1. 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

2. 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?

3. 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

4. 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

5. 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

6. 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.

7. 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.

8. 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
* * * *
* * * * * *

9. 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

10. 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.

11. 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.