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    Sales Training

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    Somendra Singh
    1) Whirlpool developed an innovative sales training program where new hires live in a house full of Whirlpool appliances for two months to learn about the products from a consumer perspective. 2) Although the impact on revenue is yet to be determined, the program has had positive effects on employee promotion and confidence. 3) Sales training helps socialize new hires by providing competence, role definition, and acceptance as working partners. Firms spend billions annually on training as it is seen to increase productivity and performance.

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    Sales Training

    Uploaded by

    Somendra Singh
    316 views24 pages
    1) Whirlpool developed an innovative sales training program where new hires live in a house full of Whirlpool appliances for two months to learn about the products from a consumer perspective. 2) Although the impact on revenue is yet to be determined, the program has had positive effects on employee promotion and confidence. 3) Sales training helps socialize new hires by providing competence, role definition, and acceptance as working partners. Firms spend billions annually on training as it is seen to increase productivity and performance.

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    1) Whirlpool developed an innovative sales training program where new hires live in a house full of Whirlpool appliances for two months to learn about the products from a consumer perspective. 2) Although the impact on revenue is yet to be determined, the program has had positive effects on employee promotion and confidence. 3) Sales training helps socialize new hires by providing competence, role definition, and acceptance as working partners. Firms spend billions annually on training as it is seen to increase productivity and performance.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    316 views24 pages

    Sales Training

    Uploaded by

    Somendra Singh
    1) Whirlpool developed an innovative sales training program where new hires live in a house full of Whirlpool appliances for two months to learn about the products from a consumer perspective. 2) Although the impact on revenue is yet to be determined, the program has had positive effects on employee promotion and confidence. 3) Sales training helps socialize new hires by providing competence, role definition, and acceptance as working partners. Firms spend billions annually on training as it is seen to increase productivity and performance.

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    At a glance
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    Some key takeaways from the document are that sales training helps socialize new hires, plays a crucial role in productivity, and continual training is needed. Different methods like on-the-job and classroom training are discussed.

    Common mistakes addressed in sales training include ineffective listening, failure to build rapport, poor prospecting, lack of call planning, and reluctance to make cold calls. It also addresses issues like lack of strategies, spending too much time with existing customers, and ineffective handling of objections.

    Objectives of sales training include increasing sales/profits, improving attitudes, assisting with socialization, reducing ambiguity, introducing new products/markets, developing future managers, ensuring legal/ethical awareness, teaching procedures, improving competence, reducing turnover, and improving teamwork.

    SALES MEN TRAINING

    Somendra Singh Vijay Maurya Vivek Ranjan

    Role of Sales Training in Sales Force Socialization


    Sales training helps socialize the new hires, providing them with a positive:

    Initiation to Task The degree to which a sales


    trainee feels competent and accepted as a working partner

    Role Definition An understanding of what

    tasks are to be performed, what the priorities of the tasks are, and how time should be allocated among the tasks.

    Sales Training as a Crucial Investment

    Most organizations see a link between sales training and salesperson productivity (training pays off) India companies spend approximately $3.7 billion annually on training The need for sales training is continual Sales managers play a crucial role in the training process

    Real World Sales Training


    An Experts Viewpoint:
    Whirlpool developed a sales training program that mirrored MTVs The Real World. National training manager Jackie Seib helped come up with the idea of putting a dozen or so strangers (new salespeople) in a house full of Whirlpool appliances. The new hires stay in the home for two months, using the appliances and working with engineers to learn how they work. Seib says We really wanted them to understand the appliances as a consumer would, so they can bring real-world stories about the appliances to the sales floor.

    Action

    Real World Sales Training


    An Experts Viewpoint:

    Result
    The programs impact on revenue has yet to be determined, but it has had a positive effect on employees. Of the first 40 salespeople to complete the program, 8 have been promotedall attributing their success to the knowledge and confidence they received as a result of the training. Even though the program costs a bit more than the two-week classroom version, Whirlpool believes that the investment is worth it.

    Firms that train

    www.salesinstitute.com
    STI has trained outside sales people and sales managers in a variety of industries for the past 42 years. See Partial list of Clients. Our experienced trainers, with backgrounds in a wide variety of specialties, conduct the sessions. Our core training topics are listed under QUAD-TRAK Consultative Selling Program and Annual Sales Meetings. Pricing is based on the number of participants and the number of days. A typical training will cost $3,500 per day for up to 15 participants, plus travel and customization expense.

    Managing the Sales Training Process


    Assess Sales Training Needs Set Training Objectives Evaluate Training Alternatives

    Design Sales Training Program


    Perform Sales Training Conduct Follow-Up and Evaluation

    Assess Training Needs

    Determine desired skill set and levels of performance Assess salespersons actual skill set and levels of performance Analyze gap between desired and actual to determine training needs

    Assess Training Needs: Methods


    Sales Force Audit Performance Testing Observation Salesforce Survey Customer Survey Job analysis

    Typical Sales Training Needs

    Sales Techniques:

    Salespeople have an ongoing need to learn how to sell

    Product Knowledge:

    Salespeople must know their product benefits, applications, competitive strengths, and limitations

    Typical Sales Training Needs

    Customer Knowledge:

    Salespeople should know their customer needs, buying motives, buying procedures, and personalities.

    Competitive Knowledge:

    Salespeople must know competitive offerings in terms of strengths and weaknesses.

    Typical Sales Training Needs

    Time and Territory Management: Salespeople should


    learn to maximum work efficiency.

    Common Mistakes Sales Training Addresses


    Ineffective listening and questioning Failure to build rapport and trust Poor job of prospecting for new accounts Lack of preplanning of sales calls Reluctance to make cold calls (without an appointment)

    Common Mistakes Sales Training Addresses


    Lack of sales strategies for different accounts
    Failure to match call frequency with account potential Spending too much time with old customers

    Common Mistakes Sales Training Addresses


    Over-controlling the sales call

    Failure to respond to customers needs with benefits Giving benefits before clarifying customers needs
    Ineffective handling of negative attitudes Failure to effectively confirm the sale

    Training Objectives

    Increase sales or profits Create positive attitudes and improve salesforce morale Assist in sales force socialization

    Reduce role conflict and ambiguity

    Training Objectives

    Introduce new products, markets, and promotional programs


    Develop salespeople for future management positions Ensure awareness of ethical and legal responsibilities

    Training Objectives

    Teach administrative procedures Ensure competence in the use of sales and sales support tools Minimize sales force turnover rate Prepare new salespeople for assignment to a sales territory Improve teamwork & cooperative efforts

    Evaluate Training Alternatives

    Selecting Sales Trainers


    Internal External

    Selecting Sales Training Locations


    Decentralized (e.g., district or regional offices) Centralized (e.g., corporate headquarter)

    Evaluate Training Alternatives

    Selecting Sales Training Methods


    Classroom/Conference

    Training
    On-the-job

    Training (OJT)

    Mentoring Job rotation

    Evaluate Training Alternatives

    Selecting Sales Training Methods


    Behavioral Simulations Absorption Training

    Selecting Sales Training Media


    Internet Computer-Based (e.g., CDROM) Paper-Based

    Design the Sales Training Program


    Finalize the Training Program Schedule Training Sessions

    Make Necessary Travel Arrangements


    Make Necessary Accommodation Arrangements

    Perform Sales Training

    As the training is being conducted, the sales managers primary responsibility is to monitor progress of the trainees and to ensure adequate presentation of the training topics.

    Conduct Follow-Up and Evaluation


    It is always difficult to measure the effectiveness of sales training. Nevertheless, a reasonable attempt must be made to assess whether current training expenditures are worthwhile and whether future modification is warranted.

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