Instructional System Design Model

ISD Process model of the Sales Training process at Pepsi Beverages Co.

Prepared by: Brittany

Crawley

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 Introduction

The outcomes of a needs assessment at Pepsi Co. Beverages was due to the unexpected decline

in sales for the Tampa sales department in Florida. After calculating results from prior year (2015); (past 5

years included), higher local, regional, and corporate officials requested the multiple needs assessments

be done, some in different local locations, regional and even nationwide areas to provide a better

understanding of the condition at hand.

While the overall results of the needs assessments directed that changes in sales training

program needed to be adjusted in order to enhance customer satisfaction, some concerns still arose of

the previous sales training program due to the fact that customers’ needs and employee gratitude were

still not being met by the purposed training. The current sales training program failed to prove the notion

of results in the trade from a company standpoint. In relevance, the training program did not successfully

train AMs on every level of the necessary implements that were required to accomplish precise goals in

the trade of selling and delivering results.

In further detail of the needs assessments previously obtained, results yield that one of the major

impacts of the lack of producing accurate results is that Account Managers argue they don’t have the

necessary time needed to perform day to day selling measures compared to their competition. The

average number of customers scheduled for the competitor’s work day has a massive advantage over

that of the Pepsi sales team, which in returned in suggested by the staff to be a major impact on sales due

to the time allotted to spend with each customer. It is proposed that further training on time

management in the trade be sought after since the concern of not having enough stretch, managerial

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support and man power to complete the required amount of customer accounts scheduled in a normal

business day remained one of the key issues at hand.

Another impact suggested from the needs assessments were that the sales department’s decline

in sales were to some extent due to their lack of support from upper level management (TSMs

specifically) and suitable transportation methods from drivers with help in the trade. That of which

Account Managers suggest due to lack of knowledge and appropriate training from a managerial

standpoint, they have unjust grounds of support from their managers and key players to help create a

more sustainable work environment. All these seemingly minor concerns are key factors in making the

requested results a success. Furthermore, with further analytical grounds assessed, the following

Instructional Design process model was recommended.

Setting (Organization Characteristics)

The specific organization in which the training is in full exertion is for Pepsi Beverages Co. located

in Tampa FL region. The Instructional System Design will be addressed to persons in the Small Format AM

roles (including but not limited to TSMs and all other surrounding trainees and supporting sales roles).

Account Managers are measured as the frontline employees in which they drive the sales of the business

in terms of presence, standards, volume, satisfaction, revenue and customer relation/building. Due to the

needs assessment, it was proven that on the sales side much change needed to be readjusted to meet

the customer’s needs.

The Sales department consist of various roles such as the Market Director, Operational Managers,

Territory Sales managers (TSM’s) and Driver Transportation managers, Vending TSM’s, Bulk Sales TSM’s,

Small Format TSM’s, an Energy Specialist TSM, and a Foodservice TSM. However, for the purpose of this

ISD model, only the Operational Managers, Driver Transportation managers, Small Format TSM’s and

AM’s will be considered for the new training exertion since they are the inevitable roles in the everyday in

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process of the sales trade. The Market director is responsible for the overall success of results being

accomplished throughout the year in the trade. The Operational Managers serve as a support system to

the Market director in key roles that reinforce the goals of the total Tampa market in terms of weekly,

period, and yearly hurdles being obtained. The Dbay Transportation Managers oversee the driver’s to

ensure product is appropriately been delivered, merchandised and collecting damaged and unsolicited

product is being picked up from customer accounts. Small Format TSM’s are generally responsible for the

success of the AM’s territory meeting all sales standards.

Role of Account Manager

The AMs’ roles are to ensure that every customer account is properly set to company standard,

serviced as scheduled, create and build on on-going customer accounts, grow market share and sustain

overall success in accounts over all competitors. AM’s are considered the frontline employees that drive

the sales for the business and create interchangeable outcomes to the sales trade. Moreover Account

Managers are responsible for growing market share, increasing route sales, managing and creating

financials targets, provide solid marketing capabilities for execution. Including but not limited to attend

scheduled meeting to report managed route expectations, explore options for route growth/ potentials

maintain retail environments, accomplish profit margins, gross profit dollars, solicit new business to

increase volume/new package distribution and provide route/account development.

Qualifications include:

✓ POP placement

✓ Smart Selling capabilities

✓ USell programming/ navigation

✓ Negotiations skills

✓ Databank development principles

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✓ Precise perception of marketing skills

✓ Ability to collect and manage personal; confidential customer data

✓ Experience with soliciting new business

✓ Route/Account development

✓ Excellent verbal communication skills

✓ Knowledge of customer products/ relations

✓ Organization skills; crafty personality tactics

✓ Know how to sell and execute promotions

✓ Able to execute physical work

Perform 10-12 hours of physical labor per shift

It is with great idea that the Account Managers create solid and long-term customer

relationships to increase new business/ package distribution within their area boundaries. The most

important role for AM’s is to serve as a key point of contact for all customer needs and inquiries while

continuously communicating with major stakeholders to surface issues; problem solving immediately. All

of such responsibilities are not limited to organizing, filling and submitting customer and company

documents; soliciting new accounts including filing credit applications.

Account Managers also identify sales opportunities while selling in and executing promotions plus

ensuring that the placement of equipment is ordered, received and maintained as necessary.

Nevertheless, ultimate goal of the AM is to ensure customer service is solid, concrete and reliable for all

customer requirements.

Due to the high intensity of requirements, structure of job task along with continuously

innovation for an SFM Account Manager, it is important that each new hire, mid-level and even senior

level employee be properly trained on specifics of job objectives. In such a demanding work environmen t,

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AM’s are usually only trained through word of mouth and learning practices on their own will after

entering a position in the job title.

Although tasks are completely for the majority of the time as requested, the actuality of the odd

ball requirements and added tasks on the AM’s make the work environment exclusive for each individual

route and task of each AM. Because there is a lack of understanding of how to approach all of these

distinctive tasks in a specific time agenda, causes a gap of awareness for AM’s in reference to the central

performance tasks associated with job and the actual key sources that is involved with Managing a route.

Although there are levels of sources AM’s can take to seek help, many are still overwhelmed with the

“considered” normal day routine of an Account Manager. This gap in lack of suitable leadership and

proper training causes AM’s to become discouraged, strained, and unappreciated of the everyday work

load they produce. Below, in illustration 1 the knowledge gap is identified.

Illustration 1: Informational Gap for AM and supporting roles

Professional/compr Understanding
No current/ strategies of
ehensive training on
improper training executing in a
properly managing
model tailored work
an Executive route
environment

Current Ideal Knowledge Gap

The process model in illustration 1 demonstrates the current training conditions and the vast

opportunity for improvement. After the needs assessment was conducted, there were proven

weaknesses in the current training practices. (Rothwell, William J., Kansas, H.C. 1993). Thus, the effort to

create, implement and sustain a new training model for the AM’s and supporting coworkers will obtain

the company’s sole mission and vision for the sales department.

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 Problem Analysis

Current Training Model

Although the company does not have a current official training model, the existing training

methods utilized for new, pre-existing and senior persons involved in the Account Manager role are those

of self-awareness, trial-and error, through the assistance of fellow coworkers, and minimum managerial

support. Since AM’s are primary required to have mild experience is sales, there is no formal training in

place for the sales team to take advantage of.

However, the best illustration of a similar instructional model that Pepsi has available for

instructional training online is likewise in nature to that of the Addie Model (Richard Cultatta, 2013).

Although this representation is merely a basic idea of the training instructional available, it is important to

note the actual training available is not even a fraction of what is provided in the Addie Instructional

Model to employees for training but instead this illustration will be the simplest way to describe the basic

idea training current available to the sales team.

Illustration 2: Addie Model Instructional Training Model

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 Before candidates are actually hired, they are required to go through two phone interviews. The

first in which is simply a screening of generic questions about the individual. The second phone interview

is for either to set up the initial interview or decline to go further with the candidate based on prior

experience. During the pre- screening process individuals are also asked of an acceptable pay for the

position to start with. If both parties agree, the process proceeds.

Following the pre-screen process, candidates are contacted a third time for the invite of an

interview in their local area. After interviewing, candidates are usually informed that they will be

contacted within 3 business days to provide the individual with feedback on process of acceptance. As

well, candidates usually are invited to a tour around the facility in the location in which they will be

working.

Next, if chosen from the Human Resources pool of applicants, selected individuals are contacted

via phone call from personnel in California to verify all proposed topics and information initiated via the

pre-screen call are accurate and acceptable for Candidate’s approval for work obligations. After the

phone call is successfully completed, candidates are asked to come in for orientation. While in the

process of orientation, individuals are asked to provide proper identification and birth record to be placed

on file. Thereafter, individuals are required to watch instructional and training videos on safety,

professionality, and the everyday work life of working at Pepsi Beverages Co.

After the pre-hire process is implemented, candidates are required to complete a drug screening

process within 24hrs to adhere to company policies for the completion of the hiring process. Once hired

on, the new hire is required to report to the department in which will be working in. New hires then

receive a training schedule from their department supervisor for a three day period, in which they are

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given contact to the person of help to assist them in training and a schedule to abide b y for the duration

of training.

After the peer training process is accomplished, the new employee is placed in a sales training

role where they cover current AM’s while on vacation, administrative leave, or in other relevant

circumstances. The placement of the new hire’s role as an official Account Manager is based on the

availability of an open route. However, most Sales Trainees are placed in permanent roles within 2

months of joining the sales team.

Throughout the year, new employees are monitored for the success of their development in their

gained found position. Employees are advised and evaluated from their supervisor, the Operational

Manager, and fellow team Managers. It is expected that the new hire is fully developed by 6 months of

service in the sales environment. The annotations assessed by the upper level management are through

text, team meetings and personal evaluation methods.

Results from the trade are the primary tools for measuring the employee’s progress on their

assigned route. Although there is not an official guideline for measuring the success of the employee’s

learner methods and development, all individuals are expected to review additional training methods and

procedures via employee handbooks and online resources available. Illustration 3 will provide more a

detailed description of the training model the sales department currently uses for Sales roles at Pepsi

Beverages Co.

Illustration 3: Current Training Model for AM roles

3 day training in Self-implementation Evaluated throughout

trade and development in process
trade

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 Complications in the current Training Model

The current training model is structure very simple and has many weaknesses involved in
the learning process for individuals. The training model in force has many of the same similarities as that
of the Addie Model even in which some stages are still regretting to implement fully as there opportunity
for improvement. This current method does not ensure the entire effectiveness of training pro cedures that
should be in full force to meet the departments and company’s ultimate goals.

There many issues currently incorrect with the generic training available such the initial stage of
the training where learning objectives should be targeted as specified. New employees should have only
senior level personnel training them on expertise. All training methods and guidelines provided should be
accounted for on documented training sheets. Training should also be longer than three days due to the
lack of skill that can be truly gained in such a short time period. Proper efforts on training should be
measured as well from new hire as a peer evaluation to discuss what they learner while training.

Currently there is no management involved in the training processes. After the three day period,
new found employees are left on their own to learn additional materials and skills sets associated with the
job tasks. Lack of managerial support is a key element in the success of a new individual on the team as it
creates a more concrete and specialized training for the individual. It could also serve as an additional step
in the training process to be sure that objectives are being accomplished. The illustration below shows the
identified problems and critical revisions needed to implement a successful strategy.

Illustration 4: Chart of Problems and Revisions necessary

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Identified Problems
1. Current model is not a complete
representation of a solid model.
2. There are core concerns with the
initial training structure.
3. Lack of managerial instruction
cause cross views and mistakes in
work environment due to the loss
of support
4. Lack of knowledge of details
associated with the full job
responsibilities
i.e. AM’s are required to fill
product, replenish shelves and
know brand flow of placing
product. Excessive lifting, walking,
driving and bending for long
periods of time is all a part of the
basic requirements.
5. Knowledge gaps are identified in
the late stages of development
6. There is no formal measurement
of effectiveness in the trade as
evaluations and work
environment accesses.
7. Actual results in trade are not
always are reflection of work
produced in the trade
Recommendation: An Innovative Model
Necessary Revisions
1. Follow revised Addie Model for
better instructional methods to
train.
2. Create better policies and
practices with a structured
training module
3. Create management guides for
the purpose of feedback for both
the supervisors and employees
4. Account for route responsibilities
by one-on-one instruction for
supervisors during a route ride
with employee.
5. New employees will complete 3
months of monitored training
along with completing associated
testing for different phases in
learning process.
6. Create respectable
documentation for tracking
development.
7. Management submits route
support sheet every two weeks to
ensure they are involved in
learning.
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 The current model of training is too simplistic for such a demanding and critical role in the
company. There are further steps that need to be addressed then that in which the current training model
is missing. After a close review, the system chosen was deprived of the Morrison, Ross and Kemp
Instructional model for the new training instructions with some particular revisions. Illustration 5 shows the
original version of the new training model before revision.

Illustration 5: Kemp ISD Model

The details specific to the new instruction model are as follows in figure 6

The Kemp Model was selected various reason associated with the new training as stated below:

a. Although the model is a little more expensive than the standard generic instructional model, it
is well worth the funding that is still quite afford by the company to implement. It creates a
stable training environment for employees.
b. The new model is very structured and detailed to the learner’s performance and abilities to
comprehend in a more strategic work environment.
c. Learners have the support they need all throughout the duration of training and continuously
will be evaluated throughout the training process.
d. The model creates 1 new step to establish performance goals upfront so employees are not in
confusion to what are all the tasks associated with the job function.
e. The new model still follows every step in the kemp model with one additional step to clarify
performance objectives in the proper timing.

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 f. The new model is specific to the sales department flow of how training should be organized
for such an engaging job position.

The Kemp Model has every step to a science as far as how instruction should be delivered expect
one critical step that was missing and added for the specification of the Sales Department. The following
revisions were created to more specialize the instructional deliverance process:

a) First stage was changed to Establish Performance Goals from Instructional goals
b) An additional step was created to specify route objectives and goals which could also be
considered content
c) Last, Instructional problems were moved to the left of establishing goals as it is still a critical
part of the process but specifically for this program, it connects to better after employees know
what instruction is established in order to be assessed.

Figure 6: New Model Representation

Establish
Performance
goals

Instructional Distinguish
Problems Learner
Characteristics

Evaluating
instruments Tasks Analysis

Evaluation

Development of
instruction Instructional
Objectives

Delivering
Communication
Route Sequencing

Instructional
Strategies

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The specifics of the new model are detailed below:

1. Establish Performance Goals

In the first step the immediate supervisor would be responsible for establishing performance
goals associated with tasks. This includes information about the everyday tasks associated
with being an Account Manager. In this step, employees should have a live day in the trade
with their management team to discuss proper procedures of handling and maintaining
route.

2. Distinguish Learner Characteristics

In this step after going into the workforce with the individual, management should be able to
then access how the learner takes action and what protocols are needed to further proper
education to individual. Also higher level officials should determine if the learner is gaining
knowledge as needed to proceed to the next level of the training process. This step should
occur at least for a month’s time frame before proceeding to the next level of training.

3. Tasks Analysis
The next step should involve an engaged analysis of tasks being performed by individual to
access the deliverance of such duties associated with training. Also management team should
provide an elevated performance task sheet to record productivity and progression in the
training process. At this point of the training process, about 5 months into the training, the
individual will be required to pass an assessment test associated with all job functions for the
accuracy of implementing them correctly and in a timely manner.

4. Instructional Objectives
The fourth step of the training process outlines the performance objectives and how they
relate the probability of the company process. In this stage, management should have a one
to one evaluation with the individual to talk over the important key element associated with
the job function. The importance of key objectives with specific route details including
volume expectations, weekly and period goals not limited to yearly goals as well.

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5. Route Sequencing
In the fifth stage, the manager in charge will route ride with the employee to ensure that
objectives previously noted are being executed daily. Management will also have an
opportunity to see in person the accomplishments the AM is making on their route. Manger
will perform a work evaluation of the individual based on performance shown. Manager will
also talk to customers to receive a more strategic level of feedback and involvement. This
step will take place approximately about 6 months into training.

6. Instructional Strategies
In this step, based on the feedback from the customers in the trade, actual performance
measure and hands on training with management, the manager will deliver more efficient
work tactics if needed for individual to adjust to while still in training before exiting the
training process. Employee will be provided a work sheet with improvements needed to
better implement strategies to accomplish overall goals in the trade and on the assigned
route.

7. Delivering Communication
Next, in the 8th month range of training, employee will have a formal interview with the
Market Director, Operational Manager, and immediate supervisor to discuss development of
route performance. In this meeting, employee will be asked to provide any feedback or
additional assistance the feel they need to be successful on the route assigned. Manger will
discuss records and feedback on employee associated with route rides, feedback from
customers and what they have witness from shadowing the individual for the past 8 months
of development. The process will take up to 1 hour and will resume if further assistance is
needed in assistance of the new Account Manager.

8. Development of Instruction
In step 8, the individual will be assigned a standard test to take to access the knowledge
learned in the training process. This test will be taken in the sales building under the
supervision of the Market Director for confidential purposes. After completing test, result will
be given within a week from the performance test and evaluated by the immediate
supervisor for direction of where the employee stands in the position. The test, along with

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 manager evaluations will be measured and documented in the employee’s performance
tracking chart for record purposes.

9. Evaluating Instruments
In this step, will determine whether current instruments used are feasible for the training
process. Make adjustments as needed.

Instructional Problems
In the last phase of the revised training model, the employee will have the opportunity to
suggest changes and prospects on the route. Also the employee will be asked to do an
anonymous survey on the department, manager and assigned route itself to determine if
further measures need to be taken for the success of each individual placed through the
training program. Although this stage can be implemented at any giving time in the process,
this is the conclusion stage of training and will be a total assessment of how the individual has
evolved in the process of training. This process will be initiated 1 year into the training
program.

Requirements
The new model will not need the implementation of a new team to create vivid
instructional resources as it will be done by the Human Resource team and associates.
Human Resources will provide all additional materials needed to make the training process as
feasible as allowed. However, the new implementation will require the most elite HR
specialists available to brand the new model and make it engaging to new trainees. The team
of specialists will be required to have certain skills sets and knowledge of training and models
to possess success in the development of the new training model.

Endorsement
The results from the training program will be proven from higher level individuals associated
with applying training model and the actual trainee as well. Results will also be proved
through the change in the work environment and the strategy trainees are taking out to the
trade. Additionally, data on the training model can be assessed by during pre-test and post-

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test on individuals entering and leaving the training program. Surveys can also be conducted
for the measurement of honest feedback.

Conclusion
The new 10 step instructional model is far different from the literally minimum training
process currently provided for the Sales Department at Pepsi Beverages Co. This new training
model provides inclusive and thorough developmental strategies that take a look at every
level of engagement within the training process of an Account Manager’s role. The detailed
guidelines provided in the model will examine every level of responsibility associated with the
duties in the role including but not limited to physical abilities to confidential practices
needed to be successful in this new training model.

The revised Kemp model is recommended because it provides the continuous training
and evolution of support needed for management established in the needs assessment. The
model entails many more elements than that of the original training process and will create a
more sustainable development and work environment through clear and precise instructions.

The benefits of the new training model are evident as costs are associated because no
additional resources will be needed to execute the model. Because Pepsi will use the HR
team to be the primary leaders in promoting the new framework, they will save on the
budget form outsourcing if unnecessary. Hence, the return on the efforts enforced for the
training program will produce better results in the trade and overall in sales if all steps are
implemented correctly.

The new model proves reliable successful measures if as stated above every step of the
process is strategized correctly. The customers and even management team will benefit from
the new model because situations are addressed correctly and not out of order.

The few challenges that will be faced upon and during process is the idea of every team
member, management, and Resources Managers are all on board to take execution in the
same direction. To fully implement this new structure, facilitated time increments need to be
addressed due to the high involvement needed from managers and supporting officials to

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make the process the more fruitful for the individual and company as a whole. The new
change in training structure will create a better work environment for all faces in the
department because all instruction will be communicated and positioned effectively to
reduce stress, promote accountability and address concerns in work environment
immediately.

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