SALES FORCE TRAINING.

Submitted By
Jobin Joseph
B7GMBA3007
 TRAINING
 DEFINITION :
• Training is the act According to Edward
of increasing the B. Flippo,
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. TRAINING NEED 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.
TRAININGMETHODS

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.
These methods are more of giving practical training to the trainees. Various methods
that come under cognitive approach are:
B. BEHAVIORAL METHOD:
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.