Module Six

Continual Development of the Sales Force: Sales Training

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.

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) U.S. companies spend approximately $8.7 billion annually on training The need for sales training is continual Sales managers play a crucial role in the training process

Firms that train

SalesInstitute 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., CD-ROM) 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.

How to use email

The insurance company I work for maintains an internal mailing list devoted to one of our customers. One day, one of our sales reps sent an e-mail to everyone in my group asking about a policy we were selling. I replied that we could easily convince the customer to buy it even though the customer didnt need it. Unfortunately, I clicked Reply All. Hiding in that massive list was the customers e-mail address. We didnt make the sale.