Академический Документы
Профессиональный Документы
Культура Документы
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
9-14
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Determine Objectives
Assessment of Training Needs at Different Levels
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
After identifying needs, create training and development plan for reps
Plan should include courses rep should take at career milestones, training from outside vendors, job rotations exposure, etc.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
2. Market/Industry orientation
3. Company orientation 4. Selling skills 5. Time and territory management 6. Legal and ethical issues
7. Technology
8. Specialized topics
9-19
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Product Knowledge
Companies that produce technical products spend a greater amount of time on product knowledge KSAs?
Product Knowledge
KSAs = knowledge, skills & abilities
Task-related KSAs: essential elements to sell Growth-related KSAs: adaptive, creative, attitude, etc. Meta KSAs: salespersons self-development & self-management
Self-Assessment Library
Go to http://www.prenhall.com/sal/
Access code came with your book
9-22
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
9-23
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
On-the-Job Training
Exposes new reps to practices, products, and customers immediately
New hire will learn to model the behavior of the more experienced rep
Refresher courses for more experienced reps cover advanced sales skills
How to work with larger or more complicated customers or advanced products and services
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Integrating Technology
Keys to successful sales technology training include
Ensuring that reps see benefits of technology so they will accept and use it Thoroughly training reps to use technology both in the field and out
Account management
Team selling Negotiating contracts Category management Other advanced training conducted as part of an industry-wide seminar
Summer institutes or graduate courses offered by colleges, universities, and professional associations
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Dedicated sales training team within the firm? Large number of people needing immediate training? Outside technology partner to facilitate delivery?
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Is the program needed on a regular basis or is it only needed once? Can it be rolled out gradually or is it needed immediately? How involved do sales managers need to be?
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
One-way flow of communication Two-way flow of communication including feedback Delivering info to reps iPod or similar device Web sites individual reps can put up on short notice and post to
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Value to Individual
Trainee feedback, training staff comments, supervisory feedback Most frequently used method Dont show if anything was really learned and applied
Reaction
Learning
Measuring the amount of information participants mastered during the program Doesnt necessarily reflect if material can be applied productively back in the field
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Value to Organization
Identifies to what degree trainees applied training principles and techniques to their jobs (learning transfer) Research shows this level of evaluation has only a few shortcomings and is particularly useful
Behaviors
Results
Whether or not an organization achieved objectives it sought by conducting training More sales, fewer complaints, higher svc rating? Difficult to tell if results are because of training or other factors Utility analysis: looking at economic impact the training had by examining cost-benefit trade-offs of training program
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Does the program incorporate adult learning principles into all aspects of the training? Does the content emphasize the essentials, not every possible detail? Does the program provide participants with the materials they need without overwhelming them?
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Is the instructor up to date in the use of most current technology? Is the instructor able to utilize the technology that best fits the learning situation, rather than using technology for the sake of appearances? Can the instructor bring the course material alive via an effective presentation regardless of the technology used?
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Does the instructor have an interest in participants personal growth and learning?
Evaluation
Does the instructor seek feedback to improve the program? Does the program include an evaluation process to capture information on the trainings effectiveness, learning retention by participants, and the use of learning related to the firms day-to-day business practices?
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Your boss emails concern about lack of field support for Financial Project Tracking software Reps fired up about software at first, received training
Newsletter for about 3 months, nothing for 18 months
Reps would appreciate additional training, but they dont want the training program they want to know how to overcome specific issues related to selling the product Conduct opportunity analysis to identify where in the sales cycle reps need extra training
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Training: Examples
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall.