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