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SALES TEAM
Copyright 2001 by Harcourt, Inc. All rights reserved.
LEARNING OBJECTIVES
To establish and maintain a productive sales force, an ongoing sales
training program is essential. This chapter should help you
understand:
REENGINEERING TRAINING
On-time training, one-on-one coaching, and
behavioral-change training are just some of the
strategies companies are applying to sales training
curricula across the country.
P la n n i n g
P h ase
O rg a n iz in g
P h ase
S t a ff i n g
P h ase
D ire c tin g
P h ase
E v a lu a t i o n
P h ase
ORGANIZATIONAL ANALYSIS
Four principles ensure a successful training
effort:
1 Value
2 Focus
3 Mass
4 Duration
OPERATIONAL ANALYSIS
A difficulty analysis uncovers and analyzes
problems salespeople experience.
CUSTOMER ANALYSIS
Incorporate the voice of the customer.
continued
T r a i n i n g O b j e c t iv e s
Jo b D e s c rip tio n
Jo b O b je c tiv e s
T ra in in g R e v is io n
J o b E v a lu a t i o n
T ra in in g P ro g ra m
T ra in in g E v a lu a tio n
TECHNOLOGY-BASED TRAINING
METHODS
1 Interactive multimedia training.
2 Electronic performance support system.
3 High-tech customer service.
4 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.
Plateaus
The rate of learning change will be influenced by
factors such as:
1 The nature of the material itself.
2 The manner in which the material is
presented.
3 Time intervals between training.
4 The extent of follow-up and OTJ training.
5 The trainees attitude toward learning.
Copyright 2001 by Harcourt, Inc. All rights reserved.
M a ster y
P la tea u
S low
0
A w k w a rd
U sa ge
C o n s ci o u s
N a tu r a l
U sa ge
U sa ge
T r a in in g U sa ge P h a ses o v er T im e
Groups to Evaluate:
1 Program
2 Presenter
3 Trainees
4 OTJ results
Items to measure:
Specific items to measure can be derived from
training objectives.
continued