The document discusses sales training, including defining sales training, the sales training process, assessing needs, setting objectives, evaluating alternatives, designing programs, performing training, and following up. It describes assessing needs through audits, testing, observation, and surveys. Objectives may include increasing sales or profits, improving knowledge, and developing future managers. Alternatives for training include who conducts it, location, and methods/media. Training is then performed, followed by evaluation. Ethics training should also be provided to help salespeople handle difficult situations.

2. 1. What is sales training
2. Sales training process
3. Assess sales training need
4. Setting objectives of sales training
5. Evaluate training alternatives
6. Design Sales training programs
7. Perform sales training
8. Conduct, follow up and evaluation

3. Sales training is the effort put forth by an employer
by an employer to provide the opportunity for the
salesperson to receive job-related culture, skills,
knowledge, and attitudes that result in improved
performance in the selling environment.

4. - Increased sales activity level
- Build confidence
- Make the sales cycle brief
- Success Encourages Even More Success
- Learn to focus on customer behavior
- Know people

5. - Compliance Training
- Safety Training
- Skills Training
- Employee Benefit

6. Induction training is a type of training given as an initial
preparation upon taking up a post. To help new people get to work
initially after joining a firm, a brief programme of this training can
be delivered to the new worker as a way to help integrate the new
employee, both as a productive part of the business, and socially
among other employees. It often contains information dealing with
the layout of the firm's operating facility, health and safety
measures and security systems.

7. Assess
sales
training
needs
Design
sales
training
program
Set
training
objective
s
Evaluate
sales
training
alternative
s
Perfor
m sales
training
Conduct
follow- up
and
evaluation

8. Purpose:
To compare the specific performance related skills, attitudes,
perceptions & behaviors required for sales force success with the
state of readiness of the sales force.
Methods of Needs Assessment
Sales Force Audit
Performance Testing
Observation
Sales force Survey
Customer Survey

9. •
Puts training needs in context of organizational needs
(business drivers)
•
Validates and/or augments sponsor’s ideas about the
need for training
•
Ensures training design will respond to need
•
Identifies non-training issues influencing performance
•
Ensures survival of training function
•
Establishes foundation for post-training evaluation

10. Increase sales or profits
Improve Company Knowledge
Create positive attitude and sales force morale
Clarify Responsibilities and Expectations
Reduce role conflict and ambiguity
Introduce new products markets and promotional programs
Develop sales people for future management positions

11. Ensure awareness of ethical and legal responsibility
Teach administrative procedures
Identifying customer needs
Minimize sales force turn over rate
Enhance sales skills
Improve team work and cooperative effort

12. •Sales manager considers various approaches for
accomplishing the objectives of training
•Many more alternatives exist today than in the past.
•The evaluation of alternatives of three questions
-Who will conduct the training
-Where is the location?
-Which method and media are best suited for
conducting the training?

13. Selecting sales trainers
• Sales manager is the most important sales trainer
• In large companies a full time sales trainer is often
available
Selecting sales training location
•Most sales training is conduct in home, regional, or field
offices
•Manufacturing plants are also popular training sites
•Some company use non company sites such as hotels or
conference centers to conduct training

14. Training is scheduled
Travel arrangement made
Media selected
Speakers hired
Other details arranged

15.  This is particularly true in better sales training
programs
 Sales managers should assess the clarify of training
materials
 Feed back from the trainers might be solicited on
everything from the effectiveness of external
trainers to the adequacy of the physical training site

16.  It is always difficult to measure the effectiveness
of sales training.
 Steps in evaluation.
• What should be measured?
• What should be the information collection
method?
• What should be the measurement method?
• Analyze the data, determine the conclusions
for making recommendations.

17. Sales people should be provided with the company’s code
of ethics and informed of the organization’s policies
concerning ethical behavior.
Furthermore, by providing salespeople with potentially
troubling ethical scenarios, having them respond, and then
explaining how a similar situation could be handled, it
may be possible to lessen salespeople’s concerns about
such situations.

18. • 10/MS/004 M.P.D.S.Ananda
• 10/MS/034 D.M.D.S.Dissanayake
• 10/MS/105 S.L.C.D.Samarawickrama
• 10/MS/138 O.T.M.W.A.Bandara
• 10/MS/169 S.M.Habaragamuwa
• 10/MS/191 A.G.C.M.Kumari
• 10/MS/217 N.M.C.K.Nawarathne
• 10/MS/249 N.D.N.P.Rupasinghe

19. 1) http//:www.wikipedia.com
2) http//:www.slideshaire.net
3) Sales Management Decisions, Strategies and Cases,
Richard R Still, Edward W Cundiff, Norman A P Govoni,
5th
Edition, 1998, Asoke K Ghosh,Prenticehall of India
(pvt) ltd, M-07, Connaught Circus, New Dilhi