2978298
Descripción
Fichas por Sarah Yuzaidi, actualizado hace más de 1 año
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Creado por Sarah Yuzaidi
hace más de 9 años
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| Pregunta | Respuesta |
| Importance of Training | 1. Customers more knowledgeable - more demanding in quality & service 2. Global market place - increase competition 3. Sales people need to operate on all levels (from purchasing departments to CEOs) |
| Sales Training | - Long-term investment - Ongoing - Multi faceted (market knowledge, product knowledge, interpersonal skills, sales techniques, information technology) |
| Long-term Objectives of Training | Increase profit Grow your results by growing your people Achieved through: improved customer relations, reduce sales turnover, better salesforce control, increased saled |
| Short-term Objectives of Training | Speed development staff Role clarity Morale |
| What trainings should be | Needs to be focused on problems that can be solved - Comprehensive - Relevant - Customised - Tied to performance objectives - Motivational |
| Assess Need Before Training | - Analyse gaps between sales force skills and channel member skills and firm's objectives - Training should fill those gaps - Big mistake to not do planning - Need to develop training programs |
| Developing Training | 1. Performance Needs Analysis 2. Training Needs Analysis 3. Feasibility Analysis |
| Performance Need Analysis | Why you think salespeople need training? What are the problems? What is happening and what should happen? How will they improve after? |
| Training Needs Analysis | Who will attend? What are the training objectives? What should they be able to do afterwards? How is success measured? |
| Feasibility Analysis | 1. What is the budget? 2. How long will it take? 3. It is practical? 4. Is there managerial support? |
| Initial Sales Training Programs | What is the product? Why do people buy it? Who participates in the buying process? How do I find quality buyers? What differentiates the product? (Adv.) Who are the major competitors? Product strengths & weaknesses |
| Continuing Sales Training Programs | Shorter more intensive courses Specialised topics - Building partnerships - Penetrating customer organisations - Making professional calls - Become team coordinators - Understanding technology |
| Coaching/Training Techniques | Group Training Individual Training |
| Group Training | Formal training programs - lectures - group discussion - role play - conferencing - simulation games - demonstrations |
| Individual Training | Informal methods - On-the-job training - Literature (manuals, workbooks) - DVD/Video/Audio - Computer-based training/games |
| Preparing Trainees | MUST see benefit Understand WHY they are being trained Pre-training briefings |
| Pre-training briefings | What the objectives are - set goals Why individuals were selected The business need the sales manager hopes to meet Management should be seen to endorse training |
| Lack of Motivation | Lack of Commitment Lack of Learning Waste of firm's resources |
| Motivation During Training | Encourage involvement/Engage trainees - Establish safe environment for leaning - Use positive reinforcement - Active formats (like role play) - Recognise early success - Include sufficient practice - Encourage self evaluation |
| Post Training Reinforcement: Coaching | ABSOLUTE MUST Informal give & take discussions Managers prepared to implement what has been taught Managers-salespeople trust Reinforce what has been learnt |
| Training Evaluation Methods | |
| Motivation | Key role of sales manager to ensure that sales people perform their job well - Dynamic interpersonal process |
| Dynamic Interpersonal Process | Work-related behaviours of the subordinate sales people to attain firm's goals and objectives (Initiation, Direction, Intensity, Persistance) |
| Content Theories | Need for Rewards & Recognition 1. ERG Theory 2. Maslow's Hierarchy of Needs 3. Needs Theory 4. McClellands's Dual-Factor Theory |
| ERG Theory | Existence Relatedness Growth |
| Needs Theory | Need for Achievement Need for Affiliation Need for Power |
| McClelland's Dual Factor Theory | Motivators & Hygiene Factors |
| Process Theories | Thought process of employees 1. Equity Theory 2. Expectancy Theory 3. Goals-setting Theory 4. Attribution Theory |
| Equity Theory | Employees compare themselves with others |
| Expectancy Theory | Expected consequences determine actions |
| Attribution Theory | Motivation based on why events occur Based on internal and external attributions |
| Goal-setting Theory | Linking rewards directly to individual's goals |
| Reinforcement Theory | - Deals with consequences of behaviour - Principles of learning to strengthen, maintain or eliminate behaviours - Reward or Punishment |
| What motivates top sales performers? | Need for status Need for control Need for respect Need for routine Need for accomplishment Need for stimulation Need for honesty |
| Recognition Programs | - Based on objective performance only - Everyone should have a realistic chance to win - Should be done publicly - Should be done in good taste - Should be highly publicised |
| Why sales contests are losers? | - Overestimating goals - Neglecting to publicise - Rewarding only top sales people - Viewing sales contest as a pancea |
| Emerging perspectives to motivation | - Organisational commitment - Job commitment - Organisational climate - Learning orientation |
| Empowerment & participative management | - Strong motivators - Play integral role in decision making, problem solving, goal setting, & suggesting organisational changes |
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