1. Continual Development of the Sales Force: Sales Training Module Six

2. TWO BASIC TYPES: INITIAL NEW EMPLOYEEINITIAL NEW EMPLOYEE ‘ONGOING’ PULSED OR CONTINUOUS (REFRESHERS )‘ONGOING’ PULSED OR CONTINUOUS (REFRESHERS ) RATIONALE: OUTSIDE OF MOTIVATION THE CAUSES OF SALES FAILURE CAN BE CORRECTED THRU TRAINING

3. YET… 70% OF BUYERS RATE SALES PERSONNEL AS MODERATELY EFFECTIVE TO INEFFECTIVE WHY? BUYERS NEEDS OFTEN NOT INCORPORATED INTO TRAINING LACK OF REINFORCEMENT BY MANAGEMENT (87% KNOWLEDGE LOSS AFTER 30 DAYS.)

4. ASSESSING THE NEED WHO NEEDS IT? WHO NEEDS IT? HOW MUCH DO THEY NEED? HOW MUCH DO THEY NEED? TRAINING PROGRAMME OBJECTIVES? TRAINING PROGRAMME OBJECTIVES?

5. Assess Training Needs Determine desired skill set and levels of performanceDetermine desired skill set and levels of performance Assess salesperson’s actual skill set and levels of performanceAssess salesperson’s actual skill set and levels of performance Analyze gap between desired and actual to determine training needsAnalyze gap between desired and actual to determine training needs

6. Common Mistakes Sales Training Addresses Ineffective listening and questioningIneffective listening and questioning Failure to build rapport and trustFailure to build rapport and trust Poor job of prospecting for new accountsPoor job of prospecting for new accounts Lack of preplanning of sales callsLack of preplanning of sales calls Reluctance to make cold calls (without an appointment)Reluctance to make cold calls (without an appointment)

7. Common Mistakes Sales Training Addresses Lack of sales strategies for different accountsLack of sales strategies for different accounts Failure to match call frequency with account potentialFailure to match call frequency with account potential Spending too much time with old customersSpending too much time with old customers

8. Common Mistakes Sales Training Addresses Over-controlling the sales callOver-controlling the sales call Failure to respond to customers’ needs with benefitsFailure to respond to customers’ needs with benefits Giving benefits before clarifying customers’ needsGiving benefits before clarifying customers’ needs Ineffective handling of negative attitudesIneffective handling of negative attitudes Failure to effectively confirm the saleFailure to effectively confirm the sale

9. TRAINING PROGRAMME OBJECTIVES INCREASED SALES PRODUCTIVITY ‘SPIN OFFS’(ANCILLARY BENEFITS) LOWER TURNOVER LOWER TURNOVER BETTER MORALE BETTER MORALE IMPROVED COMMUNICATION IMPROVED COMMUNICATION IMPROVED CUSTOMER RELATIONS IMPROVED CUSTOMER RELATIONS IMPROVED SELF MANAGEMENT IMPROVED SELF MANAGEMENT

10. WHO NEEDS IT?  NEW EMPLOYEES  EXISTING EMPLOYEES FOR NEW PRODUCTS NEW PRODUCTS NEW TERRITORIES NEW TERRITORIES NEW BUYERS NEW BUYERS INDEPENDENT REPS & DISTRIBUTORS INDEPENDENT REPS & DISTRIBUTORS Best ROI by focusing on the ‘pack’ Best ROI by focusing on the ‘pack’ (the middle sixty percent) (the middle sixty percent)

11. SET SPECIFIC TRAINING GOALS FACILITATES FOCUS ENABLES PRIORITIZING ESTABLISH A BENCH MARK

12. Typical Sales Training Needs Sales Techniques: Salespeople have an ongoing need to learn “how to sell”Sales Techniques: Salespeople have an ongoing need to learn “how to sell” Product Knowledge: Salespeople must know their product benefits, applications, competitive strengths, and limitationsProduct Knowledge: Salespeople must know their product benefits, applications, competitive strengths, and limitations

13. Typical Sales Training Needs Customer Knowledge: Salespeople should know their customer needs, buying motives, buying procedures, and personalities.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.Competitive Knowledge: Salespeople must know competitive offerings in terms of strengths and weaknesses.

14. Typical Sales Training Needs Time and Territory Management: Salespeople should learn to maximum work efficiency.Time and Territory Management: Salespeople should learn to maximum work efficiency.

15. INPUT FOR WHAT TRAINING IS NEEDED SENIOR MANAGEMENT SALES VOLUME ANALYSIS NUMBER OF CALLS SELLING: CLOSURE RATES ~ CALL TIMES CUSTOMER COMPLAINTS CUSTOMER QUESTIONNAIRES EXPENSES DIFFICULTY ANALYSIS IN FIELD ANALYSIS OF JOB FUNCTION TO DETERMINE PROBLEM AREAS

16. PROGRAMME DESIGN Who does the training? A) LINE MANAGERS ? »NO TIME, »CAN’T TEACH But trainees pay attention & improves rapport! B) STAFF FUNCTIONARIES? »COST, »CREDIBILITY »CONTROL C) OUTSIDE SPECIALISTS »COST »ADEQUATE PRODUCT SPECIFIC KNOWLEDGE »CORPORATE CULTURE, »PROGRAMME CUSTOMIZATION?

17. INSIST UPON, DELINEATED SPECIFIC OUTCOMES FROM THE TRAINING INVESTMENT! IT’S YOUR $ BUDGET$ !!

18. WHEN? NEW EMPLOYEES: BEFORE OR AFTER FIELD EXPOSURE? BEFORE OR AFTER FIELD EXPOSURE?BEFORE!WHERE?DECENTRALIZED LESS EXPENSIVE LESS EXPENSIVE LESS TIME PRESSURE LESS TIME PRESSURE LOCAL MANAGEMENT INVOLVED LOCAL MANAGEMENT INVOLVED

19. CENTRALIZED (HEAD OFFICE)  CAN HANDLE LARGE NUMBERS  ENSURES STANDARDIZED CORPORATE DELIVERY & CONTENT Away from home improved concentration Away from home improved concentration Time limitations Time limitations Expensive Expensive Meet the honchos Meet the honchos

20. CONTENT? INSTILL ENTHUSIASM FOR THE PROCESS IN THE TRAINEES INSTILL ENTHUSIASM FOR THE PROCESS IN THE TRAINEES HISTORY AND CURRENT MISSION OF THE COMPANY HISTORY AND CURRENT MISSION OF THE COMPANY POLICIES AND PROCEDURES POLICIES AND PROCEDURES BASIC BUSINESS KNOWLEDGE & SKILLS BASIC BUSINESS KNOWLEDGE & SKILLS INDUSTRY / COMPETITIVE AWARENESS INDUSTRY / COMPETITIVE AWARENESS PRODUCT KNOWLEDGE AND HOW TO USE IT PRODUCT KNOWLEDGE AND HOW TO USE IT PERSUASIVE COMMUNICATION SKILLS PERSUASIVE COMMUNICATION SKILLS RELATIONSHIP-BUILDING SKILLS RELATIONSHIP-BUILDING SKILLS TEAM-SELLING SKILLS TEAM-SELLING SKILLS TIME-MANAGEMENT SKILLS TIME-MANAGEMENT SKILLS COMPUTER ASSISTED SELLING COMPUTER ASSISTED SELLING SELLING LEGALLY SELLING LEGALLY

21. TRAINING TECHNIQUES 5. INTERACTIVE PROGRAMMES (TAPES, CD’s, SOFTWARE) Have the best rate and retention But Have high development costs BUSINESS TV (TRANSNATIONALS') IBM, FEDEX, KODAK ~ ON-THE-JOB IBM, FEDEX, KODAK ~ ON-THE-JOB 1.DISCUSSIO N 2.ROLE PLAYING 3.SELF- DIRECTED 4.LECTURES

22. REINFORCEMENT IS THE KEY! WITHOUT IT THE MONEY IS WASTED

23. Role of Sales Training in Sales Force Socialization Initiation to Task — The degree to which a sales trainee feels competent and accepted as a working partnerInitiation to Task — The degree to which a sales trainee feels competent and accepted as a working partner 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.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. Sales training helps socialize the new hires, providing them with a positive:

24. Sales Training as a Crucial Investment Most organizations see a link between sales training and salesperson productivityMost organizations see a link between sales training and salesperson productivity U.S. companies spend approximately $8.7 billion annually on trainingU.S. companies spend approximately $8.7 billion annually on training The need for sales training is continualThe need for sales training is continual Sales managers play a crucial role in the training processSales managers play a crucial role in the training process

25. 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

26. Training Objectives Increase sales or profitsIncrease sales or profits Create positive attitudes and improve salesforce moraleCreate positive attitudes and improve salesforce morale Assist in sales force socializationAssist in sales force socialization Reduce role conflict and ambiguityReduce role conflict and ambiguity

27. Training Objectives Introduce new products, markets, and promotional programsIntroduce new products, markets, and promotional programs Develop salespeople for future management positionsDevelop salespeople for future management positions Ensure awareness of ethical and legal responsibilitiesEnsure awareness of ethical and legal responsibilities

28. Training Objectives Teach administrative proceduresTeach administrative procedures Ensure competence in the use of sales and sales support toolsEnsure competence in the use of sales and sales support tools Minimize sales force turnover rateMinimize sales force turnover rate Prepare new salespeople for assignment to a sales territoryPrepare new salespeople for assignment to a sales territory Improve teamwork & cooperative effortsImprove teamwork & cooperative efforts

29. 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.

30. 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.