1. Training Salespeople for Sales Success12
Training Salespeople for Sales Success

2. Learning Objectives Discuss how to develop sales training programs
4/20/2017
Learning Objectives
Discuss how to develop sales training programs
Understand the differences in training new recruits and experienced salespeople

3. 4/20/2017
Learning Objectives
Define the topics covered in a sales training program
Understand the various methods for conducting sales training
Explain how to measure the costs and benefits of sales training

4. Hammering Home Training: Black & Decker Focuses on the Brand
Black & Decker implements its brand sales training with several tools, including:
Online brand-awareness courses
11,000 square foot facility to give salespeople hands-on experience
Black and Decker showed a 16% increase in sales (to $1.09 billion) in early 2004 over the previous year
Sources: “Selling the Brand,” Sales & Marketing Management, August 2003, p.23; and the Black & Decker website (

5. Determining Sales Training Needs
Who should be trained?
What should be the primary emphasis in the training program?
How should the training process be structured?

6. Objectives of Sales Training
TRAINING SALESPEOPLE FOR SALES SUCCESS
EXHIBIT
12.1
10.3
Objectives of Sales Training
12-6
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

7. 12.1
Effective sales training is a powerful way to align the sales force with the company’s overall approach to the market
Tailor training for experienced sales reps to their approach to selling.
Mr. John Cascio
President, PraX.es

8. 12.1
Metrics critical for assessing the value of sales training programs include:
Are reps navigating customers through agreed steps?
Is the sales force actively performing critical steps?
How accurate are the sales forecasts?
Measurement of the specific training objective
Turnover

9. Link training to the challenges reps face right now
12.2
Creating a Powerful Sales Training Experience
Link training to the challenges reps face right now
Provide specific tools for reps to use
Keep it interesting!
Source: Audrey Bottjen, “Interview with a Salesperson,” Sales & Marketing Management, April 2001, p. 70; E. James Randall and Cindy H. Randall, “Review of Salesperson Selection Techniques and Criteria: A Managerial Approach,” International Journal of Research in Marketing 7 (1990), pp

10. Training Needs Analysis
Answer three basic questions:
Where in the organization is training needed?
What should be the content of the training program?
Who needs training?

11. Analyzing the Training Needs of the Sales Force
TRAINING SALESPEOPLE FOR SALES SUCCESS
EXHIBIT
12.2
10.3
Analyzing the Training Needs of the Sales Force
Continued
12-11
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

12. Analyzing the Training Needs of the Sales Force
TRAINING SALESPEOPLE FOR SALES SUCCESS
EXHIBIT
12.2
10.3
Analyzing the Training Needs of the Sales Force
12-12
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13. Evaluate and Review the Program
Designing a measurement program should answer:
What do we want to measure?
When do we want to measure?
How do we measure the training?

14. Training Needs Change with Time
New recruits –
Formal training soon after hire
Actual selling
On-the-job coaching
Experienced salespeople –
New developments in the market
Updating personal selling styles
New products/new technology
Opportunities for promotion

15. Training Needs Change with Time
Cisco Systems trains its own sales force and resellers/distributors
Cisco Channel Partners must pass the Cisco Sales Expert exam
The Cisco Sales Expert designation is valid for two years

16. Topics in Sales Training
TRAINING SALESPEOPLE FOR SALES SUCCESS
EXHIBIT
12.3
10.3
Topics in Sales Training
12-16
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

17. Benefits of Product Knowledge
Salespeople gain pride and confidence in product quality
Self-assurance emanating from technical knowledge
Using operational vocabulary to communicate with customers
Effective diagnosis of customer problems

18. 12.3
Training Ethics in the Sales Force – The MONY Group
The MONY Group has created a program to ensure its sales force behaves ethically
New policies and procedures
Sales professionals take a course in ethics
Accepted into the Insurance Marketplace Standards Association
Sources: Websites for The MONY Group ( and Insurance Marketplace Standards Association ( August 2003.

19. E-Commerce Uses E-Sales Training
12.4
E-Commerce Uses E-Sales Training
IDC reports Internet sales training will increase from $6.6 billion (2002) to $23.7 billion (2006)
Key factors for effective e-learning
Content that captures interest
Clear explanation of learning objectives
Continuous practice updates
Future of e-sales training lies in its ability to provide cost-effective training on people skills rather than data
Source: Julia Chang, “No Instructors Required?” Sales & Marketing Management, May 2003, p.26.

20. Common Sales Training Methods
On-the-job training (OJT)
Individual instruction
In-house classes
External seminars

21. Keys for Effective OJT Teaming Meetings Customer interaction Mentoring
Peer-to-peer communication

22. A facilitator who makes it about more than cooking is key
12.5
Cooking Great Sales Training in the Kitchen
Sales training in the kitchen can build team spirit and foster cooperation
Working together in a different environment is a great opportunity for team building
A facilitator who makes it about more than cooking is key
Sources: “Training Scorecard,” Sales & Marketing Management, July 2003, p.29.

23. Companies are experimenting with Internet- based sales training tools
12.6
Cyberspace Sales Simulation
Companies are experimenting with Internet- based sales training tools
Sales simulation programs use actors and interactive video
Each salesperson receives feedback regarding:
Analyzing the customer’s needs
Active listening
Managing the sales process
Influencing and closing
Sources: Alex Hatzivassilis and Igor Kotlyar, “Increase the Number of Top Performers on Your Team,” The American Salesman, July 2003.

24. Training can’t solve the problem
12.7
Successful Sales Training Roadblocks
Training can’t solve the problem
Your busy, jaded salespeople are not open to learning new skills
Managers don’t support the training program
Conflicting methods and philosophies are taught at different sessions
The training isn’t relevant to the company’s pressing needs
Sources: The Pro Team website ( December 2003; and Mark McMaster, “Is Your Sales Training a Waste of Money?,” Sales & Marketing Management, January 2001, pp

25. The training format doesn’t fit the need
12.7
Successful Sales Training Roadblocks
The training format doesn’t fit the need
E-learning is overused or used in the wrong situations
There’s no follow-up after training
The trainer can’t relate to the sales team
Sources: The Pro Team website ( December 2003; and Mark McMaster, “Is Your Sales Training a Waste of Money?,” Sales & Marketing Management, January 2001, pp

26. Evaluation Options Matrix
12.4
Evaluation Options Matrix
Source: Mark W. Johnston & Greg Marshall, Sales Force Management, New York: McGraw-Hill 2003, p. 364.

27. Example - Measuring the Benefits of Sales Training in Manufacturing
This three-step approach will provide an accurate measure of training’s contribution to the bottom line
Determine the company's annual training investment
Develop behavioral training objectives that directly support corporate strategy
Measure the learned behaviors as they are applied on the job, and the resulting dollar values of those behaviors on the bottom line
Source: By Chuck Holmes and Terry Carnes, Contributing Editors; Industrial Distribution April 1, 2004