SALES FORCE TRAINING

AND DEVELOPMENT.
TRAINING

 DEFINITION : According to Edward B. Flippo,

Training is the act of increasing the knowledge and
skill of an employee for doing a particular job.

 MEANING : Training is a process of learning

sequence of programmed behaviour. It is application
of knowledge. It attempts to improve employees
performance on the current job.
 IMPORTANCE OF SALES TRAINING
 OPTIMUM UTILISATION OF SALES FORCE
 DEVELOPMENT OF SALESFORCE
 DEVE LOPMENT OF SKILLS OF EMPLOYEES
 PRODUCTIVITY
 TEAM SPIRIT
 ORGANISATION CULTURE
 ORGANISATION CLIMATE
 HEALTHY WORK ENVIRONMENT
 IMPROVES RELATION
 REDUCES TURNOVER OF SALES PEOPLE
 PROFITABILITY
 LIMITATIONS OF SALESTRAINING

1. • DIFFICULTY IN RETAINING THE TRAINED EMPLOYEE

2.
• TRAINING IS A SLOW PROCESS

3.
• DIFFICULTY IN ORGANIZING TRAINING PROGRAMME

4.
• TIMECONSUMING

5.
• SALESMANSHIP IS A MATTER OFPERSONALITY

6.
• EXPENSIVE

7.
• SHORTAGE OF EFFICIENT TRAINERS
TRAININGPROCESS

TRAINING NEED
ANALYSIS

DESIGN AND
IMPLEMENTATION OF
TRAINING PROGRAMME

EVALUATION OF A
TRAINING PROGRAMME
A. TRAININGNEED ANALYSIS

 The purpose of training needs is to determine whether

there is a gap between what is required for effective
performance and present level of performance of sales
people.

 It helps to plan the budget of the company, areas where

training is needed and also highlights the occasions
where training might not be appropriate.
B.TRAINING DESIGN
 The training programme can be undertaken only when clear
training objectives has been produced. The training objective
clears what goal has to be achieved by the end of training
programme.
 The key areas of training design are:

TRAINER

LEARNING
TRAINEE
STYLE

TRAINING TRAINING
TOPICS CLIMATE

TRAINING
STRATE-
GIES
 TRAINING IMPLEMENTATION

 To put training program into effect according to definite

plan or procedure is called training implementation.

 Training implementation can be segregated into :

i. Practical administrative arrangements
ii. Carrying out of the training.
 C.TRAINING EVALUATION

 The process of examining a training programme is

called training evaluation.

 Training evaluation ensures that whether trainees are able to

implement their learning in their respective work places or to
the regular work routines.
TRAINING METHODS

COGNITIVE

BEHAVIORAL

ON-THE-JOB
TRAINING

OFF-THE- JOB
TRAINING
A. COGNITIVE METHODS :
It is theoretical training. This approach provide the rules for how to do something,
written or verbal information, demonstrate relationships among concepts etc.
Various methods that come under cognitive approach are:

LECTURES:
• a formal verbal presentation of information.

DEMONSTRATION:
• a visual display of how something works or
how to do something.

DISCUSSION :
• Provide learners with context that is
supported, elaborated, explained through
interactions.

COMPUTER BASED TRAINING:

• an alternative to classroom based training to
accomplish the goal of providing training at
lower cost.
B. BEHAVIORAL METHOD:
These methods are more of giving practical training to the trainees. Various methods
that come under cognitive approach are:

BEHAVIOR MODELING

BUSINESS GAMES

CASE STUDIES

ROLE PLAY

IN THE BASKET TECHNIQUES

 OTHER TWO WAYS OF CATEGORIZING
TRAINING METHODS
(1)ON-THE-JOB TRAINING: Under this method, a sales person is instructed
by some experienced sales supervisor. Supervisor demonstrates what he
teaches. He gives oral and written explanations.

 sales person learns job in actual conditions rather than in artificial conditions.
 It is less expensive and less time consuming.
 they learn rules and regulations while learning the job.

(2) OFF-THE-JOB TRAINING: Training is not as a part of every day activity ,

it is conducted by an outsider organization. It is given in artificial conditions
which may just like actual conditions.

 Trainee can learn in short time.

 Trainee can give individual attention as he has no other work assigned to him.
 Trainees can concentrate more on learning.