Developing, Delivering, and Reinforcing a Sales Training Program Chapter 7 Developing, Delivering, and Reinforcing a Sales Training Program Those who seek mentoring will rule the great expanse under heaven. Shu Ching Chinese Book of History

Fig. 7-1 Developing and Conducting a Sales Training Program Establish program objectives Identify who should be trained Training assessment Identify training needs and specific goals How much training is needed? Who should do the training? When should the training take place? Program design Where should training be done? Content of training Teaching methods used in training program Reinforcement Determine how training will be reinforced What outcomes will be evaluated? Evaluation What measures will be used?

Fig. 7-3 Objectives of Sales Training Programs Increased sales productivity Improved self-management Lower turnover Improve customer relations Improve morale Improved communica-tion Sales training program objectives

Examples of Specific Training Objectives Company orientation and administrative skills: Understand company goals and objectives Understand company selling philosophy Understand organizational structure Understand company policies and procedures Improve call reports Improve call patterns Improve time management Knowledge: Existing products - features, benefits, and applications New products - features, benefits, and applications Industry trends Competitive products - features, benefits, and applications Specific customer applications and problems Promotional programs Selling skills: Improve pre-call planning Improve prospecting methods Improve strategy selection Improve presentation skills Improve closing techniques Improve understanding of and handling objectives Improve customer sensitivity

Who Should Train Salespeople? Source Advantages Disadvantages Line Executive -Greater credibility -Clearer expectations -More thorough evaluation of candidates -Lack of time -Lack of teaching ability Staff Trainer -Greater time -More resources -Better training skills -Additional expense -Lack of authority -Less credibility Outside Specialist -Greater specialization and expertise -Additional expense -Program content not specific to company needs

When Should Training Take Place? Two basic attitudes: 1) Train immediately because… -no rep should be placed in the field until he or she is fully trained. -cannot risk exposing customers to poorly trained reps. 2) Delay training because… -much easier to train people who have had some field experience. -weak salespeople are eliminated before company spends money on training them.

Where Should Training Take Place? Advantages Disadvantages Decentralized Training -Less expensive -Can take more time. -Involves the sales manager. -Sales manager often lacks time and skill to properly train. Centralized Training -Involves personnel dedicated to and highly skilled in training. -Allows interaction with home office. -Reps focus on training. -More expensive. -Limited amount of time. -Reps kept away from home and family.

Training Content and Methods Matrix Lectures Discussion Demonstra- Web-based Audio On-the-Job Videos Mentoring Role tion learning cassettes Playing Company knowledge Product knowledge Market/indus-try knowledge Selling skills Time management * * * * * * * * * *

Task, Growth, and Meta KSAs Selling Skills Business Principles Product Knowledge Company Knowledge Customer Knowledge Territory Management Relationship Building Skills Computer Skills & Legal Knowledge Growth KSAs: Adaptability, Creativity, Coping Skills, Emotional Intelligence, Training Receptivity, Selling Beliefs Meta KSAs: Self Management Learning Orientation

Fig. 7-4 Prevalent Myths about the Selling Process Myth No. 1 Salespeople are born – not made. Myth No. 2 Salespeople must be good talkers Myth No. 3 Selling is a matter of knowing the right techniques or tricks. Myth No. 4 A good salesperson can sell anything. Myth No. 5 A good salesperson can sell ice to an Eskimo. Myth No. 6 People don’t want to buy.

To Insure Training Effectiveness Managers Should Ask the Following Questions Is your training aligned with your company’s strategic goals? Does top management support your training? Does it reflect the needs of your customers/ Is it immediately relevant to your business? Are the salespeople empowered to leverage what they learn? Is the training reinforced? Are the results of the training measurable? Source: Adapted from Mark McCaster, “Is Your Training A Waste of Money?” Sales & Marketing Management, 2001, p. 47.