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MARKETING AND SALES MANAGEMENT
CHECK POINT 96: SALES FORCE RECRUITMENT, SELECTION, AND TRAINING

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1. compliance with equal employment opportunity laws
2. steps in the sales force recruitment, selection and training
3. analyze sales jobs
4. prepare job descriptions for each sales position
5. small business example
job description for a sales consultant
6. small business example
job description for internal sales consultant
7. recruit a pool of potentially suitable candidates
8. select suitable sales people
9. factors in the sales person selection process
10. additional factors during the sales force selection process
11. provide orientation to every new sales person
12. train each new sales person
13. types of sales training programs
14. advantages of sales training
15. ten ways to master the art of selling
16. for serious business owners only
17. the latest information online
 

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MARKETING AND SALES MANAGEMENT
CHECK POINT 96: SALES FORCE RECRUITMENT, SELECTION, AND TRAINING

Please Select Any Topic In Check Point 96 Below And Click.

1. compliance with equal employment opportunity laws
2. steps in the sales force recruitment, selection and training
3. analyze sales jobs
4. prepare job descriptions for each sales position
5. small business example
job description for a sales consultant
6. small business example
job description for internal sales consultant
7. recruit a pool of potentially suitable candidates
8. select suitable sales people
9. factors in the sales person selection process
10. additional factors during the sales force selection process
11. provide orientation to every new sales person
12. train each new sales person
13. types of sales training programs
14. advantages of sales training
15. ten ways to master the art of selling
16. for serious business owners only
17. the latest information online
 

DO I NEED TO KNOW THIS CHECK POINT?

 

WELCOME TO CHECK POINT 96

TUTORIAL 1 General Management TUTORIAL 2 Human
Resources Management
TUTORIAL 3 Financial Management TUTORIAL 4 Operations Management TUTORIAL 5 Marketing
And Sales Management
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2 7 12 17 22 27 32 37 42 47 52 57 62 67 72 77 82 87 92 97
3 8 13 18 23 28 33 38 43 48 53 58 63 68 73 78 83 88 93 98
4 9 14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 89 94 99
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
 

HOW CAN YOU BENEFIT FROM CHECK POINT 96?

 
The main purpose of this check point is to provide you and your management team with detailed information about Sales Force Recruitment, Selection, And Training and how to apply this information to maximize your company's performance.
 
In this check point you will learn:
 
• About compliance with equal employment opportunity laws related to sales.
• About steps in the sales force recruitment, selection, and training process.
• How to analyze sales jobs in accordance with particular market requirements.
• About main factors related to job analysis considerations for sales people.
• About elements of a job description for sales people.
• About the classification of various types of sales positions.
• How to prepare a job description for sales consultants.
• About recruiting a pool of potentially suitable candidates for sales positions.
• About basic steps and factors in the sales force selection process.
• How to provide orientation and training to sales people... and much more.
 

LEAN MANAGEMENT GUIDELINES FOR CHECK POINT 96

 
You and your management team should become familiar with the basic Lean Management principles, guidelines, and tools provided in this program and apply them appropriately to the content of this check point.
 
You and your team should adhere to basic lean management guidelines on a continuous basis:
 
Treat your customers as the most important part of your business.
Provide your customers with the best possible value of products and services.
Meet your customers' requirements with a positive energy on a timely basis.
Provide your customers with consistent and reliable after-sales service.
Treat your customers, employees, suppliers, and business associates with genuine respect.
Identify your company's operational weaknesses, non-value-added activities, and waste.
Implement the process of continuous improvements on organization-wide basis.
Eliminate or minimize your company's non-value-added activities and waste.
Streamline your company's operational processes and maximize overall flow efficiency.
Reduce your company's operational costs in all areas of business activities.
Maximize the quality at the source of all operational processes and activities.
Ensure regular evaluation of your employees' performance and required level of knowledge.
Implement fair compensation of your employees based on their overall performance.
Motivate your partners and employees to adhere to high ethical standards of behavior.
Maximize safety for your customers, employees, suppliers, and business associates.
Provide opportunities for a continuous professional growth of partners and employees.
Pay attention to "how" positive results are achieved and constantly try to improve them.
Cultivate long-term relationships with your customers, suppliers, employees, and business associates.

1. COMPLIANCE WITH EQUAL EMPLOYMENT OPPORTUNITY LAWS

COMPLIANCE WITH EQUAL EMPLOYMENT OPPORTUNITY LAWS

Business owners and sales managers must be fully familiar with sales force recruitment, selection, and training procedures to ensure successful organizational performance in a highly competitive business environment.

Several Laws and Regulations must be complied with throughout the recruitment, selection, and hiring of new sales people. Some of the Equal Employment Opportunity Laws are discussed in detail in Tutorial 2 and may include the following laws, as outlined below. It is the sales manager's responsibility to be fully familiar with appropriate employment laws and regulations and to apply them accordingly.

IMPORTANT EMPLOYMENT LAWS

1.

Title VII Of Civil Right Act Of 1964.

2.

The Age Discrimination In Employment Act (ADEA) Of 1967.

3.

The Vocational Rehabilitation Act Of 1973.

4.

The Vietnam Era Veterans Readjustment Act Of 1974.

5.

The Pregnancy Discrimination Act Of 1978.

6.

The Americans With Disabilities Act Of 1990.

7.

The Civil Rights Act Of 1991.

8.

The ADA Amendments Act Of 2008.

 

ADDITIONAL INFORMATION ONLINE

What Not To Do Interview By MDutton3d.
Title VII Discrimination In The Workplace By Klgaswick.
The Americans With Disabilities Act of 1990 By Faith Harrison.
The Age Discrimination In Employment Act Of 1967 By Kirk Angel.
Model Wins In Pregnancy Discrimination Lawsuit By Carney Sherigan.

2. STEPS IN THE SALES FORCE RECRUITMENT, SELECTION AND TRAINING

SALES FORCE RECRUITMENT, SELECTION AND TRAINING

Effective implementation of marketing and sales plans depends substantially upon the type and quality of Sales People employed by the company. It is essential, therefore, that the sales manager develops and implements a sound Sales Force Recruitment, Selection, And Training Proces. This process entails a number of important steps which should be undertaken in accordance with the sequence outlined below.

THE SALES FORCE RECRUITMENT, SELECTION AND TRAINING PROCESS

Step 1: Analyze Sales Jobs In Accordance With Particular Market Requirements.

Step 2: Determine Qualifications And Prepare Job Descriptions For Each Sales Position.

Step 3: Recruit A Pool Of Potentially Suitable Candidates.

Step 4: Select Suitable Sales People.

Step 5: Provide Orientation To Every New Sales Person.

Step 6: Provide Specific Training To Sales People.

 

ADDITIONAL INFORMATION ONLINE

Sales Training: How To Be Great At Sales? By Grant Cardone.
Sales Training And 3 Types Of Sales People By Grant Cardone.
How To Build A High Velocity Inside Sales Team? - P2. By Ken Krogue.
How To Take Emotions Out Of The Sales Hiring Process? By By Ken Thoreson.
What Changed In Sales Force Hiring And Selection? By Gerhard Gschwandtner.

3. ANALYZE SALES JOBS

STEP 1: ANALYZE SALES JOBS IN ACCORDANCE 
WITH PARTICULAR MARKET REQUIREMENTS

The basic principles of Job Analysis are discussed in detail in Tutorial 2. Job analysis of Sales Positions generally entails evaluation of specific characteristics that should be demonstrated by each member of the sales force. Some of the major considerations pertinent to a job analysis are outlined below.

JOB ANALYSIS CONSIDERATIONS FOR SALES PEOPLE

     
Experience   Knowledge   Understanding   Ability

Experience in personal selling.

 

Knowledge of the company's offerings in the marketplace.

 

Understanding of buyers' behavior.

 

Ability to recognize customer needs.

JOB DESCRIPTIONS FOR SALES POSITIONS

Properly conducted Job Analysis provides basic information and help in preparing an accurate job description for each sales position. The prime purpose of a Job Description, as explained in detail in Tutorial 2, is to summarize major parameters of a particular job and to outline its relevant duties, responsibilities, authority, and accountability, as outlined below.

BASIC ELEMENTS OF A JOB DESCRIPTION

1.

Position Title.
This is a descriptive title, like account representative, sales consultant, or sales engineer.

2.

Job Summary.
This is a summarized outline of a particular sales position.

3.

Details Of Accountability.
These specify the reporting procedure in the sales department.

4.

Details Of Responsibility And Duties.
These describe the sales person's principal activities - sales territories covered, industries involved, or customers to be served, and product or service lines to be handled.

 

ADDITIONAL INFORMATION ONLINE

Job Analysis By Lee E. Weyant.
Job Analysis And Job Descriptions By Steve Bareham.
How To Write A Job Description In Three Easy Steps By Diane.
Job Analysis, Job Descriptions, And Job Specification By Iimts Fze.
The Difference Between Job Analysis And Job Description By E. O'Keefe.

4. PREPARE JOB  DESCRIPTIONS FOR EACH SALES POSITION

STEP 2: DETERMINE QUALIFICATIONS AND PREPARE
JOB DESCRIPTIONS
FOR EACH SALES POSITION

There are different types of Job Descriptions that could be prepared for sales employees. These types are based on five basic categories of sales people identified by Sales & Marketing Management publication and outlined below. (50)

CLASSIFICATION OF SALES POSITIONS

1.

Sales Consultant.
This sales person has a function of identifying potential customers, or prospects, in the marketplace, initiating contact with them, making an appointment, and conducting a sales presentation on a consultative basis, designed to make a sale of the company's products or services. Once the initial sales has been made it may be necessary to follow it up, to provide after-sales service, and to complete repeat sales.

2.

Account Consultant.
This sales person calls on a large number of already established customers in, for example, the food, textiles, apparel, and wholesaling industries. Much of this selling is low key, and there is minimal pressure to develop new business. The prime function here is to look after existing customers, to provide them with updated product information on consultative basis, and keep them satisfied.

3.

Detailed Sales Consultant.
Instead of directly soliciting an order, this type of sales consultant concentrates on performing promotional activities and introducing products. The medical detail sales consultant, for example, seeks to persuade doctors, the indirect customers, to specify the pharmaceutical company's trade name product for prescriptions. The firm's actual sales are either made through wholesalers or directly to pharmacists who fill prescriptions.

4.

Engineering Sales Consultant.
This is a sales consultant who sells products for which technical know-how and the ability to discuss technical aspects of the product are extremely important. The sales consultant’s expertise in identifying, analyzing, and solving customer problems is another critical factor. This type of selling is common in chemical, machinery, and heavy equipment industries.

5.

Industrial Products Sales Consultant, Non-Technical.
This sales person sells a tangible product to industrial or commercial purchasers, but is not required to have a high degree of technical knowledge. Industries that manufacture products, such as packaging materials or standard office equipment, use this type of a sales person.

6.

Service Sales Consultant.
This type of sales person sells intangibles, such as insurance and advertising. Unlike the four preceding types, those who sell service must be able to sell the benefits of intangibles.

7.

Internal Sales Consultant
This type of sales person works from the company's offices and may provide sales and general information support service to customers on the phone, fax, or online. The prime purpose of the internal sales consultant is to maintain an efficient liaison between the customer and the company.

 

ADVANTAGES OF A WELL-DESIGNED JOB DESCRIPTION

A well-designed Job Description is an important tool in the sales force recruitment and selection process. It helps to clarify various details relevant to a particular position and to summarize the necessary characteristics and qualifications of prospective employees.

 

ADDITIONAL INFORMATION ONLINE

Job Description For A Sales Associate By Advice HQ.
What Is A Job Description Of A Merchandiser? By Mark Clifton, eHow.
Job Description For A Sales Manager By The Career Thoughts' Channel.
Job Description Of An Insurance Clerk By Bruce Hurwitz, eHowFinance.
Job Description Of Outside Sales Person By Tim Gillig, Camgroozed's Channel.

5. SMALL BUSINESS EXAMPLE
JOB DESCRIPTION FOR A SALES CONSULTANT

JOB DESCRIPTION FOR A SALES CONSULTANT


Title: Sales Consultant
Appointed By: Sales Manager
Responsible To: Sales Manager
Responsible For: Representing the company in the achievement of specified sales objectives and promoting the company's image in the marketplace.
Function: To sell the company's products and/or services to specified markets in designated areas within the framework of the company's sales strategy and policies.
Duties And Responsibilities:
1. Obtain a thorough understanding of the benefits to be derived from the purchase of the company's products and /or services.
2. Keep up to date with what competitors may have to offer in the product and /or service line and price range.
3. Utilize all the appropriate selling skills and techniques in order to achieve specified selling goals.
4. Administer and service the sales territory in accordance with the strategy and policies designated by the sales manager.
5. Ensure that appearance and behavior are always in accordance with the desired company's image.
6. Ensure that all sales literature, demonstration kits and sales aids are replenished and updated.
7. Ensure that all sales records are securely maintained, updated in accordance with management requirements, and readily available.
8. Conform to standard practices as may be instituted by management from time to time regarding outcome of daily activities, submission of orders, and accounting of traveling and entertainment expenditure on the company's behalf.
9. Treat the company's vehicle with consistent care and ensure its safety when parked.
10. Attend all routine sales meetings at their specified times; advise management if circumstances preclude attendance.
11. Attend all seminars and in-house training sessions that management may introduce from time to time.
12. Ensure that instructions issued by management are implemented in an efficient and professional manner.
13. Ensure that the company's rules and regulations are adhered to at all times.
Participation In Management Teams:
1. Participant in the weekly sales management meetings.

6. SMALL BUSINESS EXAMPLE
JOB DESCRIPTION FOR INTERNAL SALES CONSULTANT

JOB DESCRIPTION FOR INTERNAL SALES CONSULTANT


Title: Internal Sales Consultant
Appointed By: Sales Manager
Responsible To: Sales Manager
Responsible For: Representing the company in the achievement of specified internal sales objectives and promoting the company's image among customers.
Function: To sell the company's products and/or services to specified markets in designated areas within the framework of the company's sales strategy and policies.
Duties And Responsibilities:
1. Ensure that effective control is exercised over the internal sales, customer relations, and execution of work orders received by phone, fax, or online.
2. Provide liaison with the operations department and determine the details of time to be taken and when the work can be undertaken and delivery made before advising the customer.
3. Ensure that the customer is called back as soon as possible if a quotation and/or delivery time needs to be confirmed.
4. Allocate a specific order number to each order received from the customer.
5. Ensure that the relevant order number allocated to the customer's order is noted on all relevant documentation issued by the company.
6. Ensure that all quotations are in accordance with the pricing policy and predetermined delivery times before passing this information to the customer.
7. Take necessary phone, fax, online purchase orders, recording necessary documentation, such as a job card, computer data entry, daily purchase order control record.
8. Ensure that all relevant employees in the sales and operations departments are advised on the purchase order information on an as-need-to-know basis.
9. Ensure accurate completion of all relevant documentation related to customers' purchase orders, e.g. purchase order forms, job cards.
10. Handle all inquiries related to purchase orders processing and delivery with the relevant employees in the sales and operations departments.
11. Ensure that all complaints from customers are referred to the correct person within the company to ensure effective complaint handling process.
12. Ensure that at all times customers and members of the public are treated with utmost courtesy, civility, professionalism, and respect.
13. Carry out any additional duties that may be requested by the sales manager.
Functional Contacts:
1. Operations Manager.
2. Contracts Manager.
3. Company's Buyer.
4. Invoice Clerk.
5. Financial Manager.

7. RECRUIT A POOL OF POTENTIALLY SUITABLE CANDIDATES

STEP 3: RECRUIT A POOL OF POTENTIALLY SUITABLE CANDIDATES

The prime purpose of the Sales Force Recruitment Process is to attract a number of potentially qualified candidates to fill open positions within the organization. Sales managers use a variety of sources to find and attract New Recruits. The popularity of each source depends upon the specific requirements of the organization. Some of these sources are outlined below.

POSSIBLE SOURCES FOR RECRUITING NEW EMPLOYEES

1.

Schools and colleges.

2.

Employment agencies.

3.

Advertising online, such as Craigslist classifieds.

4.

Newspaper advertising.

5.

Present employees.

6.

Business associates.

7.

Present customers.

8.

Trade publications advertising.

9.

Sales executive clubs.

 

TRANSFER OF COMPANY EMPLOYEES TO SALES POSITIONS

In addition, it is common practice to search for suitable Sales People among people already employed by the organization. These employees are expected to have good knowledge about the company's products and procedures, and will generally require less training than new recruits.

Moreover, present employees have an established job history and their suitability for various sales positions can be effectively assessed. The transfer of suitable employees to the Sales Department is often considered a promotion, which helps to build morale within the organization.

Employee Recruitment And Hiring is discussed in detail in Tutorial 2.

ADDITIONAL INFORMATION ONLINE

Hire Salespeople - Can They Sell? By Steve Suggs.
How To Hire Superstar Salespeople By Chet Holmes.
How Good Are You At Hiring New Staff? By Gareth Jekel.
Hire Salespeople - Recruiting Salespeople By Steve Suggs.
HR Recruiting And Hiring Tips By Sheryl Wolowyk, My HR Pro.

8. SELECT SUITABLE SALES PEOPLE

STEP 4: SELECT SUITABLE SALES PEOPLE

Once a potentially suitable pool of candidates is available, the company may begin the Sales Force Selection Process. This process usually entails a number of steps outlined below.

THE SALES FORCE SELECTION PROCESS

Step 1: Completion Of A Job Application Form By A Prospective Employee.

Step 2: Checking Relevant References.

Step 3: Testing And Selection Of Prospective Employees.

Step 4: Employment Interviews.

Step 5: Confirmation Of Employment Acceptance.

Step 6: Applicant's Induction And Orientation.

All information obtained through job application forms, personal interviews, and tests must be examined, checked, and compared with the general hiring criteria pertaining to a specific sales position.

ADDITIONAL INFORMATION ONLINE

How To Hire The Right Sales Person? By Dave Yoho.
Secrets Of Interviewing Salespeople Training By Steve Suggs.
How To Interview Sales Candidates By Chris Croner, Selling Power.
Conducting A Successful Interview For A Sales Position - P.1 By Dave Yoho.
Conducting A Successful Interview For A Sales Position - P.2 By Dave Yoho.

9. FACTORS IN THE SALES PERSON SELECTION PROCESS

SELECTING SUITABLE SALES EMPLOYEES

Several factors should be considered by the sales manager during the Sales Force Recruitment And Selection Process. These factors relate to the experience, personality and professionalism of sales people as outlined below.

KEY FACTORS IN SELECTING SUITABLE SALES EMPLOYEES

1.

The Experience Factor:

  • • Understanding of the buyer's needs.
  • • Product or service knowledge.
  • • Company knowledge.
  • • Competitors' products or service knowledge.
  • • Understanding of trends in the marketplace.

2.

The Personality Factor:

  • • Sincerity, honesty, and integrity.
  • • Pleasant conversational habits.
  • • Enthusiasm and persistence.
  • • Self-organization and self-analysis.

3.

The Professionalism Factor:

  • • Effective communication skills.
  • • Reliability and credibility.
  • • Professionalism and commitment to the job.
  • • Dependability and loyalty to customers.
  • • Initiative and innovation in problem solving.

Depending upon particular job requirements, each applicant should be evaluated by the sales manager in terms of the aforementioned factors.

ADDITIONAL INFORMATION ONLINE

The Big Five By Funny Nigerian Girl.
The Big 5 Personality Traits By Laci Green, DNews.
The Profiles Sales Assessment (PSA) By Profiles Asia.
The Big Five Personality Model By 2 Minute Psychology.
16 PF - 16 Personality Factors By Robert McHenry, OPP.

10. ADDITIONAL FACTORS DURING THE SALES FORCE SELECTION PROCESS

WHAT SHOULD SALES MANAGERS BE AWARE OF?

It is important during the Sales Force Selection Process that the sales manager identifies and avoids selecting sales people with poor professional qualities. The sales manager, therefore, should be aware of how Buyers view sales people and grade their qualities. This is illustrated below.

BUYERS' COMMENTS ABOUT SALES PEOPLE

Good Qualities

Bad Qualities

  • • Honest and straight-forward.
  • • Good listener.
  • • Not pushy.
  • • Able to solve problems.
  • • Able to admit mistakes.
  • • Has good product knowledge.
  • • Makes an appointment in advance.
  • • Does not put down competition.
  • • Provides references.
  • • Bad listener.
  • • Has poor product knowledge.
  • • Is not trying to uncover customer needs.
  • • Speaks badly about  competition.
  • • Does not make an appointment.
  • • Tries to make a quick sale.
  • • Does not talk straight to the point.
  • • Wastes customer's time.
  • • Makes too many phone calls.
 

MAKING THE SELECTION DECISION

Additional details related to Screening And Testing Of Applicants, such as, evaluation of job application forms, conducting interviews, and pre-employment tests are discussed in detail in Tutorial 2.

After completing the applicants screening procedure, the sales manager is expected to make a Selection Decision regarding hiring of suitable applicants. Each applicant should be informed of the appropriate decision as soon as possible in order to conclude the selection process.

 

ADDITIONAL INFORMATION ONLINE

13 Traits Of Successful Salespeople By Michael Roman.
The Four Traits Of Highly Successful Sales People By Lloyd Dobson.
3 Tips For Measuring Honesty During Sales Recruitment By Steve Suggs.
4 Personality Traits That Predict Time Management Challenges By Steve Suggs.
2 Personality Traits And 1 Sales Skill Needed By Sales Hunters By Steve Suggs.

11. PROVIDE ORIENTATION TO EVERY NEW SALES PERSON

STEP 5: PROVIDE ORIENTATION TO EVERY NEW SALES PERSON

Once the selection process is completed, every new sales person must undergo a process of Orientation and Training. The prime purpose of the employee orientation process is to allow new employees to familiarize themselves with various elements of their new job as outlined below.

THE PURPOSE OF THE EMPLOYEE ORIENTATION PROCESS

1.

To familiarize with the company.

2.

To familiarize with the employees.

3.

To familiarize with products or services.

4.

To familiarize with the relevant working procedures.

Employee Orientation is discussed in detail in Tutorial 2.

ADDITIONAL INFORMATION ONLINE

New Hire By Improv Asylum.
First Day Orientation Video By Corp. Comedy: J Grimaldi Group.
New Employee By Lisa Peers, Brian Connolly, Oakwood Healthcare.
Tips On Orienting Your New Employees By Diane, Easy Small Business HR.
New Employee Orientation: Essential Skills Training By J.J. Keller & Associates.

12. TRAIN EACH NEW SALES PERSON

STEP 6: TRAIN EACH NEW SALES PERSON IN
ACCORDANCE WITH SPECIFIC COMPANY REQUIREMENTS

After an initial introduction to the company, the sales manager must initiate the Employee Training Process. The employee training process entails assessing individual training requirements of each new employee and setting appropriate training objectives.  Some of the most important Training Objectives are outlined below.

TRAINING OBJECTIVES FOR SALES EMPLOYEES

1.

To provide sufficient knowledge about the company's product or service mix.

2.

To provide updated information about the company's policies, rules, and regulations.

3.

To provide updated information about the company's customers and their needs.

4.

To provide updated information about competitors and governmental, legal and other uncontrollable factors.

5.

To equip sales people with effective personal selling techniques.

There are several good reasons for training sales employees as outlined below.

REASONS FOR TRAINING SALES EMPLOYEES

1.

A well-trained employee will be better able to contribute to the company's overall volume of business and profitability.

2.

An effective training program helps to reduce supervision costs and employee turnover.

3.

A sound training program helps to improve morale, motivation, and company-customer relations.

 

ADDITIONAL INFORMATION ONLINE

How To Sell Price And Value By Grant Cardone.
How To Become A Highly Paid Sales By Brian Tracy.
Closing The Sales By Jeffrey Gitomer's Sales Training.
I Want To Think About It By Jeffrey Gitomer's Sales Training.
Stop Closing Sales And Start Providing Value By Jeffrey Gitomer's Sales Training.

13. TYPES OF SALES TRAINING PROGRAMS

SALES TRAINING TIME ALLOCATION

The amount of time allocated to a particular Sales Training Program depends on the nature of products or services offered by the company in the marketplace. Different types of Sales Training Methods are commonly used by management in small and medium-sized companies. Some of these methods are outlined below. (51)

SALES TRAINING METHODS

1.

Sales Lectures.
Sales lectures may represent a cost-effective training method if a sufficient number of trainees attend them. This method is, therefore, particularly useful for larger organizations.

2.

Videotapes And Audiotapes.
The use of videotapes and audiotapes for training purposes has increased dramatically during recent years. This method can be effectively used for teaching product knowledge and basic techniques of personal selling. The cost effectiveness of this method does not depend upon the company's size.

3.

One-On-One Instruction.
One-on-one instruction is another popular method frequently used for field sales training purposes. Here a trainee accompanies the sales manager on a number of routine visits to customers and gains practical experience in a real business environment.

4.

Role Playing.
The role playing approach has also become popular during recent years. With this approach, one trainee plays the role of a salesperson while another plays the role of a customer. The prime purpose of this approach is to practice different selling techniques prior to starting active selling.

5.

Online Training.
The availability of sales force training information on the Internet provides an invaluable new tool for training sales employees at their own time and at their own pace. This training can be provided through webinars, YouTube, and other types of online courses.

6.

Case Studies.
Case study discussions represent an effective method of sales force training and encourage practical two-way communication among sales trainees.

SellingPower online identified some of the top sales training companies in 2013 outlined below.

TOP SALES TRAINING COMPANIES

AchieveGlobal

PI Worldwide

Aslan Training And Development

Profit Builders

Axiom Sales Force Development

Richardson

Carew International

Sales Excellence International

Executive Conversation

Sales Performance Interantional

Fusion Learning

Sales Readiness Group

Holden International

The Brookeside Group

Impax Corporation

The Brooks Group

Mercuri International

Value Selling Associates

Miller Heiman Group

Wilson Learning

14. ADVANTAGES OF SALES TRAINING

THE NEVER-ENDING TASK IN THE SALES DEPARTMENT

Training Of Sales People is a never-ending managerial task in every organization. Three basic objectives, which underline the importance of continuous training of sales employees in the organization, are outlined below. (52)

The ultimate responsibility for ongoing training of the sales force rests with the sales manager. A sound Sales Training Program helps the company achieve increased volume of sales and an improved level of profitability.

OVERALL OBJECTIVES OF  THE SALES EMPLOYEES' TRAINING

1.

To keep sales people up-to-date on changes, product features, changing company policies, changing industry conditions, and changes in the competitive environment.

2.

To maintain the dynamic nature of both marketing, generally, and personal selling, specifically.

3.

To meet the company's needs for increased sales productivity.

 

ADDITIONAL INFORMATION ONLINE

You may find valuable information about Sales Training and many excellent sales training programs online developed by such master-teachers as Brian Tracy, Zig Ziglar, Tom Hopkins, Grant Cardone, Jeffrey Gitomer and others:

Zig Ziglar.
Brian Tracy.
Tom Hopkins.
Grant Cardone.
Sandler Training Worldwide.
Jeffrey Gitomer's Sales Training Channel.

15. TEN WAYS TO MASTER THE ART OF SELLING

There are many ways of improving the Art Of Selling as outlined below. (53)

TEN WAYS TO MASTER THE ART OF SELLING

Step 1: Constantly Be Prepared To Learn.

You must be positive and enthusiastic when you start the learning process. Make an appointment with yourself and be prepared to study at your own pace, while keeping all interruptions to a minimum.

Step 2: Have Realistic Expectations Of Your Personal Abilities.

You must be realistic in terms of what you may accomplish during the learning process. Remember that Rome wasn't built in a day. Once you set realistic goals for yourself, you will have a real target. If you set your goals too high, you may be disappointed and frustrated in the end.

Step 3: Be Open-Minded And Don't Be Afraid Of Changes.

You must keep an open mind and be prepared to welcome change throughout the learning process. This is a major requirement. Once your mind is open, new ideas and information will be able to enter and enrich your existing level of knowledge.

Step 4: Constantly Rehearse And Self-Evaluate Your Sales Skills.

You must rehearse your newly acquired skills and knowledge on a continuous basis. Be as self-critical as you can, without overdoing it. Never be satisfied with what you have accomplished. Always strive for more. Remember, striving for the  highest level of performance does not hurt.

Step 5: Adapt Your Sales Skills To Your Personality.

You must personalize your newly acquired skills and knowledge to the fullest extent. Never try to memorize knowledge, simply try to understand it and make it an integral part of your personality.

Step 6: Always Maintain High Motivation And Strong Discipline.

You must be disciplined and self-motivated. In the sales business nobody will stand next to you all the time and tell you what to do. You must tell yourself what to do at all times. Because it is not so easy, it requires a lot of discipline. But in the end it should pay off.

Step 7: Constantly Evaluate Your Learning Progress.

You must always be in touch with yourself in terms of your own learning progress. Ask yourself: "How much knowledge did I gain in the last week, month, three months?" As long as you will realize that you are learning and acquiring new skills - you are on the right track.

Step 8: Constantly Monitor And Adjust Your Performance And Selling Skills.

You must always monitor events which take place around you, whether it is in the office, or in the marketplace. This will help you to adjust your performance and to identify areas of personal inefficiency in a timely manner.

Step 9: Constantly Be Prepared To Learn From Any Sales Opportunity.

You must always be prepared to learn from every selling situation, whether it was a successful sale or not. Remember, that you will learn more from your failures than from your successes. At least, that is how it should be. Always try to learn from negative experiences and failures and be prepared to turn them around into a positive action in the future.

Step 10: Commit Yourself To An Ongoing Learning Process.

Once you made the decision that you want to be in sales, you must commit yourself to the art of selling. Remember that this is a never-ending road of learning, trying it out in the marketplace, succeeding, failing, learning, and succeeding again.

Employee Training is discussed in detail in Tutorial 2.

ADDITIONAL INFORMATION ONLINE

The Art Of Selling By Rich DeVos.
The Art Of Selling By Michael Knulst.
The Art Of Selling By Tom Hopkins, Jonathan Holden.
Glengarry Glen Ross Speech By Alex Baldwin, A. Chau.
What Is Your Approach To The Sale By Jeffrey Gitomer.

16. FOR SERIOUS BUSINESS OWNERS ONLY

ARE YOU SERIOUS ABOUT YOUR BUSINESS TODAY?

Reprinted with permission.

17. THE LATEST INFORMATION ONLINE

 

LESSON FOR TODAY:
Teach Your Sales People Not To Sell Your Products,
But To Sell The Benefits Of Having Your Products!

Joe Griffith (Adapted)

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