Sales force management

 Recruitment
 Selection
 Training and Development
 Sales positions in the
Organisation
 There are 2 different type of sales positions in an
organisation:
1. Order taking sales person
2. Order getting sales person
 Recruitment and selection practices would differ
greatly between order-taking and order-getting
sales positions, given the differences in the
demands of these two jobs.
 Therefore, recruitment and selection begin with a
carefully crafted job analysis.
 Internal Recruiting
 The internal sources of recruitment are:
1. Employee referral programs
2. Internships
3. Promotion and transfer
Advantages:
 The training period is minimized.

 The orientation period is reduced. He can

easily be adjusted to the new environment.
 Generally a person recruited from within the
enterprise need not be paid very high
remuneration.
 Employee’s morale is increased and they
also feel motivated.
External Recruiting

 Through advertisement in newspapers.

 Campus recruitment
 Employment Exchanges
 Voluntary Application
 Recommendations of Customers
Advantages:
 More efficient, skilled and educated persons can
be recruited as suited to the job.
 New persons also brings new ideas, new
techniques with himself.
 Recruitment from external sources is based on
merits and hence such a person is expected to
give better performance.
 He also brings new customers
 Selection Tools and
Procedures
 Screening resumes and applications
 Personal interviews
 Tests
– intelligence
– personality
– aptitude/skills
 Background investigation
 Physical examination
 Selection decision and job offer
TRAINING AND
DEVELOPMENT
 DEFINITIONS
 Training: “The process of providing employees
with specific skills or helping them correct
deficiencies in their performance”

 Development: “An effort to provide employees

with the abilities the organization will require in
the future”
DEVELOPMENT:
CONCEPTS
 Focus on current and future jobs
 Prepares for higher responsibilities
 Conceptual thinking, analysis and decision –
making abilities
 Future growth or role in the organization or
work demands
 Long term focus
 Focus on groups or teams
BENEFITS OF TRAINING
 Improved productivity and profitability.
 Positive attitudes towards efficiency or
effectiveness or profit orientation.
 Improved morale.
 Identification with ORG goals
 Improved superior – subordinate relationship
 Self – development or self – confidence or self –
management
 Job - satisfaction
 Analyzing the Needs of the Sales Force
Objective Information Sources and Processes
Job Analysis
Analyze Needs Job Description
Sales Force & Marketing
Sales Managers
Evaluation of Previous Training Programs
Customers

Review Needs
Consider Short-Term and Long-Run Issues
Determine Objectives Compare Training Objectives with Company Goals

Evaluation of Previous Training Program Methods

Consider Cost/Benefits of Various Training Methods
Establish Training Budget
Develop Training Materials
Train the Sales Trainers
Develop Program Establish Timing
and Implement Selecting Locations
Develop Monitoring Systems

Monitor Program

Program Evaluation Analyze Reactions, Learning Behavior, and Measure Results

Conduct Cost/Benefit Analysis
and Review Revise Program if Needed Before Next Sessions
Objectives of Training
program
 Increased sales productivity
 Lower turnover
 Higher morale
 Improved communication
 Improved customer relationship
 Improved self- management
 Standardization and customization
Presentation techniques in sales training programs

Lectures Discussion Demonstrations/

•Cases Vestibule
•Round table

Mentoring/
Programmed
Teaching methods for Apprenticeship
instructions
Presenting in sales training

Film/
Audiocassettes Role- playing Simulation
TRAINING PROGRAMME
EVALUATION
 Determine training effectiveness
 Reaction of trainees or trainers
 Assimilation of learning through performance
feedback
 Behaviour change
 Questionnaires to trainee or supervisor : Post –
training
 Feedback follow up
 Structured interviews
 Evaluation Options Matrix

Evaluation Level Information Required Method

(What is the (What information to (How to Collect?)
Question?) Collect? Evaluation
Reaction Attitudinal Questionnaires
(Did participants Comments
respond favorably to Anecdotes
the program?) Interviews with participants
Learning Understanding of Before and after test
(Did participants learn concepts, ability to use
concepts or skills?) skills
Behavior On-the-job behavior Behavior ratings
(before and after)
(Did participants
change their on-the- Critical incident-type
job behavior?) techniques
Time-series analysis
Results Changes in sales, Cost-benefit methods
(What personal or productivity, or other
organizational performance
results occurred?) outcomes
WHY TRAINING FAILS
 Training benefits unclear to top management
 Management commitment lacking
 Inadequate budget
 Improper planning or execution
 Unclear objectives
 Mismatch of training objectives or methods or agencies
THANK YOU