| imes we forget the basics, what are we really | | | | sales person see me as unique, and have they |
| trying to achieve by training the sales force? | | | | taken the time to do the research |
| What are the issues we are trying to address, | | | | * Authority - when things go wrong with the |
| and how do we see sales training bridging the gap | | | | project, since they normally do, will this person |
| between where we are now and where we want | | | | have the authority within their company to get |
| to be? | | | | the problems sorted out quickly. |
| We believe there are probably four main | | | | For the sales people - having looked at the |
| stakeholders involved in sales training: | | | | company's and customer's perspective on sales |
| For the company executves - listed below are | | | | training, what about the sales people themselves? |
| some of the common issues we hear from | | | | Try answering these questions |
| executives regarding the issues they see with | | | | * Who decides what training the sales person |
| managing the sales team | | | | needs? |
| * Business predictability - how can we improve | | | | * Is the training part of a long term, structured |
| the accuracy of forecasts for orders, revenue | | | | individual development plan? |
| and margin. | | | | * Has the need for the training been explained |
| * Higher level customer engagement - why can't | | | | together with the expected outcomes? |
| we get higher to the customer's executives, and | | | | * Are similar courses repeated year after year |
| focus on value not price. | | | | that everyone attends? |
| * Consistent performance - how do we reduce | | | | * What are the expected outcomes and changes |
| the variance at both team and individual level. | | | | in behaviour? * Who measures the success of |
| * Product and services mix - how can we get the | | | | the program? |
| sales team to sell the optimum product and | | | | Key reasons for training from a sales person's |
| services mix. | | | | perspective should be: |
| * Raising the amount of customer selling time by | | | | * Professional improvement, looking as sales as a |
| reducing the time taken on administration and | | | | worthwhile career. |
| emails. | | | | * The training will help meet my objectives |
| * Consistent customer experience - how do we | | | | targets and hence earn me money. |
| get this across the team. | | | | * All training looks good on a CV. |
| * Winning of new customers and getting existing | | | | * Its interesting to have time to reflect and gain a |
| customers to take a wider range of products and | | | | different perspective. |
| services. | | | | Too often sales training seems to be undertaken |
| For the customer - have you ever put yourself in | | | | with little communication with the sales force to |
| your customers' shoes? What attributes would | | | | explain why they are there, what the benefit of |
| you like to see in people you do business with? | | | | being there will be and what is expected to |
| Again, the ideas below is based on our | | | | change after the training. |
| experience, and they happen to form a | | | | For the sales managers - most sales managers |
| memorable acronym IKEA | | | | have between 6 and 12 sales people working for |
| * Integrity - does this sales person display the | | | | them. How do they know what they are saying |
| level of honesty and reliability that gives me | | | | to customers, and how they are positioning the |
| confidence to buy from them. | | | | company? They cannot be at every face to face |
| * Knowledge - do they possess the knowledge | | | | call or on the phone at each customer contact. |
| expected of them in the following areas:o Their | | | | We recommend the introduction of a structured |
| company - history, philosophy, culture, strategy, | | | | sales process that is repeatable, and can be |
| processes, people.o The market - general market | | | | analysed and individual performance measured at |
| and business drivers, my company's specific | | | | each step. |
| vertical market issues.o Their products/services - | | | | By being able to use the same structure for each |
| high level benefits linked to my own company's | | | | sales person, the sales manager will be able to |
| business drivers and issues.o The competitive | | | | identify areas that individuals need help in, and |
| landscape.o My company - see empathy.o | | | | coach them accordingly. Conversely, if everyone |
| Technology - not at a detailed technical level, but | | | | is using there own system, it is very difficult to |
| a broad understanding of technologies from a | | | | analyse where a person is in the sale, and what |
| business perspective. | | | | measures they need to take to get back on |
| * Empathy - "before I care how much you know, | | | | course. |
| I want to know how much you care." Does this | | | | |