CG Ltd : Refresher Training Group – Pathfinders Group Members : Col Gurtej Gill 09BM8020 Tushar Chaudhary 09BM8056 Shikha Kaushal 09BM8030 Aditya Kulkarni 09BM8004 Anshul Bhatia 09BM8010

Q1 - Has the company followed a proper process for the training program

Building a sales training program requires 5 major decisions. Building a sales training program requires 5 major decisions. The specific training Program : - aims must be defined, - content decided, - training methods selected, - arrangements made for execution, and, - procedures set up to evaluate the results. Referred to as the A-C-M-E-E decisions – -aim, content, methods, execution, and evaluation.

Aim. Although mentioned not well defined therefore dilution in the planning of content and in execution. Aim should have been –To improve the sales forecasting of the branch managers, marketing executives and the senior sales engineers.

Contents With the aim defined the contents should have decided. The aspects of negotiating skills, team selling and selling skills should have been avoided as the period of refresher training was just two days. If at all these should have been allotted just an hour and a half each and the main subject should be for seven and a half hour. Could be conducted selectively for the interested candidates.

Continuing sales training programs, which focus upon specific job aspects where experienced personnel have room for improvement. There is a wide variety of methods; the program content often limits those that are appropriate. The Common methods for teaching are:- – Lecturing – The Personal Conference – Demonstrations – Role playing – Case Discussion – Impromptu Discussion – Gaming – On-the-job Training – Programmed Learning – Correspondence Courses

The method employed by Prof R. Dholakia was that of lecturing with the aid of multi-media presentations and case method of studies. The sales forecasting is best learned by presentations on the different types of forecasting viz. Time series, Moving Avg, Regression models and practicing on live data and case based studies, which was followed to an extent. They could have used the company sales data and seen how they cold have forecasted the sales better or where they went wrong.

Execution & Evaluation Execution was correct as all parameters viz. Trainees, Trainer, Place and time table were addressed. Evaluation was not conducted so the effectiveness of the training could not be assessed.

Q. 2) What type of training was done by the company? Do you have any suggestions for improvement?

Type of Training More Intensive & Shorter Programs on Specialized topics – for Experienced Sales personnel Key Features 2 day long sales training program at company’s conference hall at Kolkata Primary focus on learning Sales Forecasting Participants – Branch Managers, Marketing Executives, Senior Sales Engineers

Suggestions for Improvement The training should have solely focused on Sales Forecasting A separate training program for negotiating skills, team selling and selling skills could have been organized as Periodic Refresher course(Continuing sales training), only for intended audience Participant’s expectations of the training should have been understood before preparing content of training program The method of imparting training should have been more interactive with use of live examples from the company itself The trainer should have helped identify the mistakes trainees made while doing forecasting on the job Evaluation of the training program can be done by measuring the gap between the future forecasts and actual sales.

Thank You!