UNIVERSITI TEKNOLOGI MARA CAWANGAN KELANTAN

KAMPUS KOTA BHARU

FACULTY OF BUSINESS AND MANAGEMENT

BA240 – BACHELOR OF BUSINESS ADMINISTRATION (HONS.) MARKETING

MKT623
(SALES FORCE MANAGEMENT)

ASSIGNMENT 1: ARTICLE REVIEW

TITLE: SALESFORCE TRAINING AND EMPLOYEE PERFORMANCE OF INSURANCE

FIRMS IN PORT HARCOURT

CLASS: BA2405C

PREPARED BY:
NUR AINA AQILAH BINTI ZAINUL ASRI (2021812862)

SUBMITTED TO: SIR HAJI ISMAIL BIN ISHAK

ACKNOWLEDGEMENT
Firstly, my sincere gratitude extends to ALLAH SWT for enabling the successful
completion of the assigned task. I would also like to express my appreciation to our esteemed
lecturer, Sir Haji Ismail bin Ishak, for his invaluable guidance throughout the duration of this
assignment in the MKT623 (Sales Force Management) course. Sir Haji Ismail's effective
teaching methods significantly contributed to my understanding of the subject matter, and
without his expert guidance, the completion of this assignment to such a standard would not
have been possible. Additionally, I extend my thanks to classmates and friends who assisted
by addressing queries and sharing valuable insights, enhancing the overall quality of the work.
I’m submitting this completed article review with the hope that Sir Haji Ismail bin Ishak
receives it with an open heart and awards this assignment the consideration it deserves.

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 TABLE OF CONTENT

ACKNOWLEDGEMENT .......................................................................................................... i
INTRODUCTION ....................................................................................................................... 1
ISSUES OF THE ARTICLE ...................................................................................................... 2
DISCUSSION OF THE ISSUE WITH THE RELATED CHAPTER ................................... 2
CONCLUSION ............................................................................................................................ 3
REFERENCES ............................................................................................................................ 4
APPENDIX .................................................................................................................................. 5
INTRODUCTION
Any organization's ability to succeed is largely dependent on its workforce's
performance, which not only reflects the organization's growth but also the personal
development of its members. The dynamic process of Salesforce training includes teaching the
attitudes, knowledge, and abilities required for successful sales performance. It is an investment
that pays off handsomely in the form of higher output, better morale, better time and territory
management, better customer interactions, and overall efficiency gains (Cunha, Morgado &
Brewster, 2015). Training becomes essential when companies grow and establish new
objectives because it gives employees the skills, they need to handle new problems.

Several studies demonstrate how sales force training improves employee effectiveness.
When classroom instruction is coupled with practical experience, learners can put their newly
gained information and abilities to use. Effective training facilitates salespeople's interaction
with consumers, which boosts customer happiness and improves organizational performance.
Interestingly, well-trained sales team typically takes a customer-focused approach, solving
issues for customers, offering chances, and gradually increasing value. Studies like Williams
and Attaway's (2019) empirical data highlight the benefits of sales force training, which include
increased market share, client connections, productivity, profitability, and effectiveness.

In light of this, the purpose of this study is to ascertain how employee performance and
sales force training relate to one another in the setting of Port Harcourt insurance companies.
By exploring this relationship, the research aims to shed light on the factors influencing
employee performance in the insurance industry and make a significant contribution to the field
of sales force management.

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ISSUES OF THE ARTICLE
The body of research on sales training raises several important questions that together
affect our knowledge of the general efficacy of sales training programs. A significant issue is
the uneven emphasis on different training facets, which include role-playing, coaching, and
general staff training. A complete framework that especially addresses sales training is lacking,
which makes it difficult to conclude. Moreover, several studies that address productivity and
training neglect to highlight the sales force, which restricts the results' direct application to
sales staff. Another obstacle to accurately comparing results is the lack of a uniform
performance indicator specifically linked to sales or sales force effectiveness. Moreover, the
ability to demonstrate causal linkages between sales training and performance outcomes is
weakened by an over-reliance on correlational studies and a dearth of controlled trials. The
research's little examination of training approaches and scant attention to individual variations
within the sales force further restrict the useful information that can be used to create training
programs that effectively teach salespeople. Future research should take a more focused and
standardized approach to address these problems. It should specifically focus on the sales force,
use controlled experimental designs, thoroughly examine training methodologies, and take
individual differences into account to improve the overall efficacy and applicability of sales
training interventions.

DISCUSSION OF THE ISSUE WITH THE RELATED CHAPTER

The research highlights a significant and positive connection between employee
performance and sales force training in Port Harcourt insurance companies. Nonetheless,
several factors might improve how the study's suggestions are put into practice. First and
foremost, more precision is required when describing the techniques, substance, and length of
sales force training programs to give insurance companies looking to improve their sales force
skills useful information. Second, it emphasizes the significance of adjusting training initiatives
to the requirements and organizational context, which promotes more research into modifying
training programs to particular difficulties and market conditions. The excellent suggestion to
create rules that support sales force training calls for a closer look at the elements of the
policies, such as how much money is set aside for training, how often sessions are held, and
how to evaluate their effectiveness during the trial. The report also recommends examining the
sales force to identify areas for customized training, urging more research into how these
customized strategies might close certain performance gaps. Although it is acknowledged that
coaching and mentoring are effective, a conversation about how other training modalities may
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be integrated could provide a more nuanced understanding and allow insurance companies to
create full-fledged skill development programs. Last but not least, a longer follow-up or
evaluation of the sales force training's long-term effects on worker performance and
organizational results would strengthen the study's findings. As a result, even if the study's
findings support the notion that sales force training improves employee performance, it is
important to take these factors into account to maximize the study's suggestions' practical
implementation in the ever-changing insurance industry.

CONCLUSION
Firstly, there is a clear need to intensify efforts in sales force training, emphasizing the
adoption of coaching and role-playing programs to further refine the skills and overall
performance of the sales force. Additionally, the formulation of policies that foster a culture of
continuous sales force training is advised, involving dedicated budgets, defined training
objectives, and regular assessments of program impact. Prior to implementing training
initiatives, a comprehensive analysis of the sales force, encompassing skill assessments and
identification of strengths and areas for improvement, is recommended. First and foremost,
there is an obvious need to step up efforts to train salespeople, with a focus on adopting
coaching and role-playing programs to further hone the abilities and general performance of
the sales force. It's also advisable to have policies that support an ongoing culture of sales force
training, which should include specific funding, well-defined training goals, and frequent
evaluations of the effectiveness of programs. It is advised to do a thorough study of the sales
force, including skill evaluations and the identification of strengths and areas for development,
prior to putting training efforts into action. Training approaches may be strategically tailored
to maximize performance results with the use of this analytical approach. Furthermore, a
focused application of coaching and mentoring techniques is advised in low-sales scenarios,
capitalizing on their shown effectiveness in raising sales volume and total market share. These
suggestions are in keeping with the guidelines for efficient sales force management provided
in Chapter 9 of the course curriculum and are based on the study's finding that employee
performance and training efforts are positively correlated. Acknowledging this beneficial
association enables insurance companies to deliberately bolster their competitive edge and
support long-term success in the ever-changing market.

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REFERENCES

Morgado, L., Rodrigues, R., Coelho, A., Magano, O., Calçada, T., Cunha, P. T., ... &
Ramos, L. (2015). Cities in citizens’ hands. Procedia Computer Science, 67, 430-438.

OGONU, G. C., IHUNWO, E. C., & BARASIN, T. F. (2023). Sales force training and
employee performance of insurance firms in Port Harcourt. INTERNATIONAL JOURNAL OF
SOCIAL SCIENCES AND MANAGEMENT RESEARCH, 9(5), 1–13.
https://doi.org/10.56201/ijssmr.v9.no5.2023.pg1.13

Ogbu, J. A. & Osanaiye, J. I. (2017).Impact of employee training on organizational

performance a study of selected insurance firms in Abuja-Nigeria. European Journal of
Business and Management, 9(14), 64-72.

Wiliams, M. R. & Attaway, J. (2019).Exploring salespersons’ customer orientation as

a mediator of organisational culture’s influence on buyer-seler relationships. Journal of
Personal Seling & Sales Management, 2(3), 33-52.

Durga, P. R. (2017). The Impact of workforce diversity on organizational effectiveness:

(a study of selected banks in Tigray Region of Ethiopia). International Journal of Science and
Research (IJSR), 6(1), 427-434.

Johnston, M. W. & Marshall, G. W. (2018).Sales force management; leadership,

innovation, technology, 11th ed. Routledge, New York.

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APPENDIX

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