| Are you about to get serious about your sales | | | | as one of the easiest and least expensive models |
| training program? Maybe in the past you simply | | | | and measures reaction to training, evaluates actual |
| relied on hiring sales people with proven track | | | | learning, measures sustainability of new sales |
| records but now you see the value of having a | | | | behavior as well as bottom line results. |
| unified professional approach that assures that | | | | 5. What Characteristics should your training |
| your company is being represented the way you | | | | provider have? |
| want. But before you race out and buy the first | | | | Find out what style of training the trainees feel |
| course you come across, think about using these | | | | most comfortable with and include that in your |
| steps to really evaluate what you want. | | | | evaluation of providers. Consider the sales |
| 1. What will the sales training achieve? | | | | philosophy of a provider and determine if their |
| Meet with the various stakeholders whose | | | | materials, presentation style, follow up and |
| operations are directly affected by sales and get | | | | expectations match those of your own |
| their input on what they would like to see as a | | | | organizations. How will the provider measure |
| result of sales training. Decide how the training will | | | | success and how will they communicate that to |
| look like and what format is best. Establish firm | | | | you. Lastly what are their credentials and |
| objectives that can be measured and have a tool | | | | certifications? |
| to determine if the objectives have been met. | | | | 6. How Do You Find Providers? |
| 2. Get Input From Others | | | | Probably the best answer to this challenge is to |
| Specifically from the trainees. What do they | | | | work your network with competitors, vendors |
| expect to get out of sales training? Other | | | | and community resources. Ask your existing sales |
| stakeholders outside of sales should be consulted | | | | force for ideas. You may have someone who had |
| for what they think training should include. Run | | | | great training before joining your organization. If |
| time frames by all regarding total time for each | | | | you have a university in your community ask |
| phase of training. | | | | them for referrals. Don't dismiss the idea of online |
| 3. Establish a budget | | | | training particularly as an ongoing training tool. |
| Your program will only be a serious as the budget | | | | 7. The Evaluation process |
| is. Determine a provisional budget for cost of | | | | When you solicit proposals, be sure to include a |
| instruction, accommodations venues and other | | | | requirement for case studies or other |
| expenses. It's important to have an approved | | | | demonstrations of a guaranteed ROI. Don't accept |
| amount before negotiating with training providers. | | | | references at face value, check them thoroughly |
| 4. Agree on Evaluation Process | | | | and determine the satisfaction level of previous |
| For the minimalist, this could simply be a | | | | clients. Run their names through your network |
| comparison of gross sales before training | | | | and see what you get back. Ask if they are willing |
| compared to results after training. However, | | | | to spend time before award to meet your sales |
| agreeing on what will be used to measure results | | | | force and then get the opinions of your people. If |
| should be more complex to improve the process | | | | you can get a short list of qualified firms then it's |
| in the future. The Kirkpatrick System is viewed | | | | pretty much a coin flip. |