UNIT 5 TRAINING AND DEVELOPMENT OF SALES

PERSONNEL
 Training and Development
UNIT 5 TRAINING AND of Sales Personnel

DEVELOPMENT OF SALES
NOTES
PERSONNEL
Structure
5.0 Introduction
5.1 Unit Objectives
5.2 Building a Sales Training Programme
5.2.1 Identifying Initial Training Needs
5.3 Content of Training
5.4 Methods of Training
5.4.1 Lecture
5.4.2 Role Playing
5.4.3 Case Method
5.4.4 Gaming Simulation
5.4.5 On-the-Job Training
5.4.6 Programmed Learning/Electronic Training
5.4.7 Correspondence Courses
5.4.8 Sales Training Programmes
5.5 Evaluation of Training Programmes
5.6 Objectives of Sales Training
5.6.1 Creating Credibility in Sales Training
5.6.2 Analysing Needs
5.6.3 Determining Objectives
5.6.4 Developing and Implementing Programmes
5.7 Summary
5.8 Key Terms
5.9 Answers to ‘Check Your Progress’
5.10 Questions and Exercises

5.0 INTRODUCTION
Training of salespersons in any organization is an important and ongoing activity. Training
makes salespersons more skilled so that they can perform better in an ever-changing
environment.

5.1 UNIT OBJECTIVES

After going through this unit, you will be able to:
 Understand the importance of sales training in an organization
 Analyse the training needs of salespersons
 Describe the various types of training programmes in an organization
 Emphasize training as an essential tool for the development of sales people
 Build a sales training programme according to the needs of salespersons

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Training and Development
of Sales Personnel 5.2 BUILDING A SALES TRAINING PROGRAMME
Building a sales training programme requires five major decisions — aim, content, method,
NOTES execution and evaluation. These are referred to as the A-C-M-E-E decisions, as shown
in Figure 5.1.
aim content method execution evaluation

Figure 5.1: The ACMEE Approach

The aim of training is to identify the experience and needs of salespersons for
training. The content consists of product data, sales technique, markets, etc.
The method of training varies according to the situation and needs of an
organization. Execution of training includes how and where the training will take place.
Evaluation of training finally judges the effect of a training programme on the organization
and salesperson.
Training varies with the salesperson’s career cycle, which is depicted in Figure
5.2. Salespersons have varied backgrounds, experience levels, learning abilities, etc.,
and therefore have their own particular training needs.

Maturity
Achievement level

Maturity

Prepartion Decline

Time units
Figure 5.2: A Salesperson’s Career Cycle

5.2.1 Identifying Initial Training Needs

The initial training needs of a sales training programme can be identified by the analysis
of three main factors, as discussed below.
(i) Job Specification
The qualifications needed to perform a job are detailed in job specification. The
set of job specifications needs scrutinizing for clues as to the areas in which new
personnel are most likely to need training.

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 (ii) Trainee’s Background and Experience Training and Development
of Sales Personnel
The gap between the qualifications in the job specifications and those a trainee
already has represents the nature and amount of training needed.
(iii) Sales-related Marketing Policies NOTES
The analysis of sales-related marketing policies is also necessary to determine
initial sales training needs because the differences in products, markets and their
selling practices and policies determine the differences in training programmes.
For example, selling of highly technical goods involves training with lot of product
information while selling of non-technical goods involves only initial sales training
programmes.
Identifying Continuing Sales Training Programmes
The identification of continuing sales training needs means to identify those training
needs of experienced sales personnel which are considered necessary due to changes in
market, product, marketing policies, procedures, the organization and even in the sales
personnel themselves.

5.3 CONTENT OF TRAINING

The content of training is not the same for all sales training programmes. It varies from
company to company because of differences in products, markets, company policies,
trainees’ ability and experience, and organizational size. In every initial sales training
programme, companies mainly focus on product data, sales techniques, markets and
company information.
Produczt training depends on the nature of the product – if the product is highly
technical, more than half the programme would be devoted to product training; if the
product is non-technical, then minimal amount of product training is required.
The predominant view is that new sales personnel need basic instructions in how
to sell.
The salesperson needs to know who the customers are, their particular locations
and the particular products in which they are interested. Besides, the salesperson should
also know about their buying habits, motives and financial condition. But the training in
this context should not be stagnant; it should be continuous because markets are always
changing.
The company should essentially inform the salesperson about the company’s pricing
policy, product services, spare parts and repairs, credit extension and customer relations.

5.4 METHODS OF TRAINING

Check Your Progress
The selection of appropriate training methods for a training programme depends on the 1. What is the aim of
content of the training. Some of the important and appropriate methods of sales training training?
are lectures, conferences, demonstrations, role playing, case-discussions, impromptu 2. What are the
features of the
discussions, gaming, on-the-job training, programmed learning and correspondence content of training?
courses.

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Training and Development 5.4.1 Lecture
of Sales Personnel
Lecturing is a method of learning through instructions from the trainer(s) to the trainee(s).
Trainees observe and listen and ask questions at the end of the session.
NOTES The trainer can personally interact with and solve any problems faced by the
trainee. It is also an economical method of training sales people. The trainer is easily
approachable by the salespersons, and frank discussions result in the generation of new
ideas and solving of problems faced by the trainees.
5.4.2 Role Playing
In the role playing method, the trainer first describes a situation and the different
personalities involved. The trainee is then asked to play the role of those characters in
different situations.
Role playing can be defined as a method of human interaction which involves
realistic behaviour in an imaginary situation.
Role plays keeps the interest alive as the trainee performs the role assigned to
him and in the process learns how to act in real-life situations and gains experience in
handling them effectively. It also provides the opportunity for introspection into the
behaviour and mind of the trainee.
5.4.3 Case Method
The case is a set of data (real or fictional, written). Miniature descriptions and summary
of such data presents the issues and problems calling for solutions or actions on the part
of the trainee.
When the trainees are given cases to analyse, they are asked to identify the
problem and to recommend tentative solutions through group discussions. Real-life cases
give first-hand information to the trainee about sales situations. He can analyse the case
and give a solution in the case study. This gives them first-hand experience of the types
of problems that exist in the marketplace and how these problems can/should be tackled.
5.4.4 Gaming Simulation
This method is somewhat similar to role playing, with the unique feature that it uses
highly structured situations based on reality and players receive information feedback.
5.4.5 On-the-Job Training
When a salesperson joins any organization, he is given training in the product and its
technical features, competition, and its customers in the marketplace and within the
organization.
In this the salesmen are coached and instructed by skilled co-workers or by
supervisors or by the special training instructor. Sometimes the first sales call made by
the salesperson is made under the supervision of the trainer so that any mistakes made
by the salesperson can be rectified.
5.4.6 Programmed Learning/Electronic Training
Interactive video is used often to train people where a personal computer and a laser
videodisc provide an interactive TV.
Programmed instruction involves a sequence of steps that are often set up through
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64 Material
operation or service of operation. A trainee can practise calls with an on-screen actor Training and Development
of Sales Personnel
whose response is a function of the trainee’s approach.
5.4.7 Correspondence Courses
Companies with highly technical products and small but widely deployed sales forces NOTES
use correspondence courses to acquaint experienced sales people with new product
development and applications. These courses provide written material given to the trainees
who can read and understand the same.
If the initial sales training is a line function then training is assigned to top sales
executives but if it is a staff function then the responsibility of initial sales training is
given to the personnel department.
The responsibility for continuing sales training resides with the top sales executive.
Sometimes outside experts are also hired to conduct portions of sales training
programmes relating to sales techniques.
5.4.8 Sales Training Programmes
Timing for initial sales training programmes depends upon the number of new personnel
trained each year, which in turn depends upon the size of the sales force, sales personnel,
turnover and management plans for changing the size of the sales force.
The principle of an effective sales training programme is that learning must be
continuous – new information must be assimilated and other concepts modified in the
light of new developments. This requires that each salesperson’s training should continue
as long as he is on the job.
Training to sales force helps in:
 Dealing with new selling techniques
 New product applications
 New customer problems
 New selling aids.
Training programmes are held either at centralized or decentralized points. The centralized
programme generally provides better product training but higher costs are incurred in
bringing trainees to the central point. But decentralized training has even more serious
defects. It cannot be executed properly unless supervised by the top management.

5.5 EVALUATION OF TRAINING PROGRAMMES

Evaluation of a training programmes involves the comparing of the training programme’s
aim with the results and measuring its impact on the salesperson.
There is no direct method of measuring the impact of training but certain methods
are available for ascertaining whether the results are positive or not.
These are:
 Market share percentages: these are judged by the increase or decrease in
the market share of the product.
 Written tests: taking a test of the sales people who were trained.
 Observers who work with sales personnel: the performance of sales people
is judged by the trainer, who observes the actual selling situations.
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Training and Development
of Sales Personnel 5.6 OBJECTIVES OF SALES TRAINING
Although the specific objectives of sales training may vary from firm to firm, there is
NOTES some agreement on the broad objectives. Sales training is undertaken to increase
productivity, motivate, improve turnover, improve customer relations, and produce better
management of time and territory.
5.6.1 Creating Credibility in Sales Training
Many sales trainers believe their programmes lack credibility. Cost-cutting efforts are
too often directed at existing sales training programmes. Sales training programmes
have to be sold, just like any other product or service. Well-designed programmes are
easier to sell to management than those put together with little thought.
5.6.2 Analysing Needs
The starting point in creating credibility is to analyse the needs of the sales force. One
way to do this is to travel with sales representatives, observing them and asking what
they need to know that will help them perform more effectively. The analysis of the
needs for sales training is depicted in Figure 5.3.
Objective Information Sources
and Processes

Analyse needs
Job analysis
Job description
Develop objectives Sales force and marketing

Develop programme Need for sales training according

and implement to company goals

Evaluate and
review program Evaluate previous
Training program-me
methods
Consider costs/benefits of
various training

Establish training budget

Develop training materials
Train the sales trainers
Establish timing
Select locations

Develop monitoring systems

Monitor programme

Analyse reaction and learning

hehaviour, and measure results
Conduct cost/benefit analysis
Revise programme if needed
before next session

Figure 5.3 Analysing the Needs of the Sales Force

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5.6.3 Determining Objectives Training and Development
of Sales Personnel
Setting specific, realistic and measurable objectives adds to the credibility of a sales
training programme. The objectives may include learning about new products, new
techniques, or new procedures. It pays to keep the objectives simple. Management may NOTES
want a 10 per cent sales increase, which then becomes the broad objective of the
training programme. The specific objective might be to teach sales representatives how
to call on new accounts, which will help lead to the broad objective.
5.6.4 Developing and Implementing Programmes
Many companies, both large and small, use outside agencies for conducting sales training
programmes. Small companies may farm out most of their training needs. Large
companies usually develop most of their own programmes and use outside agencies to
handle only their specialized needs.

5.7 SUMMARY
Sales training is a varied and ongoing activity that is time consuming and expensive.
Most companies engage in some type of sales training. In fact, most sales managers
feel that sales training is an important activity that is required for everybody, regardless
of their experience. Some common objectives of sales training are: to teach selling
skills, increase productivity, improve morale, lower turnover, improve customer relations
and improve time and territory management.
Sales training provides managers with the opportunity to convey their expectations
to the sales force. A well-designed training programme shows the sales force how to
sell. Sales managers can communicate high performance expectations through training
and equip the force with the skills needed to reach high performance levels.

5.8 KEY TERMS

 Product training: It is the training the salesperson about the product of the
organization.
 Role play: It is the method of training where the salesperson has to perform the
given role.
 Gaming simulation: It is performing real-life role play.
 Electronic training: It is the training provided to the salesperson through interactive
media. Check Your Progress
 Career cycle: It is the life cycle of the salesperson, beginning from his induction 3. What is the feature
in the organization to retiring from it; the training needs are accordingly identified. of the role playing
method?
 On-the-job training: It is the training given to employees while they are working 4. How is training to
in the organization. sales force helpful?
5. What does the
evaluation of a
5.9 ANSWERS TO ‘CHECK YOUR PROGRESS’ training programme
involve?
1. The aim of training is to identify the experience and needs of salespersons for
training. The content consists of product data, sales technique, markets, etc.
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Training and Development 2. The content of training is not the same for all sales training programmes. It varies
of Sales Personnel
from company to company because of differences in products, markets, company
policies, trainees’ ability and experience, and organizational size.
3. In the role playing method, the trainer first describes a situation and the different
NOTES personalities involved. The trainee is then asked to play the role of those characters
in different situations.
4. Training to sales force helps in:
 Dealing with new selling techniques
 New product applications
 New customer problems
 New selling aids.
5. Evaluation of a training programme involves the comparing of the training
programme’s aim with the results and measuring its impact on the salesperson.

5.10 QUESTIONS AND EXERCISES

Short-Answer Questions
1. What is the importance of sales training in an organization?
2. What are the various types of training programmes in an organization?
3. What is the need for training the sales people in an organization?
Long-Answer Questions
1. Analyse the training needs of a salesperson.
2. Why is it essential to build a sales training programme according to the needs of
the salesperson?

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Author: Vimi Jham
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