Developing, Delivering &
Reinforcing a Sales Training
Program
-PROF SUDEEP CHATTERJEE
ISB&M/PGPBM/SDM-6 1
Planning
Building sales Training programs require five major
Decisions-
Aim (define the specific training aims)
Contents (Decide on the contents)
Methods (selecting training methods)
Execution (process for execution)
Evaluation (procedure for evaluation)
ISB&M/PGPBM/SDM-6 2
AIM
The Training Assessment starts with defining the
Program objectives -
Increased Sales productivity- (Improve the return
on sales investments by improving productivity of the
sales force: lowering costs or higher sales per sales
man)
Lower Employee turnover- (Good training programs
lower employee turnover as well trained people are
less likely to fail. Focus on realities, discouragements
& disappointments)
Higher morale- (morale has an inverse relationship
with turnover & absenteeism, and depends on an
understanding of their purpose in the company &
society)
ISB&M/PGPBM/SDM-6 3
AIM
Improved communication- (Understanding the
importance of feedback / information provided by the
sales force to the company on customers and the
market place)
Improved customer relations- (Establishing &
maintaining good customer relations, complaint
handling, avoiding oversell and understanding their
needs & wants for better satisfaction)
Improved self management- (To produce more
output by organising and allocating time effectively)
Improved Knowledge- (In areas of product,
company, competitors, or selling skills)
Induction- (Orient new salespeople to the job &
positively influence attitudes for job satisfaction)
ISB&M/PGPBM/SDM-6 4
AIM
Identify who should be trained-
Initial Training Needs
Job specifications (Effective selling approaches)
Trainee’s background & experience (Developing
tailored programs for the optimum benefit to the
company & trainee alike)
Sales related marketing policies (Different products &
markets require specific selling practices & policies for
the training program)
Continuing Training Needs
Analyse performance (sales records, sales reports)
Study the sales job description and the qualifications
(KSA) possessed by the sales force. Success & failure
Analysis & exit interviews.
ISB&M/PGPBM/SDM-6 5
Contents
What should be the contents of the training-
Depends on the objectives of the particular training
Session & not all the below mentioned factors should
be addressed in each session-
Product Knowledge data-(depends on the products
complexity)
Sales techniques-(Attitude towards selling &
persuading customers to achieve the objectives)
Markets/customer knowledge-(customer orientation,
buying habits, motives, location and their priorities &
problems)
Company information-(company’s goals,
organisations, policies, and procedures)
ISB&M/PGPBM/SDM-6 6
Contents
Knowledge of competitor products-(Detailed
knowledge of competitive products allow sales force
to design presentations to stress the advantages of
the their products.)
Relationship building skills- (Unlike transactional
selling focus is on commitment, high degree of
openess & trust)
Knowledge of business principles- (Allied areas
effecting profitability like pricing, distribution
fundamentals and finances)
Team selling skills- (Building trust & sensitivity
among team mates to nurture relations with
customers. Anticipate and identify problems, and
find mutually beneficial solutions)
ISB&M/PGPBM/SDM-6 7
Contents
Time management skills- (Administrative
responsibilities, selling, and customer service require
effective time management to sustain productivity)
Computer assisted selling skills- (using computer
software to submit reports, prepare call schedules,
placing orders, developing quotations)
Knowledge of Legal constraints on selling- (Exposure
to product liability, false promotion practices, unethical
conduct due to exaggerated claims, product warnings
& characteristics, discriminatory pricing and
monopolistic practices)
ISB&M/PGPBM/SDM-6 8
Methods
Lecture
Role playing
Demonstrations
Discussion- Cases, Panels & Round tables
Mentoring
On the job training
Gaming simulation
Interactive Multimedia Training-Technology based
EPSS (Electronic Performance Support System) or
Just in Time
Distance Learning
Web based Training
Audio visual Aids
ISB&M/PGPBM/SDM-6 9
Execution
The program design looks into the following-
When should the training take place
Initial Sales training programs depends upon-
Number of new personnel trained every year
Size of the sales force
Sales force turnover
Management plans
Continuing Sales training programs depends upon-
New products
New selling aids
New customer problems
New product applications and uses
New methods
New selling suggestions
Refinements in selling techniques
ISB&M/PGPBM/SDM-6 10
Execution
Who should do the training (Corporate staff
trainers, sales force personnel, Outside training
specialists
Where should it be done (Centralised Training,
Decentralised Training
ISB&M/PGPBM/SDM-6 11
Evaluation
Determine what should be measured
Determine the information collection method
Determine the measurement methods
Analyse the data, determine the results and draw
conclusions for making recommendations
The final outcome is-
Reactions (Questionnaires and verbal feedback from
participants, superiors and training staff)
Learning (before and after tests)
Appraisal of Behavioural Changes
Improved performance Results
ISB&M/PGPBM/SDM-6 12
