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    Developing, Delivering & Reinforcing A Sales Training Program

    Uploaded by

    Sarika Jhunjhunwala
    This document outlines the key steps for developing an effective sales training program: 1) Define specific training aims and objectives; 2) Decide on relevant content areas to cover, such as product knowledge, sales techniques, and time management; 3) Select appropriate training methods like role playing, demonstrations, and on-the-job training; 4) Plan the execution of training in terms of timing, location, and trainers; 5) Establish procedures to evaluate the effectiveness of the training through measuring reactions, learning, behavior changes, and performance results.

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    Developing, Delivering & Reinforcing A Sales Training Program

    Uploaded by

    Sarika Jhunjhunwala
    177 views12 pages
    This document outlines the key steps for developing an effective sales training program: 1) Define specific training aims and objectives; 2) Decide on relevant content areas to cover, such as product knowledge, sales techniques, and time management; 3) Select appropriate training methods like role playing, demonstrations, and on-the-job training; 4) Plan the execution of training in terms of timing, location, and trainers; 5) Establish procedures to evaluate the effectiveness of the training through measuring reactions, learning, behavior changes, and performance results.

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    Sales Training

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    This document outlines the key steps for developing an effective sales training program: 1) Define specific training aims and objectives; 2) Decide on relevant content areas to cover, such as product knowledge, sales techniques, and time management; 3) Select appropriate training methods like role playing, demonstrations, and on-the-job training; 4) Plan the execution of training in terms of timing, location, and trainers; 5) Establish procedures to evaluate the effectiveness of the training through measuring reactions, learning, behavior changes, and performance results.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    177 views12 pages

    Developing, Delivering & Reinforcing A Sales Training Program

    Uploaded by

    Sarika Jhunjhunwala
    This document outlines the key steps for developing an effective sales training program: 1) Define specific training aims and objectives; 2) Decide on relevant content areas to cover, such as product knowledge, sales techniques, and time management; 3) Select appropriate training methods like role playing, demonstrations, and on-the-job training; 4) Plan the execution of training in terms of timing, location, and trainers; 5) Establish procedures to evaluate the effectiveness of the training through measuring reactions, learning, behavior changes, and performance results.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12
    At a glance
    Powered by AI
    The key takeaways are that developing an effective sales training program requires defining objectives, contents, methods, execution process and evaluation procedures.

    The five major decisions required are aim, contents, methods, execution and evaluation.

    Some of the methods that can be used for sales training are lectures, role playing, demonstrations, discussions, mentoring, on-the-job training and gaming simulations.

    Developing, Delivering &

    Reinforcing a Sales Training


    Program

    -PROF SUDEEP CHATTERJEE

    ISB&M/PGPBM/SDM-6 1
    Planning
    Building sales Training programs require five major
    Decisions-
     Aim (define the specific training aims)

     Contents (Decide on the contents)

     Methods (selecting training methods)

     Execution (process for execution)

     Evaluation (procedure for evaluation)

    ISB&M/PGPBM/SDM-6 2
    AIM
    The Training Assessment starts with defining the
    Program objectives -
     Increased Sales productivity- (Improve the return

    on sales investments by improving productivity of the


    sales force: lowering costs or higher sales per sales
    man)
     Lower Employee turnover- (Good training programs

    lower employee turnover as well trained people are


    less likely to fail. Focus on realities, discouragements
    & disappointments)
     Higher morale- (morale has an inverse relationship

    with turnover & absenteeism, and depends on an


    understanding of their purpose in the company &
    society)
    ISB&M/PGPBM/SDM-6 3
    AIM
     Improved communication- (Understanding the
    importance of feedback / information provided by the
    sales force to the company on customers and the
    market place)
     Improved customer relations- (Establishing &

    maintaining good customer relations, complaint


    handling, avoiding oversell and understanding their
    needs & wants for better satisfaction)
     Improved self management- (To produce more

    output by organising and allocating time effectively)


     Improved Knowledge- (In areas of product,

    company, competitors, or selling skills)


     Induction- (Orient new salespeople to the job &

    positively influence attitudes for job satisfaction)


    ISB&M/PGPBM/SDM-6 4
    AIM
    Identify who should be trained-
    Initial Training Needs
     Job specifications (Effective selling approaches)

     Trainee’s background & experience (Developing

    tailored programs for the optimum benefit to the


    company & trainee alike)
     Sales related marketing policies (Different products &

    markets require specific selling practices & policies for


    the training program)
    Continuing Training Needs
     Analyse performance (sales records, sales reports)

     Study the sales job description and the qualifications

    (KSA) possessed by the sales force. Success & failure


    Analysis & exit interviews.
    ISB&M/PGPBM/SDM-6 5
    Contents
     What should be the contents of the training-
    Depends on the objectives of the particular training
    Session & not all the below mentioned factors should
    be addressed in each session-
     Product Knowledge data-(depends on the products

    complexity)
     Sales techniques-(Attitude towards selling &

    persuading customers to achieve the objectives)


     Markets/customer knowledge-(customer orientation,

    buying habits, motives, location and their priorities &


    problems)
     Company information-(company’s goals,

    organisations, policies, and procedures)


    ISB&M/PGPBM/SDM-6 6
    Contents
     Knowledge of competitor products-(Detailed
    knowledge of competitive products allow sales force
    to design presentations to stress the advantages of
    the their products.)
     Relationship building skills- (Unlike transactional
    selling focus is on commitment, high degree of
    openess & trust)
     Knowledge of business principles- (Allied areas
    effecting profitability like pricing, distribution
    fundamentals and finances)
     Team selling skills- (Building trust & sensitivity
    among team mates to nurture relations with
    customers. Anticipate and identify problems, and
    find mutually beneficial solutions)
    ISB&M/PGPBM/SDM-6 7
    Contents
     Time management skills- (Administrative
    responsibilities, selling, and customer service require
    effective time management to sustain productivity)
     Computer assisted selling skills- (using computer

    software to submit reports, prepare call schedules,


    placing orders, developing quotations)
     Knowledge of Legal constraints on selling- (Exposure

    to product liability, false promotion practices, unethical


    conduct due to exaggerated claims, product warnings
    & characteristics, discriminatory pricing and
    monopolistic practices)

    ISB&M/PGPBM/SDM-6 8
    Methods
     Lecture
     Role playing
     Demonstrations
     Discussion- Cases, Panels & Round tables
     Mentoring
     On the job training
     Gaming simulation
     Interactive Multimedia Training-Technology based
     EPSS (Electronic Performance Support System) or
    Just in Time
     Distance Learning
     Web based Training
     Audio visual Aids

    ISB&M/PGPBM/SDM-6 9
    Execution
    The program design looks into the following-
     When should the training take place

     Initial Sales training programs depends upon-

    Number of new personnel trained every year


    Size of the sales force
    Sales force turnover
    Management plans
     Continuing Sales training programs depends upon-

    New products
    New selling aids
    New customer problems
    New product applications and uses
    New methods
    New selling suggestions
    Refinements in selling techniques
    ISB&M/PGPBM/SDM-6 10
    Execution
     Who should do the training (Corporate staff
    trainers, sales force personnel, Outside training
    specialists
     Where should it be done (Centralised Training,
    Decentralised Training

    ISB&M/PGPBM/SDM-6 11
    Evaluation
    Determine what should be measured
    Determine the information collection method
    Determine the measurement methods
    Analyse the data, determine the results and draw
    conclusions for making recommendations

    The final outcome is-


    Reactions (Questionnaires and verbal feedback from
    participants, superiors and training staff)
    Learning (before and after tests)
    Appraisal of Behavioural Changes
    Improved performance Results
    ISB&M/PGPBM/SDM-6 12

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