What is a major cause of dissatisfaction with the sales job? Lack of training

Consider this: All the money spent on recruitment and selection may be wasted if not followed up with proper training. Training is the vital link in the process of converting a recruit into a productive rep. Salespeople’s attitudes towards their jobs are affected by the amount and quality of training they receive. The top reasons for job failure can all be directly related to deficiencies that can be corrected through training.

Reasons Why Training Programs Fail: The programs are designed without a thorough assessment of training needs. The buyer’s (customer’s) preferences are ignored in the design of the program. The behaviors learned in training are not reinforced, leading to minimal long-term behavior change.

Benefits of Training Increased Productivity – the volume of sales per salesperson is increased. Lower Turnover – people taught how to handle problems are less likely to become discouraged and quit. Better Morale – training teaches reps their purpose and importance to the company; builds a stronger spirit. Improved Management – reps learn to allocate and organize their time more efficiently.

Who Should be Trained? Newly hired sales reps The middle 60% of the sales force Supply Chain Intermediaries – dealers, distributors, independent sales reps

Assessing Training Needs: Assessing needs is the most important step in the training program. Look for weaknesses that can be directly addressed by training. Some training should be customized based on the individual’s need. Needs can be identified by: interviewing the rep or customers, going in to the field with the rep, reviewing past performance data

Training Goals: Should be worded as specifically as possible. Examples – “improve the number of qualified prospects identified”, “improve tested knowledge of the gas range product line”, “improve time management of travel and sales calls in the territory”

Who Should do the Training? Line Personnel – sales manager, senior sales rep, sales executive Advantages – carries more weight; can be done the way the manager wants; manager can be involved in assessing needs and designing the program Disadvantages – lack of teaching skills, insufficient time or partial attention is given to training

Option 2: Staff Trainers A staff position which specializes in training or is given responsibility to handle training Advantages – special attention is given to training by someone with specialized skills, more time is devoted to training Disadvantages – the trainer has no real authority over the reps, expensive (especially for small companies)

Option 3: Outside Specialists Independent firms that specialize in training; deliver total training programs, may specialize by industry Advantages – can provide references and documented results; can customize programs for you; use latest technology and materials Disadvantages – very expensive; may lack follow- up (reinforcement)

What content should be taught in the training program? Company, product, and customer information Competitive and legal information Relationship building and team selling skills Territory and time management skills Computer and general selling skills

Training Methods: Lectures Discussions (cases, panels, round tables) Demonstrations and Role Playing Audiocassette Instruction Web-Based Instruction Mentoring On-the-Job Training

Reinforcement? The process of emphasizing and rewarding the skills and behaviors learned during training Seeks long-term behavior change Should a manager’s performance evaluation or compensation be tied to the long-term training results in his or her department?

How to Evaluate the Effectiveness of Training: Measure reactions – What did participants think of the training? Test the amount of knowledge learned – requires “before” and “after” testing. Assess behavior changes – requires field work by manager or self-assessment by reps Measure results – Did sales volume improve? Prospecting rate? Customer attitudes? # of new accounts opened? Territory profitability?