sales training objectives techniques and evaluation

{ “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/3/sales+training+issues+who+should+be+trained.jpg”, “name”: “sales training issues who should be trained”, “description”: “what should be the primary emphasis in the training program how should the training process be structured on-the-job training and experience formal and more consistent centralized program web-based instructor-based”, “width”: “800” } 4 sales training objectivesincrease productivity improve morale lower turnover improve customer relations improve selling skills { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/4/sales+training+objectives.jpg”, “name”: “sales training objectives”, “description”: “increase productivity. “, “width”: “800” } 5 obstacles to introducing trainingtop management not dedicated to sales training lack of buy-in from frontline sales managers and salespeople salespeople’s lack of understanding of what training is supposed to accomplish salespeople’s lack of understanding regarding application of training to everyday tasks { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/5/obstacles+to+introducing+training.jpg”, “name”: “obstacles to introducing training”, “description”: “top management not dedicated to sales training. companies are spending an increasing amount of time on product training and less on training in selling skills. customers often want to know how competitive products compare on price construction performance compatibility with each other companies that produce technical products spend a greater amount of time on product knowledge { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/13/product+knowledge+enables+a+salesperson+to+provide+prospects+and+customers+with+the+critical+information+for+rational+decision-making..jpg”, “name”: “product knowledge enables a salesperson to provide prospects and customers with the critical information for rational decision-making. “, “width”: “800” } 16 time and territory managementsales trainees need to learn to manage time and territories 80/20 rule applies: 20% of the customers account for 80% of the business and require a direct proportion of time and attention { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/16/time+and+territory+management.jpg”, “name”: “time and territory management”, “description”: “sales trainees need to learn to manage time and territories.

“, “width”: “800” } 17 legal/ethical issues federal law dictates corporate action or avoidance of action in areas of marketing, sales and pricing sales personnel need to understand the federal, state and local laws that constrain their selling activities statements made by salespeople carry both legal and ethical implications lapses in ethical conduct often lead to legal problems { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/17/legal%2fethical+issues+federal+law+dictates+corporate+action+or+avoidance+of+action+in+areas+of+marketing%2c+sales+and+pricing..jpg”, “name”: “legal/ethical issues federal law dictates corporate action or avoidance of action in areas of marketing, sales and pricing. “, “width”: “800” } 20 training methods – how mark w. johnston and gary w. marshall, sales force management, mcgraw hill, 2006 { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/20/training+methods+-+how+mark+w.+johnston+and+gary+w..jpg”, “name”: “training methods – how mark w. johnston and gary w.”, “description”: “marshall, sales force management, mcgraw hill,”, “width”: “800” } 21 training methods – wheremark w. johnston and gary w. marshall, sales force management, mcgraw hill, 2006 { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/5710018/18/images/21/training+methods+-+where.jpg”, “name”: “training methods – where”, “description”: “mark w. johnston and gary w. marshall, sales force management, mcgraw hill,”, “width”: “800” } 22 keys for effective ojt teaming – bringing together people with different skills to address issues. relationship between sales training and revenue is difficult to measure. chapter 4 sales force organization listen to the customer and act on what they. 10 sales training: objectives, techniques, and evaluation mcgraw-hill/irwincopyright © 2009 by the mcgraw-hill companies, inc. all rights reserved.

start studying chapter 10: sales training: objectives, techniques, and evaluation. learn vocabulary, terms, and more sales training: objectives, techniques, and evaluation. this title is drm protected and no longer available for purchase on this site. salespeople operate in a highly competitive and dynamic environment. in addition, new salespeople must assimilate a great deal of information about the company, products, and customers. training investment mark w. johnston and gary w. marshall, sales force management, mcgraw hill, 2006., .

sales training: objectives, techniques, and evaluation. sales force and distribution management marketing 3345. download sales training objectives techniques and evaluation doc. ᅠ. given a customer effort score example, keep module 13 : sales training : objectives, techniques and evaluation. issues in sales training.,

When you search for the sales training objectives techniques and evaluation, you may look for related areas such as . what are the objectives of sales training? what are the objectives of training of sales force? what is sales training process?