Regardless of the type of sales training program, defining its specific aims (the A in ACMEE) is the first step in its planning. Defining the general aim is not sufficient. Although, for example we may want to increase the sales force’s productivity through training, we must identify what must be done to achieve increased productivity. General aims are translated into specific aims phrased in irrational terms.
Specific aim definition begins with a review of general aims and the means currently employed to attain them. The process cannot be completed until sales management perceives the training needs from which specific training aims derive directly. Training needs, then, must be identified. The following discussion focuses on factors that management considers as it seeks to identify training needs for:-
- initial sales training programs and
- continuing sales training programs.
Identifying Initial Training Needs
Determining the need for, and specific aims of an initial sales training program requires analysis of three main factors: job specifications, individual trainee’s background and experience, and sales related marketing policies.
Job Specifications: The qualifications needed to perform the job are detailed in the job specifications. Few people possess all these qualifications at the time of hiring. The set of job specifications needs scrutinizing for clues to the points on which new personnel are most likely to need training. Other questions related to job performance need considering: How should salespeople apportion their time? Which duties require the greatest proportion of time? Which are neglected? Why? Which selling approaches are most effective? Answers to these and similar questions help in identifying specific training needs of newly recruited sales personnel.
Trainee’s Background and Experience: Each individual enters an initial sales training program with a unique educational background and experience record. The gap between the qualifications in the job specifications and those a trainee already has represents the nature and amount of needed training. In all organizations, determining recruits real training needs is essential to developing initial training programs of optimum benefit to company and trainee alike.
Sales Related Marketing Policies: To determine initial sales training needs, sales related marketing policies must be analyzed. Differences in products and markets mean differences in selling practices and policies, which in turn, point to needed differences in training programs. For instance, selling a line of machine tools requires emphasis on product information and customer applications, whereas selling simple, no technical products demands emphasis on sales techniques. Differences in promotion, price, marketing channel, and physical distribution all have implications for initial sales training. In the case of promotion, for example, if advertising is not used or is used relatively little, sales training should prepare sales personnel to handle considerable promotional work, but if advertising is used extensively to supplement the sales force’s efforts, new sales personnel need to learn how to coordinate their activities with advertising.
| Date__________ 19_________ TRAINING STATUS CHART Name of Salesperson__________________________ Name of Evaluator__________________ | ||||||||||
| 1keyelements of the job | 2know this, and needs no training | 3 knows this, but does not do it | 4 knows this, tries to do it | 5does not know this, so does not do it | 6 Training to be conducted by | |||||
| Immediate supervisor | Immediate supervisor with help on how to do it | Training Specialist | Outside Program | |||||||
| 1)………. 2)………. 3)………. 4)……… | ||||||||||
Identifying Continuing Training Needs
Determining the specific aims for a continuing sales training program requires identification of specific training needs of experienced sales personnel. Basic changes in products and markets give rise to needs for training, as do changes in company sales related marketing policies, procedures, and organization. But even though products and markets change little and company policies, procedures, and organizations remain stable, sales personnel change. Sales management must know a great deal about how sales personnel perform to identify training needs and in turn to define specific aims.
How does management gain this knowledge?
Salespersons reports are, scrutinized for symptoms of needed training. Sales records are inspected to uncover performance weaknesses. Sales personnel are observed personally with a view toward detecting deficiencies. And details contained in the sales job description are compared with the qualifications possessed by individual sales personnel. A clear picture is obtained by completing a chart similar to that in Figure 13.1 for each member of the sales force.
Figure 13.1 charts useful in Assessing Nature of Training Needs for an Individual Salesperson
