hite and Johnston)
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Areas/Contents
Product Specific knowledge
Company Specific knowledge
Customer Specific Knowledge
Market & Competition
Sales Methods & Techniques
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ContentProduct 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 W hat does the company do? W hat is the companies organization structure?
W ho is responsible for what
W hat is the companies procedures? W hat does the company stand for?
(Source: Hite and Johnston)
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ContentMarket knowledge W hat are the general business conditions? W ho and where are the industries involved? W ho is the competition and how do they operate? W ho are the customers and what are their needs? The customers buying process
Selling techniques Prospect Gather relevant information Approach the prospect Qualify 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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ContentC ustomer 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 serviceStocking shelves, planning promotions, training salespeople, processing orders,delivering, maintaining and repairing products, answering complaints
Generating sales inquiries Time and territory management Paperwork
(Source: Hite and Johnston)
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Planning the training programPlanning is the single most important ingredient for developing a successfultraining program
The most effective learning takes place when the new salesperson: 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 respected
for having sufficient expertise in that skill to assist in the learning process(Source: Hite and Johnston)
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Planning the training programW ho 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 programW ho trains and where?
Outside Specialists
Outside consultants may be entirely responsible for the training programs or broughtto 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 programW ho trains and where?
L ine 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 programW hen 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 learnfor themselves Pros of this approach
Only those who stay with the company will receive the more expensive training programsThe salesperson will have a frame of reference for the material taught in the trainingsessions
(Source: Hite and Johnston)
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Planning the training programW hen and how much?
W aiting to train a salesperson has several disadvantages Risking relationship with customers
Due to the risks, most companies will provide enough initial training so thesalesperson can function at some minimum level in the field. Advancetraining will be added at a latter time.
(Source: Hite and Johnston)
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Planning the training programTraining methods
L ectures DemonstrationsPrimarily to disseminate information to groups
Group discussions/ Panels/ Role playing/ Simulations of gamesInvolve groups in participative interaction
Manuals/ Bulletins/ C orrespondence coursesIndividual 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 programTraining methods
L ectures DemonstrationsPrimarily to disseminate information to groups
One-way formal discourse delivered to a group of trainees, typically passivelisteners
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 programTraining methods
Group discussions/ Panels/ Role playing/ Simulations or gamesInvolve 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 programTraining methods
Manuals/ Bulletins/ C orrespondence coursesIndividual instructional methods used to disseminate information
Manuals
Bulletins
C orrespondence courses
(Source: Hite and Johnston)
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Planning the training programTraining methods
On-the-job training/ Personal conferences/ Programmed instruction/ Jobrotation
Individual instructional courses that involve individual participation
On-the-job training
The quickest way to expose a new salesperson to the actual selling environment isthrough 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 triedCons- objective of the sales call and the costs
(Source: Hite and Johnston)
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Planning the training programTraining methods
On-the-job training/ Personal conferences/ Programmed instruction/ Job rotationIndividual instructional courses that involve individual participation
Personal conferencesProvides two way communicationSalespeople should have the chance to bring up problems and seek advice and counselingC hance 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 rotationPros- give the sales trainee many perspectivesC ons- time it takes to implement the program
(Source: Hite and Johnston)
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SummaryThe job description is the basic instrument for determining the trainingneeds
W ell-designed training programs should follow basic learning principles
Planning the training program is essential to success
(Source: Hite and Johnston)
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