5 sales management ifim

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Sales Training Programs Purpose:

To achieve improved job performance Supplements experience

Process (A.C.M.E.E.)

Planning (A.C.M.) Executing

Evaluating



Planning Sales Training

Programs Identify Training Aim

Deciding Training Contents Selecting Training Methods




Programs Identify Training Aim

Job specifications Sales-related marketing policies

Trainees background and experience

Identifying continuous training needs




Programs Selecting Training Content

Product Data Sales Technique

Market Data

Consumers

Competition

Company Information




Programs Selecting Training Methods

The Lecture Method (Traditional)

The Personal Conference (Problem Analysis) Demonstrations

Role Playing

Case Discussion Method

Impromptu Discussion Sales Games

On-the-job training

Additional Programmed Learning (External Courses)

Individual or Group Training Methods



Executing Sales Training

Programs Training Methods:

Conditioned Response Method

All expected to react in the same way to any

given situation

Insight Response Method

Seeks to develop trainees insight and analyticalskills

Appropriate for developing individualized ways of

selling



Executing Sales Training

Programs Organization for Sales Training:

Identifying sales trainees

Sales Trainers: Internal/External

Timing: Initial/Continuous

Training site

Training Instruction Materials and Aids



Evaluating Sales Training

Programs Training History of Performance before

and After Training

Discriminant Analysis

Session Reviews/Feedback

Immediately after training program

After gaining additional field experience

Tests and Examination Measurements



Motivating Sales Personnel Motivation:

Goal directed behavior, underlying which are

certain needs or desires

Sales jobs have experiences that result in

series of exhilaration and depression



Motivating Sales Personnel Sales person's role conflict:

Linkage with:

Sales management

Department that handles order fulfilment

Customers

Other company sales personnel (colleagues) Conflict: Being a go-between of customer and

company whose interest is dominant?

Experience and training reduces this conflict



Motivating Sales Personnel Tendency towards apathy:

A sales person in the same territory gets into a

routine and loses enthusiasm

They require additional motivation to work with

renewed interest

Linking sales persons working alone to groupperformances increases motivation



Motivation Theories

Abraham Maslow: Hierarchy of needs

Basic physiological needs

Safety and security needs

Belongingness ans social relations needs

Esteem needs

Self actualization needs



Motivation Theories

Herzberg's Two-factor theory:

Hygiene factors

Motivating factors (achievement, growth)

Alderfer's ERG

Existence needs Relatedness needs

Growth needs



Motivation Theories

McClelland's achievement-motivation

theory

They like situations to take personal

responsibility for finding solutions

Tend to set attainable goals

They expect feedbacks

They are self motivated



Motivation Theories

Process theories:

Equity theory: Fair and equitable treatment

Expectancy theory (Victor Vroom)



Expectancy Theory

Utilizes 'valences' (effective orientations towardsparticular outcomes) multiplied by the strength of the expectations of these outcomes

This product yields an estimate of the force on

a person to perform a particular act

This theory is used to predict what motivates:

Job satisfaction, one's occupational choice, the

likelihood of staying in a job and work effort



Expectancy Theory

Motivation is a combination of :

Valence: What's in it for me? Instrumentality: Clear path?

Expectancy: My capability?



Expectancy Theory

IndividualNeeds(Goals)

IndividualBehaviour (Effort)

IndividualPerformance

Rewards andPunishments

Perceived effort-performanceRelationship

Perceived performancereward/punishmentrelationship

Recycling



Motivating Sales Personnel

Interdependence and motivation

Salespersons are partially dependent uponsuperiors and regard their authority as

appropriate

Superior is partially dependent on salesperson

for help in reaching sales revenue goals

Effective supervision means treating

salespersons as human beings with individuals

in their own right




Motivation and Communications:

Interpersonal contacts Arrange individual meetings with big bosses

Written communications

Notifications, bulletins Appreciations by written communication is

more motivating than verbal mode




Unionisation of Sales Personnel:

The nature of work, salespersons' individualattitudes, confidence in management's fair

compensations has been the cause for little

progress in unionisation of salespersons; within

a company or across the industry

5 sales management ifim

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