Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

09 6e Sales Management module 06

•Download as PPTX, PDF•
•
A
ahmadUzair16

This document discusses best practices for sales training and development. It outlines six steps for managing the sales training process: 1) assess training needs, 2) set objectives, 3) evaluate alternatives, 4) design the program, 5) perform the training, and 6) conduct follow-up and evaluation. Some key points covered include determining skills gaps, selecting trainers and methods, addressing common sales mistakes, and ensuring adequate presentation and monitoring of trainees.

1 of 23
Continual Development of the Sales Force: Sales Training Module Six
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 accepts as a working partner
Sales Training as a Crucial Investment • Most organizations see a link between sales training and salesperson productivity • U.S. companies spend approximately $8.7 billion annually on training • The need for sales training is continual • Sales managers play a crucial role in the training process
Managing the Sales Training Process 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 • Determine desired skill set and levels of performance • Assess salesperson’s actual skill set and levels of performance • Analyze gap between desired and actual to determine training needs
Assess Training Needs: Methods • Sales Force Audit • Performance Testing • Observation • Salesforce Survey • Customer Survey • Job analysis
Typical Sales Training Needs • Sales Techniques: Salespeople have an ongoing need to learn “how to sell” • Product Knowledge: Salespeople must know their product benefits, applications, competitive strengths, and limitations
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.
Typical Sales Training Needs • Time and Territory Management: Salespeople should learn to maximum work efficiency.
Competencies of Successful Salespeople • Aligning customer/supplier strategic objectives • Listening beyond product needs • Understanding the financial impact of decisions • Orchestrating organizational resources • Consultative problem solving
• Establishing a vision of a committed customer/supplier relationship • Engaging in self-appraisal and continuous learning Competencies of Successful Salespeople
Common Mistakes Sales Training Addresses • Ineffective listening and questioning • Failure to build rapport and trust • Poor job of prospecting for new accounts • Lack of preplanning of sales calls • Reluctance to make cold calls (without an appointment)
• Lack of sales strategies for different accounts • Failure to match call frequency with account potential • Spending too much time with old customers Common Mistakes Sales Training Addresses
• Over-controlling the sales call • Failure to respond to customers’ needs with benefits • Giving benefits before clarifying customers’ needs • Ineffective handling of negative attitudes • Failure to effectively confirm the sale Common Mistakes Sales Training Addresses
Training Objectives • Increase sales or profits • Create positive attitudes and improve salesforce morale • Assist in sales force socialization • Reduce role conflict and ambiguity
Training Objectives • Introduce new products, markets, and promotional programs • Develop salespeople for future management positions • Ensure awareness of ethical and legal responsibilities
Training Objectives • Teach administrative procedures • Ensure competence in the use of sales and sales support tools • Minimize sales force turnover rate • Prepare new salespeople for assignment to a sales territory • Improve teamwork & cooperative efforts
Evaluate Training Alternatives • Selecting Sales Trainers – Internal – External • Selecting Sales Training Locations – Decentralized (e.g., district or regional offices) – Centralized (e.g., corporate headquarter)
Evaluate Training Alternatives • Selecting Sales Training Methods – Classroom/Conference Training – On-the-job Training (OJT) • Mentoring • Job rotation
Evaluate Training Alternatives • Selecting Sales Training Methods – Behavioral Simulations – Absorption Training • Selecting Sales Training Media – Internet – Computer-Based (e.g., CD-ROM) – Paper-Based
Design the Sales Training Program • Finalize the Training Program • Schedule Training Sessions • Make Necessary Travel Arrangements • Make Necessary Accommodation Arrangements
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.
Conduct Follow-Up and Evaluation It is always difficult to measure the effectiveness of sales training. Nevertheless, a reasonable attempt must be made to assess whether current training expenditures are worthwhile and whether future modification is warranted.

More Related Content

09 6e Sales Management module 06

  • 1. Continual Development of the Sales Force: Sales Training Module Six
  • 2. 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 accepts as a working partner
  • 3. Sales Training as a Crucial Investment • Most organizations see a link between sales training and salesperson productivity • U.S. companies spend approximately $8.7 billion annually on training • The need for sales training is continual • Sales managers play a crucial role in the training process
  • 4. Managing the Sales Training Process Assess Sales Training Needs Set Training Objectives Evaluate Training Alternatives Design Sales Training Program Perform Sales Training Conduct Follow-Up and Evaluation
  • 5. Assess Training Needs • Determine desired skill set and levels of performance • Assess salesperson’s actual skill set and levels of performance • Analyze gap between desired and actual to determine training needs
  • 6. Assess Training Needs: Methods • Sales Force Audit • Performance Testing • Observation • Salesforce Survey • Customer Survey • Job analysis
  • 7. Typical Sales Training Needs • Sales Techniques: Salespeople have an ongoing need to learn “how to sell” • Product Knowledge: Salespeople must know their product benefits, applications, competitive strengths, and limitations
  • 8. 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.
  • 9. Typical Sales Training Needs • Time and Territory Management: Salespeople should learn to maximum work efficiency.
  • 10. Competencies of Successful Salespeople • Aligning customer/supplier strategic objectives • Listening beyond product needs • Understanding the financial impact of decisions • Orchestrating organizational resources • Consultative problem solving
  • 11. • Establishing a vision of a committed customer/supplier relationship • Engaging in self-appraisal and continuous learning Competencies of Successful Salespeople
  • 12. Common Mistakes Sales Training Addresses • Ineffective listening and questioning • Failure to build rapport and trust • Poor job of prospecting for new accounts • Lack of preplanning of sales calls • Reluctance to make cold calls (without an appointment)
  • 13. • Lack of sales strategies for different accounts • Failure to match call frequency with account potential • Spending too much time with old customers Common Mistakes Sales Training Addresses
  • 14. • Over-controlling the sales call • Failure to respond to customers’ needs with benefits • Giving benefits before clarifying customers’ needs • Ineffective handling of negative attitudes • Failure to effectively confirm the sale Common Mistakes Sales Training Addresses
  • 15. Training Objectives • Increase sales or profits • Create positive attitudes and improve salesforce morale • Assist in sales force socialization • Reduce role conflict and ambiguity
  • 16. Training Objectives • Introduce new products, markets, and promotional programs • Develop salespeople for future management positions • Ensure awareness of ethical and legal responsibilities
  • 17. Training Objectives • Teach administrative procedures • Ensure competence in the use of sales and sales support tools • Minimize sales force turnover rate • Prepare new salespeople for assignment to a sales territory • Improve teamwork & cooperative efforts
  • 18. Evaluate Training Alternatives • Selecting Sales Trainers – Internal – External • Selecting Sales Training Locations – Decentralized (e.g., district or regional offices) – Centralized (e.g., corporate headquarter)
  • 19. Evaluate Training Alternatives • Selecting Sales Training Methods – Classroom/Conference Training – On-the-job Training (OJT) • Mentoring • Job rotation
  • 20. Evaluate Training Alternatives • Selecting Sales Training Methods – Behavioral Simulations – Absorption Training • Selecting Sales Training Media – Internet – Computer-Based (e.g., CD-ROM) – Paper-Based
  • 21. Design the Sales Training Program • Finalize the Training Program • Schedule Training Sessions • Make Necessary Travel Arrangements • Make Necessary Accommodation Arrangements
  • 22. 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.
  • 23. Conduct Follow-Up and Evaluation It is always difficult to measure the effectiveness of sales training. Nevertheless, a reasonable attempt must be made to assess whether current training expenditures are worthwhile and whether future modification is warranted.