LECTURE 4

TRAINING THE SALES TEAM

Content
Chapter 10. The Management of Sales
Training and Development
Chapter 11. Contents of the Sales
Training Program: Sales Knowledge and
the Selling Process

2
CHAPTER 10
THE MANAGEMENT OF SALES TRAINING AND
DEVELOPMENT

3
Outline of Chapter 10
WHAT IS SALES TRAINING?
REENGINEERING TRAINING
PURPOSES OF SALES TRAINING
A SALES TRAINING MODEL
PHASE ONE: PLANNING FOR SALES TRAINING
PHASE TWO: ORGANIZING FOR SALES TRAINING
PHASE THREE: STAFFING FOR SALES TRAINING
PHASE FOUR: DIRECTING THE SALES TRAINING
EFFORT
PHASE FIVE: SALES TRAINING EVALUATION

4
WHAT IS SALES TRAINING?
Sales training is the effort an employer
puts forth to provide sales people job-
related culture, skills, knowledge, and
attitudes that should result in improved
performance in the selling environments.

5
PURPOSES OF SALES
TRAINING
Increasing customer satisfaction.
Helping salespeople become managers.
Orienting new salespeople to the job.
Improving knowledge in areas such as product, company,
competitors, or selling skills.
Lowering absenteeism and turnover.
Positively influencing attitudes in such areas as job
satisfaction.
Lowering selling costs.
Informing salespeople.
Obtaining feedback from salespeople.
Increasing sales in a particular product or customer
category.

6
Figure 10.1. A Sales Training Model Determine how to
evaluate training when planning

P la n n i n g O rg a n iz in g S t a ff i n g D ire c tin g E v a lu a t i o n
P h ase P h ase P h ase P h ase P h ase

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PHASE ONE: PLANNING FOR
SALES TRAINING
The first step when developing or maintaining an ongoing
sales training program is assessing needs. Needs
assessment entails determining the training needs of the
sales force and setting objectives for satisfying those
needs.
Needs assessment can deal with several different groups
of sales personnel:
The initial and ongoing training needs of new salespeople should
be assessed.
The needs of current salespeople should be constantly assessed.
The sales managers job requires constant reassessment to
ensure these people are thoroughly trained.
The necessary analysis for planning is done on four
levels: organizational, task/operational, sales personnel,
and customer.

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PHASE ONE: PLANNING FOR
SALES TRAINING
Organizational analysis
Four principles ensure a successful training effort:
Value: training should be focused on performance
areas that offer the highest opportunity for payback.
Focus: should be focused on a limited number of big
hitter performance areas
Mass: strive to reach the most people with the most
necessary development initiatives.
Duration: should be ongoing, using as many vehicles
for reinforcing learning as possible.
Operational analysis
A difficulty analysis uncovers and analyzes problems
salespeople experience.

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PHASE ONE: PLANNING FOR
SALES TRAINING
Sales personnel analysis
The behavioral objectives identify the goals of
the training program for both the trainer and
the trainee.
Customer analysis
Incorporate the voice of the customer.

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Making the needs assessment
This requires the following sequence:
1. Identify the requirements of the position.
2. Determine the difference between performance
objectives and results.
3. Determine why a difference exists.
4. Revise the training program (if needed).
5. Develop training objectives.
6. Conduct the training program.
7. Evaluate the training program.
8. Revise the training program (if needed).

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Figure 10.2. Revision of training program based on
needs assessment

Jo b D e s c rip tio n T r a i n i n g O b j e c t iv e s

Jo b O b je c tiv e s T ra in in g R e v is io n T ra in in g P ro g ra m

J o b E v a lu a t i o n T r a i n i n g E v a lu a t i o n

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Sources of information for
determining training needs
Some methods companies use to collect
needed information on what to include in
their training program:
a) Questionnaires.
b) Interviews.
c) Tests given during meetings for diagnostic
purposes.
d) Direct observation in the field.
e) Analyses of sales, profits, and activity
reports.

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Sources of information for
determining training needs
Other ways to assess training needs:
Failure Analysis A process used to
determine the reasons low-performing
salespeople fail to achieve their sales goals.
Success Analysis A process used to
identify factors that appear to make
salespeople successful.
Exit interviews a series of questions
asked when people quit their jobs to
determine attitudes toward the job.

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PHASE TWO: ORGANIZING FOR
SALES TRAINING
Identify whether sufficient funds are
available to carry out the needed
training.
Organizing sales training activities
includes selecting training methods,
media, materials, the location where
training will take place, and when
training should occur.

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PHASE TWO: ORGANIZING FOR
SALES TRAINING
Training methods and aids are chosen
based on the following factors:
Training objectives to be accomplished.
Number of trainees.
Trainers experience.
Each salespersons understanding of the
subject matter.
Each trainees ability to learn and past
experience.
Training materials available.
The costs per trainee of each method.
Extent of precession assignments.16
PHASE TWO: ORGANIZING FOR
SALES TRAINING
Technology-based Training Methods
Interactive multimedia training.
Electronic performance support system.
High-tech customer service.
Distance learning.
Role playing
In role playing the trainee acts out an event such
as the sale of a good or service to a hypothetical
buyer.
On-the-job training
The best and most frequently used training takes
place on the job.

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PHASE TWO: ORGANIZING FOR
SALES TRAINING
Training learning curves
The shape of the learning curve indicates the
extent to which the rate of learning
increases, levels off, or decreases with or
without training and practice.
Salespeople go through three phases of
usage before true behavioral changes
occur as a result of training.
Awkward usage.
Conscious usage.
Natural usage.

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Three phases of usage before true behavioral
changes occur as a result of training:

Awkward usage: Trainees feel very awkward, maybe

unsure or uncertain whether the training will work for them.
They may not totally understand everything. Trainees do
not know what their customers' reactions will be. They may
know what has worked in the past. Will this work better?
Conscious usage: They begin to consciously use the
training more and more, slowly becoming better at its
application on the job.
Natural usage: Salespeople use the learned information,
skills, or attitudes as a natural part of their day-to-day job.
For example, the new questioning or closing techniques
have become part of each sales presentation. They are
very comfortable using the techniquesthey come
naturally. They do it on their own because they want to.

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Plateaus
The Plateau Effect is a force of nature that lessens the
effectiveness of once effective measures over time. The
plateau effect is a state that is experienced when the
human body fails to respond to exercise that has proven
effective in the past, similar to the concept of
diminishing returns. A person enters into a period where
there is no improvement or decrease in performance.
(Honeybourne, John, Hill & Moors, 2000)
The rate of learning change will be influenced by factors
such as:
The nature of the material itself.
The manner in which the material is presented.
Time intervals between training.
The extent of follow-up and OTJ training.
The trainees attitude toward learning.

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Figure 10.3. A hypothetical S-shaped Learning Curve with a
Plateau

M a s t er y

P l a t ea u

S low

0
A w k w a rd C o n s ci o u s N a tu r a l
U sa ge U sa ge U sa ge
T r a i n i n g U s a g e P h a s es o v er T i m e
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PHASE TWO: ORGANIZING FOR
SALES TRAINING
Where does training take place?
Centralized training: training conducted at
a central location for all salespeople.
Decentralized training: the primary means
of training that may be conducted anywhere.
When does training occur?
Training begins the first day of work.
It continues throughout the career.
Sales meetings serve as important training
methods.

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PHASE THREE: STAFFING FOR
SALES TRAINING
Who is Involved in Training?
1. Corporate staff trainers
2. Sales force personnel
3. Outside training specialists

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PHASE FOUR: DIRECTING THE
SALES TRAINING EFFORT
Training Culture
Sales Culture is the key values, ideas, beliefs,
attitudes, customs and other capabilities and
habits shared or acquired as a sales group
member.

Support From The Top

Leadership

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PHASE FIVE: SALES TRAINING
EVALUATION
Steps in the evaluation
1. Determine what should be measured.
2. Determine the information collection
method.
3. Determine the measurement methods.
4. Analyze the data, determine the results,
and draw conclusions for making
recommendations.

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What should be measured?
Components to measure:
Reactions: What did the participants say
about the program?
Learning: What knowledge, skills, or attitudes
were learned?
Behavior: Learning involves a change in
behavior. Did the training actually result in a
change of behavior?
OTJ results: This is the most importantthe
bottom line. Did the training pay off? Did it
really do what it was suppose to do?

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What should be measured?
Groups to evaluate:
Program: Should the topics contained in the
program remain the same?
Presenter(s): Did the presenter(s) do a good job?
Trainees: What was their reaction to the program?
On-the-job results: Did training actually influence
trainees' performance.

Items to measure
Specific items to measure can be derived from
training objectives.

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What should be the information
collection method?
1. Questionnaires
2. Interviews
3. Tests
4. Observation
5. Company data

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What should be the
measurement methods?
The after-only method is the simplest,
but least effective method.
The before/after method.
The before/after with control group
method is the best of the three for
determining the impact training has on
learning, behavior, and OTJ results:
Experimental Group
Control Group

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THE BOTTOM LINE OF CHAPTER
10
Effective sales training provides the foundation for an effective
sales force.
A director of a sales training program can divide the program
into five equally important phases.
Planning the sales training program, step one, involves
determining the sales forces training needs and establishing
objectives to meet these needs.
After the plans have been made, the next step is organizing the
program.
Once the training plans and evaluation procedures have been
developed and organized, the next step is to determine who will
do the actual training.
The fourth phase in the sales training program deals with
directing the training effort.
Evaluation is the fifth and final phase in a sales training
program.

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CHAPTER 11.
CONTENTS OF THE SALES TRAINING PROGRAM:
SALES KNOWLEDGE AND THE SELLING PROCESS

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Chapter Outline
1. LEARNING IS A LIFE-LONG JOURNEY
2. SHOULD IT BE CALLED TRAINING OR EDUCATION?
3. RELATIONSHIP OF TRAINING TO LEARNING
4. SALES KNOWLEDGE DEVELOPMENT
5. KNOWLEDGE OF TECHNOLOGY
6. SALES SKILLS DEVELOPMENT
7. THE SELLING PROCESS
8. RESEARCH REINFORCES CHAPTER'S SALES
SUCCESS STRATEGIES
9. ADAPTING TO GLOBAL MARKETS

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SHOULD IT BE CALLED TRAINING
OR EDUCATION?
Learning is a relatively permanent
change in behavior occurring as a result
of experience.
Training is included in ones
experiences.
Thus, training is part of an individuals
total learning experience.
Sales trainers in US are beginning to use
word training to actually describe an
educational (learning) process. A few
actually view their program as
educational. 33
Figure 11.1. The learning process involved in training the individual salesperson

O r ga n iz a tio n a l T r a i n i n g s
T ra in in g L ea r n i n g
Input O b j e ct i v es I n d iv id u a l L ea r n in g
P la n n i n g S a les
N e ed s A s s e s s m e n t K n o w l ed g e

O r ga n iz in g
T r a in in g M eth o d s S a l es
T r a in in g P la ce S k ills
- C la ssr o o m
- O n th e Job
T r a i n i n g F a ci l i t y A ttitu d e to w a r d
T r a in i n g F r eq u en cy T r a in in g
- S a l es M ee t i n g s

S t a ff i n g I n ten tio n to O TJ
W h o T ra in s U se T ra in in g B eh a v io r

D i r e ct i n g
T r a in i n g C u ltu r e O TJ
H a b its
E v a lu a tin g
Q u a n tita ti v ely
Q u a lita ti v ely 34
RELATIONSHIP OF TRAINING TO
LEARNING
On-the-job behavior
The positive attitude and the OTJ
experience result in the trainee:
1. Being receptive to new information.
2. Looking forward to future training.
3. Possibly seeking new training.

35
Operational and behavioral
information
Operational learning involves sales
knowledge development such as new
procedures, new product information,
how to call in orders, new territorial forms
to complete, new technology, and
changes in the financial incentive
program.
Behavioral training involves the sales
skills development area. It is a type of
training that involves instructing
salespeople on how to change their
customer interaction habits.
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SALES KNOWLEDGE
DEVELOPMENT
Company knowledge.
The sales role.
Product knowledge.
Prices.
Advertising and sales promotion.
Channels of distribution.
Customers.
Competition, industry, and economy.
Territorial management skills.
37
Product knowledge
Product knowledge may include these
technical details:
Performance data.
Physical size and characteristics.
How the product operates.
Specific product features, advantages, and
benefits.
How well the product is selling in the
marketplace.

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Channels of distribution
Some important information salespeople
need includes:
The likes and dislikes of each channel
members customers.
The product lines and assortment each one
carries.
When each member sees salespeople.
Each members distribution, promotional,
and pricing policies.
What and how much of a product each has
purchased in the past.

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Knowledge of Technology
Several reasons to train salespeople to use a PC
are:
More effective management of sales leads and better
follow-through on customer contacts.
Improves customer relations due to more effective follow-
ups.
Improves organization of selling time.
Provides more efficient account control and better time
and territorial management.
Increases number and quality of sales calls.
Improves speed and accuracy in finishing and sending
reports and orders to the company.
Helps develop more effective proposals and persuasive
presentations.

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SALES AND CUSTOMER SERVICE
ENHANCEMENT
Computers are at the heart of
salespeoples ability to provide top-
quality customer service by receiving and
sending out information efficiently.

Technology not only helps salespeople

increase their productivity but also allows
them to gather and access information
more efficiently.

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PERSONAL PRODUCTIVITY
Contact Management A listing of all the
customers contacts a salesperson makes in the
course of conducting business.
Calendar Management The management of
time.
Automated Sales Plans, Tactics, and Ticklers
Sales strategies often involve a sequence of
events that can be identified and plotted.

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PERSONAL PRODUCTIVITY continued

Geographic Information Systems Allows

salespeople to view and manipulate customer and
prospect information on an electronic map.
Computer-Based Presentations The computer
can be a powerful presentation tool.

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COMMUNICATIONS WITH
CUSTOMERS AND EMPLOYER
Today's most popular sales force
automation systems involve:
Word processing.
Electronic mail.
Fax capabilities and support.

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CUSTOMER ORDER PROCESSING
AND SERVICE SUPPORT
The process of obtaining, generating, and
completing an order is much more
complicated than it may seem.

45
Salespeoples Mobile Offices

Salespeople have begun installing small offices

directly into vehicles such as minivans.

46
E-COMMERCE AND THE SALES FORCE

An Internet site can be a help to salespeople in

servicing and selling customers.

Builds customer loyalty.

Saves customers money.
Speeds the sales process.
Improves relationships.
Lowers sales costs.
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GLOBAL TECHNOLOGY
The ability to access information anywhere is a
valuable asset.

48
 SALES SKILLS DEVELOPMENT

Involves two key elements:

1. Persuasive communications.
2. The selling process.

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 Several main persuasive communication skills
are:
Talking about product benefits to the prospect
rather than the products features and advantages.
Nonverbal body language learning to recognize a
buyers nonverbal signs and how to send out
positive nonverbal body signals.
Questioning or probing skills and courses in
listening.
Using visual aids, drama, and demonstrations in
the sales presentation.

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THE SELLING PROCESS
Most sales trainers believe logical,
sequential steps do exist that, if followed,
can greatly improve the chance of
making a sale.

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FIGURE 11.2 THE SALES PROCESS

P ro s p e c tin g

P re a p p ro a c h
( P r e c a l l P la n n i n g )

A p p ro a c h

P a r tic ip a tio n P e rs u a s iv e C o m m u n ic a tio n

D e m o n s tra tio n P re s e n ta tio n P ro o f
D ra m a tiz a tio n V is u a liz a t io n

T ria l C lo s e

D e te r m in e O b je c tio n s

M e e t O b je c tio n s

T ria l C lo s e

C lo s e

F o ll o w - u p a n d S e r v i c e

52
Salespeople can ask themselves three
questions to determine if an individual or
organization is a qualified prospect:

1. Does the prospect have the money to

buy?
2. Does the prospect have the authority
to buy?
3. Does the prospect have the desire to
buy?

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 TABLE 11.2 POPULAR PROSPECTING METHODS

Cold canvassing Public exhibitions and demonstrations

Endless chain customer referral Center of influence

Orphaned customers Direct mail

Sales lead clubs Telephone and telemarketing

Prospect lists Observation

Get published Networking

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Referrals are Popular

The prospect pool is a group of names gathered

from various sources. The prospect pool is
usually created from four main sources:

1. Leads
2. Referrals
3. Orphans
4. Customers

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FIGURE 11.3 THE PROSPECT POOL

L eads

R e fe r ra ls
C u s to m e rs

P ro s p e c t
Pool

O rp h a n s

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PREAPPROACH IS PRECALL PLANNING

During the preapproach, the salesperson

investigates the prospect in greater depth and
plans the sales call.

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Reasons for planning the sales call:

Helps build a salespersons self-confidence.

Develops an atmosphere of goodwill and
trust with the buyer.
Helps create an image of professionalism.
Increases sales because people are prepared.

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FIGURE 11.4 STEPS IN PLANNING THE SALES CALL

D e te rm in a tio n o f D e v e lo p m e n t o f D e te rm in a tio n o f D e te r m in a tio n o f

C a ll O b je c tiv e s C u s t o m e r P r o fi le C u s t o m e r B e n e fi t s S a le s P r e s e n t a t i o n

59
 Developing a Customer Benefit Plan
Step One: Select the features, advantages,
and benefits of the product to present.
Step Two: Develop the marketing plan.
Step Three: Develop a business proposition.
Step Four: Develop a suggested purchase
order.

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THE APPROACH OPENING THE
SALES PRESENTATION
The sales opener, or approach, is the first
major part of the sales presentation.
The first impression is critical to success.

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Approach Techniques are Numerous

Introductory approach.
Product approach.
Customer benefit approach.
Curiosity approach.

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FIGURE 11.5 THE SALESPERSONS PRESENTATION MIX IS TYPICALLY
DEVELOPED BY SALES MANAGERS AND TRAINERS

Persuasive
Participation
Communication

The Sales
Presentation
Mix

Demonstration Salesperson Proof

Dramatization Visual Aids

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Stimulus-Response Method
This method assumes that the prospects needs
can be stimulated by exposure to the product or
already have been stimulated because the
prospect has sought out the product.
Some of the methods shortcomings are:

Talks about product features not important to

buyer.
Uses same pitch for different people.
Assumes salesperson is in total control.
Has little prospect participation, making it
difficult to uncover needs.
64
Formula Method
The salesperson may use a structured series of
steps such as the AIDA approach.

Attention
Interest
Desire
Action
65
Need-Satisfaction Method

The need-satisfaction method is different from the

stimulus-response and the formula approach in
that it is designed as an interactive sales
presentation.

66
THE TRIAL CLOSE
The trial close involves checking the prospects
attitude toward the sales presentation.

Salespeople may at any time use a trial close like

one of these:
How does that sound to you?
What color do you prefer?
If you bought this, where would you use it in your
business?
Are these features what you are looking for?
67
OBJECTIONS ARE SALESPEOPLES
FRIENDS

An objection is opposition or resistance to

information or a request.

68
Types of Objections

Real objections are tangible. Prospects will

sometimes give an excuse to keep objections
hidden. Prospects will usually not purchase until
these hidden objections are answered.

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Techniques for Meeting Questions:

Postponing objections
Boomerang
Asking questions

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THE CLOSE

Closing is the process of helping people make a

beneficial decision.

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Closing Techniques

The compliment
The summary
Minor decision
Assumptive

72
 RESEARCH REINFORCES
CHAPTERS SALES SUCCESS
STRATEGIES
1. Ask questions to gather information and
uncover needs.
2. Recognize when a customer has a real need
and how the benefits of the product or
service can satisfy it.
3. Establish a balanced dialogue with
customers.
73
 RESEARCH REINFORCES
CHAPTERS SALES SUCCESS
STRATEGIES continued

4. Recognize and handle negative customer

attitudes promptly and directly.
5. Use a benefit summary and an action plan
requiring commitment when closing.

74
 ADAPTING TO GLOBAL
MARKETS
Five rules for successful selling abroad:
1. Be prepared and do your homework.
2. Slow down.
3. Develop relationships and trust before
getting down to business.
4. Learn the language and its nuances, or get
a good interpreter.
5. Respect the culture.
75
 THE BOTTOM LINE
Sales training is now defined as part of a salespersons overall
educational experience.
Training can be divided into two categories: operational and
behavioral.
Companies are using and teaching technology more frequently
than ever.
Sales skills development includes two key elements: persuasive
communications and the selling process.
The selling process is usually seen as a series of steps.
The close is the last step in the actual selling process.
76