Chapter 12.
Training Salespeople

• Building Relationships – Relationship Selling
  Salespeople must get close to their customers and develop strong relationships Relationship selling is a "soft" area Many sales trainers lack a clear definition or concept of relationships
  Six Relationship Tools:	Building friendships Getting to know them - Research Asking the right questions and listening Getting the profile - develop a form Bring customers in-house - customer run meetings Saying thanks

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• Introduction
  Training program follows recruiting and selection The firm must decide how to train and recruit efficiently and economically This chapter examines initial training issues
  Job description
  The basis for a company’s training program Should include elements necessary for sales force success knowledge skills positive attitudes
  	According to Jack Falvey a new salespersons training should focus on customer relationships
  	More experienced reps should focus on selling skills

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• Why train?
  Decrease turnover
  Costs associated with turnover	Recruiting Training Continuity with customers Lost opportunities
  Increase Sales
  Better trained salesperson will sell more
  Enhance customer relationships
  Train to handle	shortages inflation competition recession
  Decrease costs
  Train to manage	Time Territory Expenses
  Whitmore's study of qualities that can be learned through training
  Respect A good salesperson	Selling knowledge: A good salesperson
  is liked as a person has common sense is considered a "friend" Understands buyers problems Appears to be better trained is a better conversationalist is more well rounded is less affected by pressure. has more drive is more mature works for a dependable company	has more product knowledge has more industry knowledge has more market and market condition knowledge has information about people that use the products tends to use more high-pressure presents novel ideas to buyers is willing to spend time with buyers is able to get better delivery times has better prepared, personalized presentations

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• Learning Principles
  Principles that are the basis of a training program
  Motivation	Desire is the most important factor in learning Learn the salesperson's needs to aid in motivation
  Purpose	Know the objectives and benefits of the program
  	Objective	Benefit
  	Knowledge Acquisition	learn new skills and how to apply them
  	Attitude change	alter existing beliefs
  	Interpersonal skills	Improved effectiveness with others
  	Problem solving skills	Improved objection handling and negotiations
  Reinforcement	quick reinforcement is essential use learning theory (Pavlov and Skinner)
  Participation	Learn by doing build in practice
  Practice	space it out over several days
  Repetition	Pavlov and skinner again
  Organizing for learning	Learning by experience is random and uncontrolled Organize into a logical sequence Test frequently
  Plateaus	learning levels off counsel and motivate
  Productivity	Give breaks learn best times of day
  Applicability	Training must be useful on the job role play what is out there

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• Structure of a sales presentation
  Canned or Memorized Presentation
  Advantages	Quick Productivity Reliable Information Proved Effectiveness Confidence Building Designed by Experts
  Buyer or seller should still be able to	Ask and answer questions Explore options Seek creative solutions
  Practice it Polish the delivery until it becomes natural. Internalize to the point that it is a normal, personal message. Once memorized, it comes from your heart and mind. The memorized presentation is a guide to lead buyer and seller through the sales process.
  Flexible or Outline
  Salesperson prepares an outline of the presentation in written form. Useful when the product or service requires extensive research into customer needs Develop several "units of conviction" The call is still structured	Any written outline or plan
  	Reveals need for any additional information, Makes it possible to check needs and goals against suggested solutions, Makes sure that you have a clear picture of the entire situation before arriving for the interview.
  Discussion or Extemporaneous
  Only recommended for the most experienced sellers Takes a tremendous amount of Product knowledge Selling skills and experience

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• Training program content
  7 Key Competencies Shared by Sales Superstars
  Ability to think from the customer's point of view Understand and sell customer benefits not product features Manage time and territory efficiently Gain better information about customer needs by Asking better questions Listening more constructively Increase personal problem solving ability Regard themselves as customers' advisors, consultants and partners Master the art of collaborative negotiation
  Product Knowledge	How it is made end uses features and benefits prices (and discounts) compared to competition
  Company Knowledge	history organization mission structure keep "up to date"
  Market Knowledge	General economic and business information Specific information about buyer's and seller's industries
  Selling Techniques
  Customer Motivation	Getting prospects enthusiastic Building excitement
  Nonselling Activities	Customer Service Generating Sales Inquiries Time and Territory Management Paperwork

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• Planning the training program
  Planning is the most important ingredient program should be based on the needs of the trainees Use the job description and specifications
  Who trains and where
  Company Specialists in a Central Location
  Advantages	Disadvantages
  Specialized training Keeps existing sales force on the job No pressure to do anything but train	Overhead costs staff equipment facilities cant relate as well to real life selling situations no learning about local markets local management may not agree with the central specialists
  Outside Experts in a Central Location
  Advantages	Disadvantages
  same as above ideas from other industries broader experience	same as above may not have mastered that industry or company danger of "leaks"
  Field Salespeople at Field Sales Locations
  Advantages	Disadvantages
  no added overhead relates training to real situations train about local market field people don't criticize it because of their involvement	The specialized knowledge may be lost They learn the bad as well as the good Pressures of day to day selling may interfere
  Company Training Specialists at Field Sales Locations
  Advantages	Disadvantages
  Specialized training Keeps existing sales force on the job No pressure to do anything but train relates training to real situations train about local market	Overhead costs staff equipment facilities
  When and How much?
  Brief orientation with in depth training later
  Advantages	Disadvantages
  saves training expense salesperson is better prepared for training	Higher turnover Customer relationship problems
  In Depth training at the beginning
  Advantages	Disadvantages
  Better representation	Higher Cost May end up training for the competition
  Training methods
  Training Method Matrix
  Information Dissemination Participation Group Instructional Methods I II Lectures demonstrations Group discussion panels Role Playing Simulations or Gaming Individual Instructional Methods III IV Manuals Bulletins Correspondence courses On the job training Personal conferences Programmed instruction Job Rotation

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• Training Methods
  Role playing	Can be frightening Explore feelings before and after Lets them use and practice the skills that they have been learning Observers may benefit more than participants
  Simulations	Situations are made up individuals or groups compete Can be done on a computer not good for new salespeople
  Manuals	May Serve as a textbook Salesperson keeps as a reference
  Bulletins	Keep sales force up to date
  Correspondence courses	Technical courses Company reimbursement on completion
  On-the-job training	Supervisor and trainee plan the call together Supervisor makes the first few actual presentation and sales person watches Supervisor and trainee debrief after each call
  	Trainee learns customer's business Learns the company product Expensive training method
  Personal conference	Scheduled and unscheduled on calls and in the office Sit down and review can be informal or documented
  Programmed instruction	Structured learning built in testing may be on a computer
  Job rotation	out of sales and into manufacturing, acctg, credit, etc learn the rest of the company needed for very complicated products that are customized

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• Summary

  The job description is the basic instrument for determining the training needs Well-designed training program should follow basic learning principles Planning the training program is essential to success