ANCHOR CASE

STUDY

Submitted
by
Pankaj
Yadav
MBA - B

TRAINING Training has been defined as " systematic development of knowledge , skills and
attitude required by and individual to perform his her job.

Role of training I. Help in addressing employee weaknesses:

Most workers have certain weaknesses in their workplace, which hinder them from
giving the best services. Training assists in eliminating these weaknesses, by
strengthening workers skills. A well organized development program helps
employees gain similar skills and knowledge, thus bringing them all to a higher
uniform level. This simply means that the whole workforce is reliable, so the
company or organization doesnt have to rely only on specific employees.
II. Improvement in workers performance
A properly trained employee becomes more informed about procedures for various
tasks. The worker confidence is also boosted by training and development. This
confidence comes from the fact that the employee is fully aware of his/her roles and
responsibilities. It helps the worker carry out the duties in better way and even find
new ideas to incorporate in the daily execution of duty.
III. Consistency in duty performance
A well organized training and development program gives the workers constant
knowledge and experience. Consistency is very vital when it comes to an
organizations or companys procedures and policies. This mostly includes
administrative procedures and ethics during execution of duty.
IV. Ensuring worker satisfaction
Training and development makes the employee also feel satisfied with the role they
play in the company or organization. This is driven by the great ability they gain to
execute their duties. They feel they belong to the company or the organization that
they work for and the only way to reward it is giving the best services they can.
V. Increased productivity
Through training and development the employee acquires all the knowledge and
skills needed in their day to day tasks. Workers can perform at a faster rate and
with efficiency thus increasing overall productivity of the company. They also gain
new tactics of overcoming challenges when they face them.
VI. Improved quality of services and products
Employees gain standard methods to use in their tasks. They are also able to
maintain uniformity in the output they give. This results with a company that gives
satisfying services or goods.

VII. Reduced cost

Training and development results with optimal utilization of resources in a company
or organization. There is no wastage of resources, which may cause extra expenses.
Accidents are also reduced during working. All the machines and resources are used
economically, reducing expenditure.
VIII. Reduction in supervision
The moment they gain the necessary skills and knowledge, employees will become
more confident . They will become self reliant and require only little guidance as
they perform their tasks. The supervisor can depend on the employees decision to
give quality output. This relieves supervisors the burden of constantly having to
give directives on what should be done.
Types of Training Programs
Most businesses offer their employees some type of training. Managers know that
the investment in employee training programs in a wide variety of areas is
important to the bottom line, or profitability, of the business. In this lesson, we will
take a look at how the implementation of several types of employee training
programs is used as well as those programs' benefits aboard the Breezy Ocean
cruise ship, including:

Literacy training

Interpersonal skills training

Technical training

Problem-solving training

Diversity or sensitivity training

ANCHOR CASE STUDY

AIM: To formulate training programs of salespersons from
both acquired company and the new recruits of Anchor
toothpaste division and formulate a training process for
overall growth of employees.
QUALITIES TO BE POSSESSED BY SALESPERSON:
1. Ability to think from the customer's point of view
2. Understand and sell customer benefits not product features
3. Manage time and territory efficiently
4. Gain better information about customer needs by
o Asking better questions
o Listening more constructively
5. Increase personal problem solving ability
6. Regard themselves as customers' advisors, consultants and partners
7. Master the art of collaborative negotiation
NEED ASSESSMENT:
1. Scrutinize new employees to notice points on which training is needed.
2. The kind of training needed by existing employees in the company. The
existing employees acquired from toothpaste manufacturing facility
must be scrutinized on the basis of previous sales reports:
Weaknesses can be highlighted and uncovered.
Uncovering areas where they lack expertise.
3. Training needs must be based on job specification of employees.

4. Employees can be divided into groups based on needs: new recruits

and existing employees.
TRAINING APPROACH:
I.

New employees: Comprehensive long term training that includes initial

or basic level training as well as advanced. They must be provided
with:
i. Product knowledge: how it is made, features and benefits, prices,
features as compared to competitors.
ii.
Industry knowledge: history, goals and policies, vision of
company, organizational structure, how compensation structure
works,, what are expectations of company from them.
iii.
Market and market condition knowledge
iv.
How to communicate knowledge to qualified prospects.
v. Present time with buyers and show perseverance to make
number of attempts to win over the decision makers.
vi.
Non selling activities: customer services, sales inquiries and
paperwork.
vii.
Attitude change: to alter existing beliefs.
viii.
Interpersonal skills: improved effectiveness with others.
ix.
Problem solving skills: improved objection handling and
negotiations
x.
Selling approaches and strategies
xi.
Time management
xii.
Prioritising: what to prioritise and how

II.

Existing employees: Intensive short term training which includes

periodic refreshment courses. They must be provided with:
i. Brainstorming to stimulate creativity
ii.
Periodic refreshment courses
iii.
Developing coordination with new recruits of Anchor toothpaste
iv.
Management must convey the objective of training to them so
they attend meetings regularly
v. Stress on value addition to performance of sales person
vi.
Sales quota based actions for those who dont attend meetings
vii.
Refreshing fundamentals, features, objection handling etc.
viii.
Updating them about changing products, competitors and
environment change.
ix.
Remotivating to boost sales.

METHODS:
1. Lectures and demonstrations: using visual aids

2. Group discussions panels where real time participation of employees

occurs
3. Role playing for practicing learned skills. Observers will also be
benefited from this method.
4. On job training: new employees can spend a day or two listening to
customer service calls where supervisor makes first few presentation
calls and trainee can take one or two calls themselves.
5. Association of old and new employees
6. Tech support training manuals and documentation must be handy for
new recruits
7. Simulations: by using made up situations where individuals or group
competes.
8. Cases from buyers perspective
9. Round table discussions in lunch breaks
10.
Brainstorming to stimulate creativity and new ideas in group
atmospheres.
TYPE OF TRAINING AND LOCATIONS:
i.
ii.

Company specialist training in a Central location

Company specialist in training at Field Sales location:
Benefits
Specialised training
Keeps existing sales force on job
Related training to real life situations
Training regarding local markets

EVALUATION:
Filling up of feedback forms by employees undergoing training, also telling
about future needs of training and areas they want to work on.

REFERENCE STUDIES 1.) Sales Managers Programme of FMCG.

Outline and objectives of the programme:

Overview of the role: Review of the three key drivers of the role in FMCG,
strategy, tactical and operational. What is changing in the role, what are the
key skill sets required for the role now and into the future?

Planning, structuring & organising your sales team. Have you enough
salespeople, have you too many, putting a science behind working out the
required amount of salespeople needed to deliver the companys required
call ratio and account coverage into existing accounts, centralised accounts ,
c-stores and new channels.

Recruiting Salespeople: Looking at the latest methods of recruiting sales

people from van sales people, merchandisers, Territory managers, business
developers into the FMCG industry through criteria based interviews, job
profiling and bench marking against your best performing sales team
members.

Current Team Analysis: Full team analysis of your direct team reporting
into you, reviewing their behavioural traits, personality types and where you
sit in relation to them. How best to manage each type at sales meetings and
one on one sessions. (Max 10 people).If more than 10 people or required to
be profiled this can be arranged.

Measuring the teams performance: We show: what is not measured will

not happen, how you can create a measurement system for centralised calls
Supervalu, Tesco, Supervalu & C-stores. Implementing measurement for
other key performance areas from tactical displays to calls per day to
distribution drives, and promotional support. Reviewing an IT option and
paper system. Setting sales targets and specific product target drives.

Team motivation: Reviewing the theory and how it relates to a modern

FMCG team and business and how you can adapt it to your team. Reviewing
the new sales roles in the industry, incentives and team employment
conditions and pay across the sector. Tackling the senior team members who
are long serving members and are finding the Industry changes difficult.

Sales Meetings: Running effective sales meetings which are fun,

interesting, highly participative and motivating.

Kerb side coaching: Implementing a coaching plan for each team member
when visiting them in the field. Using a unique system which will allow you to
give really detailed feedback while spending a day or half day in the field
which will help you to develop and strengthen your teams skills in a positive
way.

Dealing with other departments: Logistics, IT , Finance, HR, NAMS and in

particular the Marketing department and how best to support them in their
role while achieving the support that you require.

Regional key accounts: Putting in place account plans and ensuring that
the team implements these plans.

Creating an annual field sales plan: Creating a document which can be

presented to your business annually outlying the opportunities, total
budgeting process for your team, account coverage plans, display
achievement, tactical location stands, training plans, coaching plans and
meetings planner for the year 2005.

Stress Management: Understanding stress and how it affects you, your

colleagues and your team. We address how you can tackle it in the
immediate, short and long term. This module is specifically designed for
sales managers.

2.) JP MORGAN training program

J.P. Morgan's training programs are distinguished by extensive business
engagement. J.P. Morgan's professionals are actively involved in training
design and instruction on a global basis. This means you will learn about the
work we do from the people who actually do it. Since programs host
Associates from around the globe together in New York, you will be able to
build a global network of colleagues right from the start.

Global Investment Banking training program provides Associates

who will move into investment banking coverage, capital markets,
M&A, public finance, equity research, or credit risk management with
the tools they need to succeed.

Global Markets training program provides Associates who will be in

Sales and Trading, credit research, and market risk skills to enhance
cross-asset and cross-product knowledge.

Global Private Bank training program provides Associates with

advanced product knowledge and the client skills required for dealing
with ultra-high-net-worth individuals.

BIBLIOGRAPHY http://www.mckernantraining.com/mckernantraining/Main/TrainingSalesProgrammes-FMCG.htm
http://study.com/academy/lesson/types-of-employee-trainingprograms.html
http://careers.jpmorgan.com/student/jpmorgan/careers/us/programs
/ftgrad/ib
www.google.com