QUESTION 1

1.
2. Centralized training

 VWSA opened three new production training centers.

 The training is led by an experienced training management team.
 Based on its many achievements, VWSA is regarded as a very progressive and
sophisticated training organization.
 High quality training has been provided to all levels of personnel within the
Volkswagen plant for the past 25 years.
 VWSA highly skilled training personnel provide variety of programmes and
expertise.
3.
 INCREASE PRODUCTION
Volkswagen Group employees have access to a wide range of training measures, from advanced
training on general company related issues, to specific training within the individual vocational
groups, to personal development programs. The educational opportunities and development
programs at Volkswagen group enable sales people to continue to develop throughout their
working lives and constantly deepen their knowledge.

 IMPROVED MORALE
Volkswagen Elite Sales training is designed to help newly hired sales consultants become
productive and successful as quickly as possible. It provides tools to sales consultants to boost
their confidence. Volkswagen elite Sales training group then selects candidates who are
committed to the long term success of VWSA.

 IMPRKVED CLIENTS RELATIONSHIPS

Sales people of VWSA are oriented to be highly motivated and goal oriented with a respected
work ethic. Broad knowledge base of functional disciplines and integration. VWSA selects sales
people with excellent communication, problem solving and decision making skills. They are
trained to engage with clients individually because in order to have a strong relationship with
the client, a sales person needs to know the client’s needs and be able to meet them all time.

 DECREASE IN DIRECT SUPERVISION

Highly quality training has been provided to all level of personnel has provided within the VW
plan, the training is attended and directed by highly experienced sales managers who train sales
people to be more knowledgeable quickly, the less the direct supervision the less time
consumed in training which is why the managers try by all means to select candidates who are
experienced in selling, VWSA aim is for the training to not take more than 3 weeks.

 LOW STAFF TURNOVER

In the training program the sales managers make sure they choose the right candidates, Sales
people who have strong skills that match the position of sales, sales people in the training
program are kept motivated all the time. VWSA has created a contract that binds the sales
people, the sales managers on the training program go through the contract with the sales
persons make them understand the rules and regulation of the company contracts, this is to
prevent low staff turnover.

4.
 PRODUCT TRAINING
In order to deliver top performance, high quality training courses are required which serves to
continuously improve the performance of the sales people. VWSA sales training comprises of a
qualification concept in which technical, non technical and IT training are combined. This
qualification concept forms the foundation of the holistic Salesperson qualification programme
The sales people are given the knowledge of how VWSA cars originated and how they were
developed, the product knowledge will make it easy for them to present VW products with
confidence, and make customers have trust in them, because in most cases if a sales person can
not present/ does not present properly it makes a customer not to trust the brand . Product
knowledge is the most vital element in the sales training program.

 COMPANY TRAINING
Volkswagen takes a preventive approach to compliance which heightens employee awareness
and knowledge in order to prevent potential rule breaches before they happen. The sales
training group train sale people about the company’s history, vision, mission, objectives and
the procedures of the organization. On the sales training program teaching the sales staff
about the regulations of the company is vitally important so that each and every sales person
know what they are getting themselves into just to prepare them.
  MARKET/COMPETITORS TRAINING
One of Volkswagen group South Africa’s strategic goals is to become the most fascinating
automotive brand in South Africa. It is striving for Market leadership, to be the top employer,
providing outstanding customer satisfaction and generating profits
As VWSA grow globally and locally, it has become necessary to transfo6and reposition their
brand to achieve their goal maximum value for their customers, dealers and suppliers. With this
transformation and alignment of their operational structure came a need to re-align their focus
on training and development within the dear network. Training sales people in understanding
how the market of VW works, they train them to always be aware of the competition.

 SELLING PROCESS TRAINING

Volkswagen sales training group is elected experienced group to lead the training so that they
can select candidates with more confidence, sales people who can sell anything anything and
can engage well with clients. In an independent evaluation, Volkswagen sales consultants
productivity on new car sales is evaluated against the training they complete. The goal of any
sales training program is clear, sell more products. Sales training is proven to increase sales,
candidates are trained to sell more cars during their training.
VWSA sales training is there to only guide sales people with the knowledge, a good sales person
should not be taught how to sell, selling should be in their nature. VWSA group selects the best
candidates so that they can feed them with the company knowledge and guide them on how to
prospect customers

5. Volkswagen AG employees covered by collective pay agreements have a remuneration

system that comprises three key elements:
 Basic pay in the form of a competitive monthly salary
 A performance related pay component that recognizes the achievements of
each individual sales forces
 And the right to a bonus arrangement anchored in the collective pay
agreement.
This three-tier remuneration system has proven it’s worth as a tool for the workforce to
participate in the company’s success. It contributes to rewarding individual performance while
maintaining competitiveness at the same time

6.