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Chapter 7

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.

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Chapter 7

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  1. Chapter 7 Developing, Delivering,and Reinforcing a Sales Training Program Those who seek mentoring will rule the great expanse under heaven. Shu ChingChinese 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. Increased sales productivity Improved self-management Lower turnover Sales training program objectives Improve customer relations Improve morale Improved communica-tion Fig. 7-3 Objectives of Sales Training Programs

  4. Examples of Specific Training Objectives

  5. Who Should Train Salespeople?

  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?

  8. 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 Timemanagement * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Training Content and Methods Matrix

  9. Task, Growth, and Meta KSAs Task 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.

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