GURU GHASIDAS VISHWAVIDYALAYA

DEPARTMENT OF MANAGEMENT STUDIES

MBA 4TH SEMESTER

SALES AND DISTRIBUTION MANAGEMENT

AN ASSIGNMENT ON

DEVELOPING AND CONDUCTING SALES TRAINING

SUBMITTED TO: - SUBMITTED BY: -

DR B B PANDEY DIVYA CHOUDHARY

 CONTENT

1. TRAINING OF SALES PERSONNEL

2. CHARACTERISTICS OF SALES TRAINING

3. SALES CHALLENGES AND NEED OF SALES TRAINING

4. IMPORTANCE OR ADVANTAGES OF SALES TRAINING

5. BUILDING A SALES TRAINING PROGRAMME

6. SALES TRAINING METHODS

7. EXAMPLE OF SALES TRAINING COMPANY & THEIR PROGRAM

8. CONCLUSION

9. BIBLIOGRAPHY
 INTRODUCTION

TRAINING OF SALES PERSONNEL

WHAT IS TRAINING?

Training is an organized activity for increasing the knowledge and skills of people for a
definite purpose. It involves systematic procedures for transferring technical know-how to the
employees so as to increase their knowledgeand skills for doing specific jobs with proficiency. In
other words, the trainees acquire technical knowledge, skills and problem solving ability by
undergoing the training programmes.

According to Edwin B. Flippo, "Training is the act of including the knowledge and skills
of an employee for doing a particular job''. Training involves the development of skills that are
usually necessary to perform a specific job. Its purpose is to achieve a change in the behavior of
those trained and to enable them to do their jobs better.

Training makes newly appointed workers fully productive in the minimum of time.
Training is equally necessary for the old employees whenever new machines and equipment are
introduced and/or there is a change in the techniques of doing the things. In fact, training is a
continuous Process. It does not stop anywhere. The managers are continuously engaged in
training their subordinates. They should ensure that any trainingprogrammesshould attempt to
bring about positive change in the (i) knowledge, (ii) skills, and (iii) attitudes of the workers.

'The purpose of training is to bring about improvement in the performance of work.

Itincludes learning of such techniques as are required for the better performance of definite tasks.

Employee training is a tool that managers can utilize to help employees bridge the gap between their
present level of performance and their desired level of performance. The challenge for the organization
is to design training options that give employees the information or skills they need and then measure
whether those training options were effective in producing desired outcomes.

WHAT IS SALES TRAINING?

 Sales training is the effort an employer puts forth to provide salespeople Job-related culture,
skills, knowledge, and attitudes that should result in improved performance in the selling
environments.

John H. Patterson, founder of the National Cash Register Company and known as the
"father of sales training," used to say, "At NCR our salespeople never stop learning”.” This
philosophy is the reason that even today successful companies thoroughly trainnew salespeople
and have ongoing training programs for their experienced sales personnel, even the most
successful salespeople.

Basically, a sales training is designed to change or reinforce that makes salespeople more
efficiently achieve their job goals. Salespeople are trained to perform activities they would not
normally undertake. In addition, training is used to reinforce currently successful sales practices.

Sales training has been recognized as a vital factor in the success of a salesperson. Sales
executives generally agree that inadequate training of sales-people is one of the most common
problems they encounter. Modern companies consider training costs as an investment in the future
success of the firm rather than simply as a current expense. Salesmen continually need help in
mastering new skills, applying new knowledge and adjusting themselves to new work behavior.
Hence, training of the salesmen will never become obsolete. As long as technology changes, new
people in the organizations, salesmen strive to excel, new information and knowledge emerge, and
salesmen will need training. As B.R. Canfield has said, "Good salesmen are not born but made by
properly organized and directed sales training programmes."

Once the company has selected the best qualified salespersons, step should be taken to initiate a
training program to help the person achieve success. Sales training that is carefully planned and
executed can make a major contribution to the performance of every salesperson. Study results indicate
that salespeople have a more positive view about their job situation, greater commitment, and improved
performance when their sales managers clarify their job role, how to execute their tasks, and how their
needs can be satisfied with successful job performance.

Even salespeople with great potential are handicapped when the company fails to provide
adequate training. Keep in mind that in the absence of formal training, employees develop their own
approaches to performing tasks. Many sales managers believe that new salespeople (those with no prior
sales experience) need Special attention during the orientation and training period. One expert said,
"They must be managed differently, compensated differently, and gradually converted to the ranks of
experienced sales professionals.

DEFINITION OF SALES TRAINING

Training of salesmen is a process of selling skills development so as to increase the ability, knowledge
and experience of the salesmen to perform well on the job.

In the words of George R. Collins, "Sales training is an organized activity Involving fact finding,
planning, coaching, practicing and purposive attempt to develop selling skill and to add these skills to
selected native ability, casually , acquired knowledge and experience."

According to National Society of Sales Training Executives, U.S.A. "Sales training is the intentional
and sound application of ordinary sense to the problem of helping the sales personnel to make the most
of their talents."

CHARACTERISTICS OF SALES TRAINING

1. Sales training is imparted to develop selling skills of the salesmen.

2. It is based on certain principles.

3. It is a planned and organized activity of the sales department.

4. It converts the new recruit into a productive salesman.

5. Sales training consists offour phases: training assessment, programmes design, reinforcement and
evaluation.

6. Two basic types of training programmes are initial training (or indoctrination) for new hires and
continuous training programmes (or refreshers) for experienced salesmen.

7. The objectives of sales training are based on the firm's marketing strategies.

8. Sales training is an important factor contributing to the success of sales-people.

9. Its aim is to provide maximum satisfaction and solutions to customer problems.

10. Sales training outcomes can be seen into the changes in attitudes, reactions, and learning, behavior
and performance results of salesmen.

11. It improves job performances for both born and made salesmen.

12. It is a supplement to, not a total substitute for, experience.

13. It creates 'conditioning' as well as 'insight' for learning.

14. It is a kind of learning and behavioral change skill in the field of selling.

SALES CHALLENGES AND NEED OF SALES TRAINING

1. Distinguish between similar products and services:- Success in sales requires more than just
having an exceptional product or service. Excellent salespeople are needed to capitalize on product
differences: that their offerings are better than the competitor's.

2. Putting together groups of products to form a business solution:- As customers' requirements are
continually becoming more complex, single product or service selling is becoming obsolete. Their needs
can only be met by a 'package' of products or services. The salesperson will have to be highly trained to
put together a package to satisfy these needs.

3. Handling the more educated buying population:- Today's customers are willing to work harder and
take time to shop around for what they need. They are also more aware of the product features, benefits,
options and prices. Today's professional salesperson must thus work harder to close the sale.

4. Mastering the art of consultative selling:- The salesperson now needs to understand the specific
business issues and problems faced by customers. His role is to lessen Customers' responsibility to
discover their own needs, and show how the product and service being offered will fill these needs.

5. Managing a team selling approach:- In the future a team selling approach will have to be adopted to
satisfy customer needs. The salesperson will have to draw on knowledge of technical staff, marketing
staff and experts in other product areas.
6. Knowing the customer's business:- Future sales will require in-depth knowledge of the customer's
business, with salespeople well versed in the requirements of the market segment in which they sell.

7. Adding value through service:- When a product reaches a commodity status the salesperson's
perceived value is diminished. They are reduced to 'order-takers’. Companies must continue to build up
their relationship with Customers by adding value through services such as business consultations and
ongoing product support.

IMPORTANCE OR ADVANTAGES OF SALES TRAINING

1. Increased Productivity: Spiro, Stanton and Rich write that sales training converts the recruit into a
productive salesman. The money spent on recruiting and selecting salespeople may be wasted if their
hiring is not followed up with the proper training programmes. Additionally, experienced salesmen may
not improve or even maintain their productivity if they are not provided with an adequate amount of
continual training. Still and Cundiff say that considerable opportunity exists for improving sales-force
effectiveness through training.

2. Short Product Life Cycle : As product life cycles have become shorter and relationships between
companies and their customers have become more complex, training for salespeople has become more
important than ever before,

3. Ensures Success: Most sales executives agree that training is a critical factor ensuring the
salesperson's success. The salesperson's product knowledge, understanding of customer needs, and
selling skills are directly related to the amount of training he or she receives. Training may lead to
greater effort.

4. Improves Self-Confidence: As salespeople develop greater self-confidence through training, they

may be encouraged to put their skills to use by, trying harder than they did before.

5. Protects Investments: Many companies view training as an essential means of protecting the
investments they have made in their sales-forces. In fact. the number of hours spent by the companies on
sales training always exceed the amount spent on training of salespeople.

6. Skill Formation: Training programmes impart the skills salespeople need to achieve success.
7. Improved Sales Performance: Training is not a panacea, but it can lead to significant improvements
in performance if it is properly designed, implemented, and reinforced. Still and Cundiff state that
continuing sales training improves job performance for both born and made salespeople.

8. Solves Problems: It should be noted that companies frequently try to use training to solve problems
they cannot actually solve. Trained sales people provide better solutions to their customers' problems.

9. Implements Marketing Strategies: Spiro and William Stanton write, "Many aspects of sales training
are affected by the company's strategic marketing plan. Conversely, the sales training programmes—
when properly coordinated with the firm's marketing objectives and strategies can help the company
implement that plan."

10. Reduced Turnover : Still, Cundiff and Govoni has observed : In most companies, the rate of sales
personnel turnover is higher for new personnel than for experienced people—often new sales personnel
find themselves unprepared to perform their jobs satisfactorily, become discouraged, and leave the
company. If sales training helps new sales personnel to perform their jobs satisfactorily, the rate, of sales
personnel turnover declines, recruitment and selection costs fall, and overall efficiency of the personal-
selling operation climbs.

11. Improves personal selling: Training improves the overall efficiency of a company's personal-
selling Operations. It helps in maintain better relations with customers. Still and cundiff writes "Sales
training contributes through accelerating (for the newly recruited sales Personnel) the process of
learning through experience.”

12. Improved Customer Relations: Buyers prefer to work with trained salespeople with a thorough
knowledge of the industry, their firm's business, and their own product lines. Trained salesmen provide a
total solution to customers.

13. Better Morale: Sales training increases product knowledge and improves selling skills; it also
builds self-confidence and enthusiasm among the sales-force. When salespeople know what is expected
on them, they are in a better position to withstand the disappointments and meet the challenges of a sales
carrier. Trained salespeople start producing orders faster, and the increased earnings help boost morale.
14. Improved Time and Territory Efficiency: Training improves and the territory management skills
of salespersons. Salespeople are constantly faced with the time pressures that make it difficult to
effectively allocate resources. Training improves this efficiency.

15. Improved Communication: Training is used to ensure that salespeople understand the importance
of the information they provide to the company concerning their customers and the marketplace. They
need to know how the information will be used and how it affects the performance of the firm.

BUILDING A SALES TRAINING PROGRAMME

There are several types of sales training programs. The most comprehensive and longest is the
training program for newly recruited sales personnel. More intensive and shorter programs on
specialized topics, as well as periodic re-fresher courses (collectively known as continuing sales
training), are presented for experienced sales personnel. In addition, many companies offer sales
training programs for the sales personnel of their distributors and/or dealers. Some programs are
designed to develop individuals as sales trainers (full or part time) or as junior-level sales
executives (district or branch sales managers). Each type of program serves a different purpose,
and its content reflects that purpose.

Building a sales training program requires five major decisions. The specific training aims must
be defined, content decided, training methods selected, arrangements made for execution and
procedures set up to evaluate the results. Some sales training specialists refer to these decisions
as the A-C-M-E-E decisions- aim, content, methods, execution, and evaluation.
 Figure shows the A-C-M-E-E decisions

1. The aim of training is to identify the experience and needs of salespersons for training.
2. The content consists of product data sales technique, markets, etc.
3. The method of training varies according to the situation and needs of and nation.
4. Execution of training includes how and where the training will take place.
5. Evaluation of training finally judges the effect of a training programme on the
organization and salesperson.

PLANNING AND BUILDING SALES TRAINING PROGRAMME

There are several types of sales training programmes. The most important and comprehensive is the
training programmes for newly hired sales personnel. The other is for experienced salesmen.
Successfultraining programmes consist of four phases: training assessment, programmes design,
reinforcement, and evaluation. I in each phase sales manager must make a number of decisions, as
shown in Figure.

These phases are discussed in brief as under:

I. Training Assessment

In the training assessment phase, a sales manager must discuss the following points:

1. Training Objectives: The major goal of training is to influence the productivity of field salesmen.
But training programmes may have other objectives as well. They include a lower employee turnover
rate, better morale, more effective Communication, improved customer relations, and better self-
management.
2. Who should be trained? Obviously, newly recruited salesmen require some training. The existing
sales-force also needs training if they struggle to achieve their objectives. Of course, things continually
change. New products are introduced,Sales Training Programme marker shifts, and buyers come and go.
These changes require retraining the experienced sales-force. At times, it becomes important to train
Dealers, Distributors And Company's Sales Managers.

Establish Programme Objective

Identify Who Should Be Trained
Identify Training Needs And Specific Goals

How Much Training Is Needed?

Who Should Do The Training
When Should The Training Take Place?
When Should Training Be Done
Content Of Training
Teaching Methods Used In Training Programme
DETERMINE HOW TRAINING WILL BE REINFORCED
What Outcomes Will Be Evaluated?
What Measures Will Be Used?

3. Training Needs: The assessment of training needs provides the starting point for setting training
goals and designing the programme. The company uses the analysis to identify weaknesses in selling
skills and then designs programmes to eliminate these weaknesses. Setting the specific objectives also

(a) Help the trainer and trainee focus on the purpose of the training.

(b) Guides prioritization and sequencing of training.

(c) Guides the choice of training methods.

(d) Provides a standard for measuring training effectiveness.

Company can use many sources to gather information concerning their training needs. These include:

(a) Managerialjudgment

(b) Performance measures

(c) Interviews with or surveys of salesmen and customers

(d) Customer questionnaires

(e) Difficulty analysis.

4. How much training is needed? : The amount of training needed depends on the training objectives.
Half-day training might be sufficient to introduce salesmen to a new promotional programme, whereas
three days might be needed to teach them the features and benefits of a new product or service.

II. Training Programme Design

In the programme design, the following questions must be answered:

(a) Who should do the training?

(b) When should the training take place?

(c) Where should it be done?

(d) What should the content of the training be?

(e) What teaching methods should be used?

1. Who should do the training? : Regular line executives, staff personnel, and outside specialists may
all serve as trainers. Any one or a combination of them can be used successfully. It is not uncommon for
a firm to use all three, each for different purposes.

2. When should the training take place? : There are two basic attitudes towards the timing of training.
(a) Some managers believe that everyone placed in the file should be fully trained, not only in product
and company knowledge but also in selling techniques. Training for new salesman may last from a few
weeks to a year or more before the salespeople are sent into the field.

(b) Other managers want recruits to exhibit a desire to sell before investing in training them. This idea
has merit because it is much easier to train people who have had some field experience. Most managers
see training as a continual function. It never ceases; it only changes form.

3. Where should the training take place? : The decision on the training programme's location involves
the extent to which it should be centralized. Unless there is some reason for centralizing training in one
location, it should bedecentralized. With the angle of place, there can be two types of training

(i) DecentralizedTraining: It take several forms:

(a) Field sales office instruction,

(b) Use of senior salespeople,

(c) On-the-job training,

(d) Sales seminars or clinics, or

(e) Self-guided assignments.

(ii) CentralizedTraining: It may take place in organized schools or hi periodic sales meetings at a
central location, often the home office.

4. What should the content of the training be? : Training is given either to teach people to sell or to
improve their current selling skills. Therefore, a significant amount of training content is devoted to the
following factors:

(i) Product knowledge and persuasive communication skills.

(ii) Trainees' attitude towards the selling job.

(iii) Knowledge of the company's goals, organization, policies and procedures.

(iv) Knowledge of competitive products as well as their own.

(v) Knowledge of customers, their habits, nature, income, life-styles etc.

(vi) Knowledge of business principles.

(vii) Selling skills.

(viii) Relationship-building skills.

(ix) Team-selling skills.

(x) Time-management skills.

(xi) Computer-assisted selling skills.

(xii) Knowledge of the legal constraints on selling.

5. What teaching methods should be used? : Several different teaching methods may be used to
present material in a sales training programme. It is important to select those training methods that most
effectively convey the desired content. If, for example, the Content is a new policy on vacations and
holidays, the training method almost certainly be the lecture with visual aids

III. Reinforcement

Most salespeople would not change their behaviors as a result of training unless there is some ongoing
reinforcement. There are many ways to reinforce training, including all of the training methods.
Whatever the method, it is important to build some type of reinforcement into the overall training
programme.

IV. Training Evaluation

Finally, sales manager must assess the effectiveness of their training programmes. Evaluation is
necessary to determine the value of the training and to improve the design of future programmes. In
evaluation, managers must decide what outcomes will be evaluated and how these outcomes will be
measured. Outcomes generally fall into one of the following four categories:

(a) Reactions,

(b) Learning,
(c) Behavior, and

(d) Results.

SALES TRAINING METHODS

The various methods of sales training are discussed below:

1. Lecture or Class Room Instruction Method:

This is the instructional method used in sales training. Here trainees mainly watch and listen. Some
lecturing in sales training is necessary. The lecture method can allow trainers to present more
information in a shorter time to a larger number of students than any of the other techniques. Selling
techniques are best taught by participation methods, but a limited number of short lectures introducing
students to the underlying problems and principles can be extremely helpful in most sales training
programmes.

2. Group Discussion Method: The group is formed by a limited number of persons. It discusses the
sales problems under the guidance and leadership of a senior officer. Group discussions should play a
large role in any sales training programme since it gives the students an opportunity to work through
their own problems. It is the best method for making the experiences of competent salespeople available
to trainees. It is also the best method for letting experienced salesmen exchange thoughts and know-
how.

Discussions can take several forms. Many are simply open talks on various topics between the
teacher and the students, with the teacher controlling the discussion and stimulating it. However, cases,
roundtables, and panels can also be used to stimulate and facilitate discussions.

3. Sales Conference Method: In this method, the trainees discuss the points of common interest. It is a
formal meeting conducted in offices, restaurants, bars, motel rooms, and elsewhere. It lays emphasis on
small group discussion, on specific subject matter. These are organized on yearly basis. There are three
types of conferences such as

(i) Directed conferences,

(ii) Problem solving conferences, and

(iii) Leaderless discussions. It varies with the personalities of the trainer and the trainee and the topics
discussed.

4. Demonstrations:Demonstrations can be used in teaching both product knowledge and selling

techniques. What better way to teach how a product operates than to actually demonstrate its use?
Trainees can be shown how to handle many selling situations that are difficult to describe.

5. Role-Playing: In role-playing, the trainee attempts to sell a product to an imaginary customer.

Often these role-plays are videotaped and critiqued by the trainer. This type of learning-by-doing
education can be highly effective selling techniques, particularly in initial training programmes. This
method has trainees acting out parts in contrived problem situations, the role-playing session begins
with the trainer describing the situation and the different personalities involved. The trainer provides
needed props. Each plays his assigned role, and afterward, they together with other group members
and the trainer, appraise each player's effectiveness and suggest how the performance of each might
have been improved.

6. Case Study Method: This method is widely used in sales training. Here, trainees are given cases to
analyze. The cases are short and trainees are given ten or fifteen minutes to read them before group
discussion starts. Each case either describes a real selling problem or is developed around a situation
sufficiently real to stimulate emotional involvement by the trainees. Trainees discussing a case should
identify the issues, marshal! The relevant - facts, devise specific alternatives, and choose the one most
appropriate. Each session should conclude with some generalizations on lessons learned.

7. Sales Seminar: This method, sometimes called a buzz session, begins with the trainer or group
leader. He makes a brief oral presentation on an everyday problem. General give-and-take discussion
follows. Thus, group members gain an understanding of many problems. Mainly, it is a training method
for experienced salesmen. To gain maximum benefit, there should be an effective leader. If properly
handled, it is an effective method of training.

8. Gaming or Simulation Method: It resembles with role playing. It is based on game model. It used
highly structured contrived situations based on reality. Here, players assume decision-making roles
through successive rounds of play. Players receive information feedback. In a game, for example,
trainees play the roles for decision makers or managing sales-forces and advertising efforts, and so on.
The results are fed back for the players to use in the next round of games.

9. On-the-Job Training:It is also called coach-and-pupil method. If combines telling, showing,

practicing, and evaluating. The trainer describes particular selling situations. Then, he explains various
techniques and approaches that might be used effectively. Next, the trainer makes actual sales calls.
Then, under the trainer's supervision, the trainee makes sales calls. This is followed by discussion and
appraisal. Gradually, the trainee works more and more on his own but with continuing coaching. Thus,
salesmen work on job under the guidance of experienced salesmen. They learn by doing.

This method places the student in a more realistic situation than any of the other techniques do.
Usually this method is used as the final stage of the trainee' sales education.

10. Mentoring: mentoring is a more informal type of on the job training frequently used by companies.
A mentor in a training programme is usually an experienced salesman who is paired with a new trainee.
As in the assimilation phase of the staffing the mentor provides advice and support to the new hire.

EXAMPLE OF SALES TRAINING COMPANY & THEIR PROGRAM

IBM Top Gun Sales Training

IBM Top Gun Sales Training is designed to increase sales, solutions, competitive and technical
skills for I/T Industry professionals. The program uses a popular "Top Gun" format involving
stimulating lectures, stand-up exercises, hands-on labs, quizzes, and product demonstrations.

ASLAN Training and Development – Since 1996, in more than 25 countries, ASLAN has
focused on bridging the gap in sales force execution from the inside out. Beyond the typical
workshop, our solutions and expertise are focused on the four areas critical to sustainable
change: Tactics – establishing the methods (i.e., processes), message, and metrics that are
consistent with high-performing sales organizations; Rep Development – offering customized
skill-development programs for each of the 11 unique sales roles; Leadership Development –
providing the tools and programs to ensure that sales leaders transition from just measuring
performance to truly driving change; Road Map to Transformation – including leadership
certification, rep and manager development resources, and sales dashboards to track and measure
the three areas that drive results.

The Brooks Group – Founded in 1977, The Brooks Group is an award-winning business-to-
business sales training company focused on bringing practical, straightforward solutions to your
sales force selection and training challenges. Our sales and sales-management training programs
are street-smart, logical, and taught and reinforced in a way that guarantees clients realize a
return on their training dollars. Our clients get the best available resources for screening,
training, developing, and retaining sales and sales-management talent, customized specifically to
their organization's needs. Ninety-four percent of The Brooks Group's training participants win
new accounts as a result of the training. Ninety-nine percent see increased sales volume.
Seventy-five percent say they're better at building trust and rapport and are more confident in
approaching prospects.
Carew International – For nearly 40 years, Carew International has continually built its
reputation as a leader in the customized design and delivery of programs that dramatically
improve performance in sales, sales leadership, inside sales, and customer service. Our unique,
comprehensive, and results-oriented curricula incorporate world-class sales research, as well as
the input of human resource and psychology experts and internal and external thought leaders.
Carew takes a holistic approach to sales and business development, honing the skills, methods,
and attitudes necessary to cultivate productive, long-term business relationships and develop
value-creating sales professionals. Carew's clients are among the most recognized and respected
names in business, and their leadership in their respective industries is a testament to the impact
and return on investment provided by Carew.

Forum – Forum is a recognized global leader in linking learning to strategic business objectives.
Our learning solutions help organizations effectively execute their business strategies by
focusing on their most important asset: their people. We provide clients with practical and
research-based advice and tailored programs that help
- transform their sales force to improve its effectiveness and increase profit;
- develop their current and future leaders to effectively execute strategies, reduce turnover, and
improve productivity;
- drive growth and loyalty by optimizing the customer experience.
Forum helps people "get it" – the strategy, their role and importance in executing it, the needs of
their customers – and then use or acquire the skills that help them deliver on the promise of the
strategy.
Fusion Learning – Fusion Learning helps sales leaders and salespeople perform better. We offer
practical, customized sales-training programs to drive the right kind of sales behaviors, realizing
measurable increases in sales productivity, meeting activity, sales win rates, and client-
experience ratings. Examples of Fusion program offerings that set us apart including Strategic
Sales BluePRINT, a facilitated process that allows sales executives to articulate their three-year
sales strategy and make it actionable, and StorySelling, which helps develop sales professionals'
ability to craft and tell memorable and intentional stories at critical stages in the client buying
process. Our client list includes industry leaders such as American Airlines Cargo, American
Express, BlackRock, Direct Energy, HSBC, Molson Coors, Pfizer, PwC, SAS, Scotiabank, Sony
of Canada, and The Home Depot.

CONCLUSION
Recruitment is the premier major steps in the selection process in the Organizations. It has been
explained as an activity directed to obtain appropriate human resources whose qualifications and
skills match functions of the relevant posts in the Organization. Its importance cannot be over-
emphasized and can also be best described as the ‘heart’ of the organization.

WHEREAS selection involves the series of steps by which the candidates are Screened for
choosing the most suitable persons for vacant posts. Basic purpose of Selection process is to
choose the right candidate to; selection is a negative process As it involves rejection of the
unsuitable candidates. Selection is concerned with Selecting the most suitable candidate
through various interviews and tests.

Sales training is a varied and ongoing activity that is time consuming and expensive. Most
companies engage in some type of sales training. In fact most sales managers feel that sales
training is an important activity that is required for everybody, regardless of their experience.
Some common objectives of sales training are: to teach selling skills, Increase productivity,
improves morale, lower turnover, improve customer relations and improve time and territory
management.

Sales training provides managers with the opportunity to convey their expectations to the sales
force. A well-designed training programmes show the sales force how to sell Sales managers can
communicate high performance expectations through training and equip the force with the skill
needed to reach high performance levels.
BIBLIOGRAPHY

 Sales Management

By Edward W. Cundiff, Norman A.P.Govoni, Richard R.Still.

 Sales Management
By G.S.Sudha
 Sales & Distribution Management
By Dr.S.L.Gupts
 www.wikipedia.com
 www.google.co.in