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Training A Salesperson?

Written by: Dan Schoepf

Article Overview: Many companies and sales managers remain blissfully unaware of the primary reason to train employees. The most common answer is to help them sell more. A very good answer but not the best answer. The best sales training works because it helps salespeople become continuously successful.

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Training A Salesperson?

What is worse than training a salesperson and having them leave?

Many companies and sales managers remain blissfully unaware of the primary reason to train employees. The most common answer is to help them sell more. A very good answer but not the best answer. The best sales training works because it helps salespeople become continuously successful.

Sales managers believe that training their team will help the individual develop. They often overlook two other entities that benefit from personnel development.

Customers — Informed, professional salespeople continuously prepare to meet the service and product needs of customers. Training salespeople gives customers the assurance that you value and respect their time. Knowledgeable, educated sales people add value. Customers trust and view them as business partners. Customers feel their needs come first when trained salespeople work with them.

Company — Retention and morale is higher in companies that invest in the development of all employees. Price seldom becomes an issue for the trained sales professional. Therefore profit margins improve and predictability of earnings leads to job stability.

The trained sales force produces more with confidence. In addition, they’re aware of trends in the market, technology, industry and environment. This knowledge enhances their ability to sell and the reputation of your company.

Training programs should address knowledge, competencies, ability, capability and skills.

The factors affecting the development of a sales team include:

External — market and industry trends, customers, economy, government regulation, society, competition, and personal bias.

Internal — company strategy, culture of the sales team, product lines and life cycle, customer service support, etc.

Ideal Prospects — how do we define, locate, understand and prioritize prospective business partners?

Next, how do we assess and address their needs? Many events and occurrences trigger the need for additional training.

Have customers in your market become more demanding?

Has your product or service become a commodity?

Has de-regulation impacted the sales environment?

Does your company offer new, broader or more complex products?

Does your team need new skills to address mergers and acquisitions?

Are customers more demanding?

Has your industry experienced high turnover?

Does the Internet play a larger role in your business?

Does your selling process need evaluation and re-engineering to serve the market?

Do star performers leave your company?

All of these reasons motivate progressive companies to implement training programs designed to ensure continuous success.

Companies that emphasize training and career development reflect positive corporate cultures. They understand that investing in training generates long-term revenue. Successful companies realize that training is not an easy fix. This does not inhibit them from training. They never wait for the “perfect” program.

Elite companies know that individual training (potentially more costly) provides a greater ROI (Return on Investment) than group training. Training as a group is more efficient, however.
The Internet, compact discs, and videos used in training programs are efficient due to ease of implementation. These training tools are not as effective as other training methods since we learn more by listening, doing, seeing and saying than by listening and reading alone. Sales training is highly effective when sales managers are active and play a significant role in the program.

Self-study and external seminars are the least effective form of training. Classroom study is slightly more beneficial. Nothing is more successful than participating, observing and applying the skills on the job and in the field.

Good training programs consist of three integral components:

Content - related to knowledge, skills, corporate culture and miscellaneous factors such as internal customers and other departments.
Methods — the best training programs utilize more than one methodology. Self-study, classroom exercises, external seminars and on the job training are beneficial elements of good programs. Mentoring is often over-looked. The salesperson shadows other professionals in roles related to theirs. Facility tours, days in the field with other sales representatives or spent in the office of customers can provide great training opportunities.
Participants — active participants. Sales managers, trainers, representatives, mentors and other department heads should participate. Attendance helps them understand the sales culture and challenges faced. They will also reinforce positive habits and behavior.
Training should be viewed as an investment in your team, company and customers. The ROI is immediate and positive.

What is worse than training a salesperson and having them leave?
Not training them and having them stay.

“I hear and I forget. I see and I remember. I do and I understand.”
Confucius

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About the Author: Dan Schoepf
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Dan Schoepf is the founder and President of Prospects… to Partners a sales and business development consulting firm based in Kansas as well as contributing author to http://www.adastrabusinesssolutions.com . He built the company by leveraging many years of sales success in the public and private sector. As Senior Vice President of Sales and Marketing he directed the growth of a public company from annual revenue of $50 million to over $225 million in less than four years. He was responsible for sales and recruiting for a technical staffing company that was recognized as one of the ten fastest growing companies in the United States.

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