sales training programmes

8/8/2019 Sales Training Programmes

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Sales TrainingSales TrainingProgrammesProgrammes


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Definition:Definition:

The effort an employer puts forth to provide salespeople jobThe effort an employer puts forth to provide salespeople jobrelated culture, skills, knowledge, and attitudes that shouldrelated culture, skills, knowledge, and attitudes that shouldresult in improved performance in the selling environments.result in improved performance in the selling environments.

ItIt isis aa process process of of perfecting perfecting thethe performance performance by by plugging plugging thethegapsgaps inin thethe fieldfield of of doingdoing aa givengiven task task..

ItIt isis anan actact of of improvingimproving thethe knowledge,knowledge, sharpeningsharpening thethe skillsskills&& changingchanging thethe attitudeattitude of of aa traineetrainee..


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Obj ectives/Significance of Sales Training:Obj ectives/Significance of Sales Training:To better Sales PerformanceTo better Sales Performance (increase sales, decrease costs and(increase sales, decrease costs and

hence increase profits).hence increase profits).

To provide expert knowledgeTo provide expert knowledge ( knowledge about product, people,( knowledge about product, people,selling techniques, company & its competitors).selling techniques, company & its competitors).

O rienting new salespeople to the job O rienting new salespeople to the job (acquaint new recruits(acquaint new recruitswith the fundamentals of successful selling).with the fundamentals of successful selling).L owering a bsenteeism and turnoverL owering a bsenteeism and turnover (decreased turnover, high(decreased turnover, highmorale, good relationship b/w employee & employer).morale, good relationship b/w employee & employer).I mproving the productivity & proficiency of personalI mproving the productivity & proficiency of personalsellingselling ( improved product knowledge, high morale, enthusiasm).( improved product knowledge, high morale, enthusiasm).To build a reserve force to replace those who vacate atTo build a reserve force to replace those who vacate at

any moment of time.any moment of time.I mproved customer relationsI mproved customer relations (Establishing &(Establishing &maintaining good customer relations, complaint handling,maintaining good customer relations, complaint handling,avoiding oversell and understanding their needs & wantsavoiding oversell and understanding their needs & wantsfor better satisfaction)for better satisfaction)


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B uilding/Planning& Designing SalesB uilding/Planning& Designing SalesTraining Programme:Training Programme:

B uilding sales Training programs require five major B uilding sales Training programs require five major DecisionsDecisions--

AimAim (define the specific training aims)(define the specific training aims) WHY?WHY?C ontentsC ontents (Decide on the contents)(Decide on the contents) WHA T ?WHA T ?M ethodsM ethods (selecting training methods)..(selecting training methods).. H O W?H O W?

ExecutionExecution ( process for e xecution)( process for e xecution) WH O ? WH O ? WHEN? WHERE?WHEN? WHERE?

EvaluationEvaluation ( procedure for evaluation)( procedure for evaluation)


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AIMAIM

Initial Training NeedsInitial Training NeedsJob specificationsJob specifications (Effective selling approaches)(Effective selling approaches)

Trainees background & e x perienceTrainees background & e x perience (Developing tailored programs(Developing tailored programsfor the optimum benefit to the company & trainee alike)for the optimum benefit to the company & trainee alike)

Sales relatedSales related marketing policiesmarketing policies (Different products & markets require(Different products & markets requirespecific selling practices & policies for the training program)specific selling practices & policies for the training program)

C ontinuing Training NeedsC ontinuing Training NeedsAnalyse performanceAnalyse performance (sales records, sales reports)(sales records, sales reports)


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C ontentsC ontentsWhat should be the contentsWhat should be the contents of the training?of the training?Depends on the objectives of the particular training Session & not allDepends on the objectives of the particular training Session & not allthe below mentioned factors should be addressed :the below mentioned factors should be addressed :

Product Knowledge dataProduct Knowledge data- -~ Is the salesperson familiar with the features of the products.~ Is the salesperson familiar with the features of the products.~

C

an he/she e x press the benefits to the customers.~

C

an he/she e x press the benefits to the customers.~ Does the salesperson have a complete knowledge of competing products.~ Does the salesperson have a complete knowledge of competing products.

C ompany Knowledge:C ompany Knowledge:~~ What does the company do?What does the company do?~ What is the companies organization structure?~ What is the companies organization structure?~ Who is responsible for what?~ Who is responsible for what?~ What is the companies procedures?~ What is the companies procedures?~ What does the company stand for?~ What does the company stand for?


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M arket Knowledge:M arket Knowledge:~~ What are the general business conditions?What are the general business conditions?~ Who and where are the industries involved?~ Who and where are the industries involved?~ Who is the competition and how do they operate?~ Who is the competition and how do they operate?~ Who are the customers and what are their needs?~ Who are the customers and what are their needs?~ The customers buying process~ The customers buying process

Selling techniques:Selling techniques:~ Prospect~ Prospect~G ather relevant information~G ather relevant information~ Approach the prospect~ Approach the prospect~ Develop a sales presentation~ Develop a sales presentation~ Anticipate and answer objections~ Anticipate and answer objections~O pening sales interview, demonstrating, overcoming objections, closing the sales.~O pening sales interview, demonstrating, overcoming objections, closing the sales.~M aintain continuing good relations~M aintain continuing good relations


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CC ustomer motivationustomer motivation~ ~ A salesperson needs to know how to develop enthusiasm within their prospectsA salesperson needs to know how to develop enthusiasm within their prospects~ Enthusiasm will help built confidence in the product~ Enthusiasm will help built confidence in the product

N onN on--selling activitiesselling activities~ ~ C ustomer serviceC ustomer service- - those activities that enhance or facilitate the sale and use of onesthose activities that enhance or facilitate the sale and use of ones

product and service product and service ~ Stocking shelves, planning promotions, training salespeople, processing orders,~ Stocking shelves, planning promotions, training salespeople, processing orders,

delivering, maintaining and repairing products, answering complaints.delivering, maintaining and repairing products, answering complaints.~ G enerating sales inquiries.~ G enerating sales inquiries.~ Time and territory management.~ Time and territory management.~ Paperwork.~ Paperwork.


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Product KnowledgeProduct KnowledgeEnables a salesperson t o provide prospec t s and cus t omers Enables a salesperson t o provide prospec t s and cus t omers w ith th e cri t ical informa t ion for ra t ional decisionw ith th e cri t ical informa t ion for ra t ional decision- -making making I nvolvesI nvolves Kno w ing h o w th e produc t is made Kno w ing h o w th e produc t is made

How th

e produc

tis

commonly

used,

andHo

w the

produc

tis

commonly

used,

and Ho w it s h ould no t be used.Ho w it s h ould no t be used.

Cus t omers of t en w an t t o kno w h o w compe t it ive produc t s Cus t omers of t en w an t t o kno w h o w compe t it ive produc t s compare on compare on

priceprice

cons t ruc t ioncons t ruc t ion performanceperformance compa t ibili t y w ith eac h o th ercompa t ibili t y w ith eac h o th er

Companies th a t produce t ec h nical produc t s spend a grea t er Companies th a t produce t ec h nical produc t s spend a grea t er amoun t of t ime on produc t kno w ledgeamoun t of t ime on produc t kno w ledge


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Ma rket/Industry Orient a tionMa rket/Industry Orient a tion

TopicsTopicsHo w a par t icular indus t ry fit s in t o th e overall Ho w a par t icular indus t ry fit s in t o th e overall economyeconomy

Kno w ledge of th e indus t ry and th e economyKno w ledge of th e indus t ry and th e economy

Economic fluc t ua t ions th a t affec t buying be h avior Economic fluc t ua t ions th a t affec t buying be h avior and require adap t ive selling t ec h niquesand require adap t ive selling t ec h niquesCus t omers' buying policies, pa tt erns and Cus t omers' buying policies, pa tt erns and preferences in lig ht of compe t it ionpreferences in lig ht of compe t it ion

Cus t omers' cus t omers and wh a t sa t isfies th emCus t omers' cus t omers and wh a t sa t isfies th emNeeds of bo th wh olesalers and re t ailersNeeds of bo th wh olesalers and re t ailers


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C omp a ny Orient a tion TopicsC omp a ny Orient a tion Topics

Company polices th a t affec t th eir selling Company polices th a t affec t th eir selling ac t ivi t iesac t ivi t iesHo w t o h andle cus t omer reques t s for price Ho w t o h andle cus t omer reques t s for price

adjus t men t s, produc t modifica t ions, fas t er adjus t men t s, produc t modifica t ions, fas t er delivery and differen t credi t t ermsdelivery and differen t credi t t ermsSales manuals th a t cover produc t line Sales manuals th a t cover produc t line informa t ion and company policesinforma t ion and company polices

A w ellA w ell--prepared sales manual gives a prepared sales manual gives a sales represen t a t ive quick ans w ers t o a sales represen t a t ive quick ans w ers t o a cus t omer's ques t ionscus t omer's ques t ions


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Time a nd TerritoryTime a nd TerritoryMa

na

gementMa

na

gementSales t rainees need t o learn t o Sales t rainees need t o learn t o manage t ime and t erri t oriesmanage t ime and t erri t ories

80/20 rule applies:80/20 rule applies:20% of th e cus t omers accoun t for 20% of th e cus t omers accoun t for 80% of th e business and80% of th e business and Require a direc t propor t ion of t ime and Require a direc t propor t ion of t ime and

a tt en t iona tt en t ion


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L eg a l/Ethic a l IssuesL eg a l/Ethic a l Issues

F ederal la w dic t a t es corpora t e ac t ion or F ederal la w dic t a t es corpora t e ac t ion or avoidance of ac t ion in areas of marke t ing, avoidance of ac t ion in areas of marke t ing, sales and pricingsales and pricingSales personnel need t o unders t and th e Sales personnel need t o unders t and th e federal, s t a t e and local la w s th a t cons t rain federal, s t a t e and local la w s th a t cons t rain th eir selling ac t ivi t iesth eir selling ac t ivi t ies

S t a t emen t s made by salespeople carry S t a t emen t s made by salespeople carry bo th legal and e th ical implica t ionsbo th legal and e th ical implica t ionsLapses in e th ical conduc t of t en lead t o Lapses in e th ical conduc t of t en lead t o legal problemslegal problems


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M ETH O DSM ETH O DSI ndividual M ethodsI ndividual M ethods (O n the job, Job(O n the job, Job- - rotation,rotation,

Programmed instruction, C orrespondence, Personal Discussion).Programmed instruction, C orrespondence, Personal Discussion).

G roup M ethodsG roup M ethods ( Lectures, Role( Lectures, Role- -playing, G roup playing, G roup--discussions, sales demonstrations).discussions, sales demonstrations).


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E xecutionE xecutionT h e T h e program designprogram design looks in t o th e follo w inglooks in t o th e follo w ing--

W h en s h ould th e t raining t akeW h en s h ould th e t raining t ake placeplaceI ni t ial Sales t raining programsI ni t ial Sales t raining programs depends upondepends upon- -Number of ne w personnel t rained every yearNumber of ne w personnel t rained every yearSize of th e sales forceSize of th e sales forceSales force t urnoverSales force t urnoverManagemen t plansManagemen t plans

Con t inuing Sales t raining programsCon t inuing Sales t raining programs depends upondepends upon- -Ne w produc t sNe w produc t sNe w selling aidsNe w selling aids

New

customer

problemsNe

wcus

tomer

problemsNe w produc t applica t ions and usesNe w produc t applica t ions and uses

Ne w me th odsNe w me th odsNe w selling sugges t ions Ne w selling sugges t ions Refinemen t s in selling t ec h niquesRefinemen t s in selling t ec h niques


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EXE CU T I O NEXE CU T I O N

Who should do the trainingWho should do the training (C orporate staff (C orporate staff trainers, sales force personnel, O utside trainingtrainers, sales force personnel, O utside trainingspecialists).specialists).

Where should it beWhere should it be donedone (C entralised Training,(C entralised Training,Decentralised Training).Decentralised Training).


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E valuationE valuationD e t ermine wh a t s h ould be measuredD e t ermine wh a t s h ould be measured

D e t ermine th e informa t ion collec t ion me th odD e t ermine th e informa t ion collec t ion me th odD e t ermine th e measuremen t me th odsD e t ermine th e measuremen t me th odsAnalyse th e da t a, de t ermine th e resul t s and dra wAnalyse th e da t a, de t ermine th e resul t s and dra w

conclusions for making recommenda t ionsconclusions for making recommenda t ions

T h e final ou t come isT h e final ou t come is--Reac t ionsReac t ions (Ques t ionnaires and verbal feedback from (Ques t ionnaires and verbal feedback from

par t icipan t s, superiors and t raining s t aff)par t icipan t s, superiors and t raining s t aff)

Learning Learning (before and af t er t es t s)(before and af t er t es t s)Appraisal of B e h avioural Ch angesAppraisal of B e h avioural Ch angesI mproved performance Resul t sI mproved performance Resul t s


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Tr a ining Ev a lu a tionTr a ining Ev a lu a tion


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Obst a cles to IntroducingObst a cles to Introducing

Tr a

iningTr a

iningT op managemen t no t dedica t ed t o sales T op managemen t no t dedica t ed t o sales t rainingt rainingLack of buyLack of buy--in from fron t line sales in from fron t line sales managers and salespeoplemanagers and salespeopleSalespeoples lack of unders t anding of Salespeoples lack of unders t anding of wh a t t raining is supposed t o accomplis hwh a t t raining is supposed t o accomplis h

Salespeoples lack of unders t anding Salespeoples lack of unders t anding regarding applica t ion of t raining t o regarding applica t ion of t raining t o everyday t askseveryday t asks


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W ellW ell--Designed Tr a iningDesigned Tr a ining

Progr a

mProgr a

mAnalyzes sales force needsAnalyzes sales force needsSe t s specific, realis t ic, and measurable t raining Se t s specific, realis t ic, and measurable t raining objec t ivesobjec t ives

Allo w s for adequa t e developmen t and t imely, Allo w s for adequa t e developmen t and t imely, effec t ive implemen t a t ioneffec t ive implemen t a t ionSubjec t s it self t o evalua t ion and revie wSubjec t s it self t o evalua t ion and revie w

W h a t do w e w an t t o measure?W h a t do w e w an t t o measure? W h en do w e w an t t o measure?W h en do w e w an t t o measure? Ho w do w e do it ? W h a t measuring t ools are Ho w do w e do it ? W h a t measuring t ools are

available?available?Modifies t o ac h ieve grea t er effec t ivenessModifies t o ac h ieve grea t er effec t iveness


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Mark W. Johnston and Gary W.Marshall, Sales Force Management,McGraw Hill, 2006

Well

Well--DesignedDesigned

Tr a iningTr a iningProgr a mProgr a m


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B ro a d B enefitsB ro a d B enefitsI mproved moraleI mproved moraleLow er t urnoverLow er t urnoverHig h er cus t omer sa t isfac t ionHig h er cus t omer sa t isfac t ionManagemen t s commi t men t t o quali t y and Managemen t s commi t men t t o quali t y and con t inuous improvemen tcon t inuous improvemen t

Measuring ch anges in skills, reac t ions and Measuring ch anges in skills, reac t ions and

learning assis

ts

bo

thne

wand

experienced

learning

assis

ts

bo

thne

wand

experienced

sales personnelsales personnel

sales training programmes

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