Transcript
1. What is sales training
2. Sales training process
3. Assess sales training need
4. Setting objectives of sales training
5. Evaluate training alternatives
6. Design Sales training programs
7. Perform sales training
8. Conduct, follow up and evaluation
Sales training is the effort put forth by an employer
by an employer to provide the opportunity for the
salesperson to receive job-related culture, skills,
knowledge, and attitudes that result in improved
performance in the selling environment.
- Increased sales activity level
- Build confidence
- Make the sales cycle brief
- Success Encourages Even More Success
- Learn to focus on customer behavior
- Know people
Induction training is a type of training given as an initial
preparation upon taking up a post. To help new people get to work
initially after joining a firm, a brief programme of this training can
be delivered to the new worker as a way to help integrate the new
employee, both as a productive part of the business, and socially
among other employees. It often contains information dealing with
the layout of the firm's operating facility, health and safety
measures and security systems.
Assess sales
training needs
Design sales
training program
Set training
objectives
Evaluate sales
training alternative
s
Perform sales training
Conduct follow- up
and evaluation
Purpose:
To compare the specific performance related skills, attitudes,
perceptions & behaviors required for sales force success with the
state of readiness of the sales force.
Methods of Needs Assessment
Sales Force Audit
Performance Testing
Observation
Sales force Survey
Customer Survey
• Puts training needs in context of organizational needs
(business drivers)
• Validates and/or augments sponsor’s ideas about the
need for training
• Ensures training design will respond to need
• Identifies non-training issues influencing performance
• Ensures survival of training function
• Establishes foundation for post-training evaluation
Increase sales or profits
Improve Company Knowledge
Create positive attitude and sales force morale
Clarify Responsibilities and Expectations
Reduce role conflict and ambiguity
Introduce new products markets and promotional programs
Develop sales people for future management positions
Ensure awareness of ethical and legal responsibility
Teach administrative procedures
Identifying customer needs
Minimize sales force turn over rate
Enhance sales skills
Improve team work and cooperative effort
•Sales manager considers various approaches for
accomplishing the objectives of training
•Many more alternatives exist today than in the past.
•The evaluation of alternatives of three questions
-Who will conduct the training
-Where is the location?
-Which method and media are best suited for
conducting the training?
Selecting sales trainers
• Sales manager is the most important sales trainer
• In large companies a full time sales trainer is often
available
Selecting sales training location
•Most sales training is conduct in home, regional, or field
offices
•Manufacturing plants are also popular training sites
•Some company use non company sites such as hotels or
conference centers to conduct training
This is particularly true in better sales training
programs
Sales managers should assess the clarify of training
materials
Feed back from the trainers might be solicited on
everything from the effectiveness of external
trainers to the adequacy of the physical training site
It is always difficult to measure the effectiveness
of sales training.
Steps in evaluation.
• What should be measured?
• What should be the information collection
method?
• What should be the measurement method?
• Analyze the data, determine the conclusions
for making recommendations.
Sales people should be provided with the company’s code of ethics and informed of the organization’s policies concerning ethical behavior.
Furthermore, by providing salespeople with potentially troubling ethical scenarios, having them respond, and then explaining how a similar situation could be handled, it may be possible to lessen salespeople’s concerns about such situations.
• 10/MS/004 M.P.D.S.Ananda
• 10/MS/034 D.M.D.S.Dissanayake
• 10/MS/105 S.L.C.D.Samarawickrama
• 10/MS/138 O.T.M.W.A.Bandara
• 10/MS/169 S.M.Habaragamuwa
• 10/MS/191 A.G.C.M.Kumari
• 10/MS/217 N.M.C.K.Nawarathne
• 10/MS/249 N.D.N.P.Rupasinghe
1) http//:www.wikipedia.com
2) http//:www.slideshaire.net
3) Sales Management Decisions, Strategies and Cases,
Richard R Still, Edward W Cundiff, Norman A P Govoni,
5th Edition, 1998, Asoke K Ghosh,Prenticehall of India
(pvt) ltd, M-07, Connaught Circus, New Dilhi
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