sales

2. CONTENTS
1. Introduction
2. Training
3. Development
4. Importance of Sales Training
5. Limitations
6. Training Process
7. Training Needs
8. Purpose
9. Training Methods

3. TRAINING
 DEFINITION :
According to Edward B. Flippo,
• Training is the act of increasing the knowledge
and skill of an employee for doing a particular
job.
 MEANING : Training is a process of learning
sequence of programmed behavior. It is application
of knowledge. It attempts to improve employees
performance on the current job ofr prepare them for
intended job.

4. DEVELOPMENT
MEANING:
Development is a broad, on going,
multi-faceted set of activities to bring
some one or an organization upto
another threshold of performance,
often to perform some job or new role
in future.

5. 5. It focuses on the current job of
a sales person.
6. Training focuses on the
performance of the individual
sales person.
7. A training programme solves
the immediate problems of
the organization .
5. The development focuses on
the current as well as the
future job of the sales person.
6.It stresseson the long
term goal of organization.
7.Development is concerned
with the long-term goal of
organization.

6. IMPORTANCE OF
SALES TRAINING
 OPTIMUM UTILISATION OF SALES FORCE
 DEVELOPMENT OF SALESFORCE
 DEVE LOPMENT OF SKILLS OF EMPLOYEES
 PRODUCTIVITY
 TEAM SPIRIT
 ORGANISATION CULTURE
 ORGANISATION CLIMATE
 HEALTHY WORK ENVIRONMENT
 IMPROVES RELATION
 REDUCES TURNOVER OF SALES PEOPLE
 PROFITABILITY

7. Limitations of Sales Force
Training
1. • DIFFICULTY IN RETAINING THE TRAINED EMPLOYEE
2. • TRAINING IS A SLOW PROCESS
3.
• DIFFICULTY IN ORGANIZING TRAINING PROGRAMME
4.
• TIME CONSUMING
5.
• SALESMANSHIP IS A MATTER OFPERSONALITY
6.
• EXPENSIVE
7.
• SHORTAGE OF EFFICIENT TRAINERS

8. TRAINING PROCESS
TRAINING NEED ANALYSIS
DESIGN AND IMPLEMENTATION
OF TRAINING PROGRAMME
EVALUATION OF A
TRAINING PROGRAMME

9. TRAINING NEED ANALYSIS
 The purpose of training needs is to
determine Whether there is a gap
between what is required for effective
performance and present level of
performance of sales people.
 It helps to plan the budget of the
company, areas where training is needed
and also highlights the occasions where
training might not be appropriate.

10. Training needs arises
at three levels:
1.
• ORGANISATIONAL LEVEL
2.
• OPERATIONAL LEVEL
3.
• INDIVIDUAL LEVEL

11. PURPOSE OF
TRAINING EVALUATION
FEEDBACK CONTROL
POWER
INTERVENTION
RESEARCH

12. TRAININGMETHODS
COGNITIVE
BEHAVIORAL
ON-THE-JOB
TRAINING
OFF-THE- JOB
TRAINING

13. It is theoretical training. This approach provide the rules for how to do something, written or verbal
information, demonstrate relationships among concepts etc. Various methods that come under
cognitive approach are:
LECTURES:
• a formal verbal presentation of information.
DEMONSTRATION:
• a visual display of how something works or how to do something.
DISCUSSION :
• Provide learners with context that is supported, elaborated, explained through
interactions.
COMPUTER BASED TRAINING:
• an alternative to classroom based training to accomplish the goal of providing
training at lower cost.

14. B. BEHAVIORAL METHOD:
These methods are more of giving practical training to the trainees. Various methods
that come under cognitive approach are:
BEHAVIOR MODELING
BUSINESS GAMES
CASE STUDIES
ROLE PLAY
IN THE BASKET TECHNIQUES

15. OTHER TWO WAYS OF CATEGORIZING
TRAINING METHODS
(1)ON-THE-JOB TRAINING: Under this method, a sales person is
instructed by some experiencedsales supervisor. Supervisor demonstrates
what he teaches. He gives oral and written explanations.
 sales person learns job in actual conditions rather than in artificial conditions.
 It is less expensive and less time consuming.
 they learn rules and regulations while learning the job.
(2) OFF-THE-JOB TRAINING: Training is not as a part of every day activity
, it is conducted by an outsider organization. It is given in artificial conditions
which may just like actual conditions.
 Trainee can learn in short time.
 Trainee can give individual attention as he has no other work assigned to him.
 Trainees can concentrate more on learning.

17. S P I N

18. Agenda…
1. Universal Training Tips
2. The Sale Cycle & Buying Cycle
3. The 4 Stages of a Sales Call – SPIN
4. The SPIN™ Model
5. The Obtaining Commitment Stage
6. Preventing Objections
7. Developing New Skills

19. 1. Universal Training Tips
Use Empathy. Any good salesperson is a good problem-solver.
If a salesperson puts themselves in their prospect's shoes,...
Craft a Script. Make sure your sales force has a solid foundation
to stand on. Meaning, without sounding like a robot,...
Identify the Bad Customer. Spotting the tell-tale signs of a
customer who's window shopping or the chronic complainer...
Overcoming Fear. Especially when it comes to less
experienced salespeople, you need to help them overcome fear.
For…

20. 2. The Sale Cycle

21. Changes over time
Recognition of
Needs
Evaluation of
Options
Resolution of
Concerns
Major Account Sales Strategy -McGraw – Hill
Demonstrating
Decision
Implementation
......as it links to the seller’s sales activities
Planning Prospecting
Opening
Investigating
Demonstrating
Obtaining
Commitment
Following-up
Demonstrating

22. 3. The 4 Stages of a Sales Call - SPIN
Opening Investigating
Demonstrating
Capability
Obtaining
Commitment
The Investigating is the most
important stage of a sales call –
This is where successful sellers
invest most of their efforts
A poor Investigating stage
will greatly compromise
the call’s outcome

23. Opening
Investigating
• Effective deployment of the SPIN™ Model
• The development of Implied Needs to Explicit
Needs
• Preliminaries
• Purpose of the call
• Permission to continue
The 4 Stages of a Sales Call - SPIN

24. Demonstrating
Capability
Obtaining
Commitment
• Presentation and/or Demonstration of the
solution by describing Features, Advantages
and Benefits
• Main source of objections in complex sales
A poor Investigating stage will greatly compromise the
call’s outcome
•Obtaining Commitment requires 3 steps :
1. Check that key concerns are resolved
2. Summarize benefits
3. Propose a realistic commitment
The 4 Stages of a Sales Call - SPIN™

25. The Development of Needs
Unknown
Problems
Difficulties
Dissatisfactions
Needs
Desires
Wishes
Implied Needs
OK for Simple Sale -
Transactional Selling Approach
Explicit Needs
Required for Complex Sales -
Consultative Selling Approach

26. 4. The SPIN™ Model
Effectively using the SPIN™ Model:
• S Situation questions
• P Problems questions
• I Implications questions
• N Need-Payoff questions

27. The Objectives and Value of the SPIN™ Questions
Situation Questions:
•Collect facts and background data about the customer’s existing situation
that is relevant to your products and services;
•While these questions are easy to ask, they bring little value to the buyer and
can certainly aggravate him if too many of these questions are asked;
•A good knowledge of the customer’s industry and/or the information provided
by an internal or external contact can help planning the call in a way to reduce
the number of Situation Questions required;
•The most effective Situation Questions are targeted toward customer
problems.

28. Demonstrating Capability
Buyer’s reactions:
Features
• Objections related to the cost of the product/service;
`Advantages
• Objections related to the value of the advantages
mentioned;
Benefits
• Buyer’s agreement because it meets with his
expectations.

29. Obtaining Commitment
The Call’s Outcomes in a Simple Sale:
2 Possible Outcomes
• Win the Sale
• Loose the Sale
The objective is to win the sale

30. Obtaining Commitment
The Call’s Outcomes in a Complex Sale:
2 other Outcomes:
• Advance
The buyer accepts to move to the next step
• Continuation
The discussion continues, but no action is agreed upon
The objective is to obtain an Advance

31. Obtaining Commitment
Opening
Investigating
Demonstrating
Obtaining Commitment
1. Obtaining Commitment starts before the call by
planning a realistic advance (and a plan “B”)
2. Obtaining Commitment is easier when the explicit
needs were discovered at the investigation stage and
that benefits were offered during the demonstrating
capability stage
3. Obtaining Commitment in 3 steps;
1. Check that key concerns are resolved.
2. Summarize the benefits
3. Propose a realist commitment (Advance)

32. Managing vs Preventing Objections
Situation Questions
Problems Questions
Implied needs
The seller offers
advantages
The buyer objects
The seller manages
the objections
Managing Objections Preventing Objections
The seller develops needs
with “Implications” and
“Need-Payoff” questions
The buyer express’
“Explicit Needs”
The seller offers
benefits
The buyer demonstrates
approval and agrees

33. How to apply new skills efficiently?
Rule # 1:
Practice one skill at a time
Rule # 2:
Try a skill at least 3 times
Rule # 3:
Concentrate on quantity before quality
Rule # 4:
Practice the new skill in “secure” situations