Deciding Training Content

The content (the C in ACMEE) of a sales training program, whether an initial or continuing program, derives from the specific aims that management, after analyzing its training needs, formulates. Initial sales training programs are broader in scope and coverage than are continuing programs. Initial programs provide ‘instruction covering all important aspects of performance of the salesperson’s job continuing programs concentrate of specific aspects of the job where experienced persons have deficiencies. Therefore, the following discussion relates to the content of initial sales training programs.

For an initial sales training program to contribute maximally toward preparing new sales personnel, it must cover all key aspects of the salesperson’s job. Content varies from company to company, because of differences in products, markets, company policies, trainees’ ability and experience, organizational size, and training philosophies. No two programs are, or should be alike. However, different companies tend to cover the same general topics despite the fact that variations exist in exact content. Every initial sales training program should devote sometime to each of four main areas product data, sales technique, markets, and company information.

Product Data

Some product training is basic to any initial sales training program. Companies with technical products devote more than half their programs to product training. But in many situations, especially with standardized products sold routinely new sales personnel require only minimal product training. In all cases, new salespeople must know enough about the products, their uses, and applications to serve customers information needs. Product knowledge is basic to a salespersons self confidence and enthusiastic job performance.

Understanding product uses and applications is important. Trainees receive instruction on customer’s problems and requirements and learn how company products can solve these problems and meet these requirements. Training provides them with full appreciation for buyer’s viewpoints. New salespersons learn how to relate company products to the fulfillment of customers’ requirements, thus equipping themselves for effective selling.

Many companies, especially those with technical products, include a period of initial sales training at the factory. The benefits are thorough product knowledge and increased confidence in demonstrating products to customers.

Some training on competitor’s products is desirable. Salespeople should know the important characteristics of competitor’s products and their uses and applications. They should know the strengths and weaknesses of competitive products. Thus informed, salespersons gain a decided advantage. They can structure sales presentations to emphasize superior features of the company’s products

Sales Technique

Most new sales personnel need instruction in sales techniques. Some sales managers believe, that if an individual has an attractive personality, good appearance and voice, and reasonable intelligence and knows the product, he or she will sell it easily. But the predominant view is that new sales personnel need basic instruction in how to sell.

Markets

The new salesperson must know who the customers are, their locations, the particular products in which they are interested, their buying habits and motives, and their financial condition. In other words, the salesperson needs to know not only who buys what but, more important, why and how they buy. When trainees are not given adequate instruction on the market, they take years to acquire the needed understanding. During this trial- and-error learning, through no fault of their own productivity is low. In fact, left to their own devices, some trainees never gain important market information. For instance, a salesperson who is unaware of prospects potentials as buyers may neglect completely to canvass them. Markets are always changing, so training in this area should be continuous, the content changing with market changes.

Company Information

Certain items of company information are essential to the salesperson on the job; others, not absolutely essential, contribute to overall effectiveness. The training program should include coverage of all sales-related marketing policies and the reasoning behind them. The sales person must know company pricing policy, for instance, to answer customer’s questions. The salesperson needs to be fully informed on other policies, such as those relating to product services, spare parts and repairs, credit extension, and customer relations.

The initial training program must equip the salesperson to perform such tasks as recording and submitting customer’s orders for processing and delivery preparing expense and other reports, handling inquiries, following up on customers’ requests, and so forth. Each firm develops its own systems and procedures. If trainees are to perform properly, the initial sales training program must provide the needed instruction. Otherwise, company systems and procedures are learned, if at all, through trial and error.