The document outlines a comprehensive framework for developing a sales training program, emphasizing the importance of proper training following the hiring of salespeople to maximize productivity and minimize turnover. It details the phases of training including assessment, design, reinforcement, and evaluation, while also addressing the specific content, methods, and training needs for varying levels of experience. Additionally, it dispels common myths about sales and highlights the necessity of aligning training with company goals and customer needs.

1. 2015 Management of
Sales Force
Chapter ( 7 )
Prepared By
Omar Kotta
01116911852

2. Management of sales force
Omar Kotta Page 1
Developing, Delivering & Reinforcing a Sales Training Program
 The money spent on recruiting and selecting salespeople may be wasted if their hiring
is not followed up with the proper training program.
Types of training
1) Initial training (indoctrination) for new hires.
2) Continuous training programs ( refreshers) for experienced reps.
Phases/steps for developing & conducting sales force training:
Step 1: Training assessment: Includes:
A) Establishing program objectives :
1) Increased sales productivity: That leads to increased ROI.
2) Lower turnover: Because less well-trained people are less likely to fail (el nas el
qualified btgeb deals w betl3o outputs mo7trm fe msh hemsho)
3) Higher morale: A sales training program should give the trainees some idea of their
purpose in the company and in society (Lazm ykon fe spirit mortf3a ben el team w
y3rfo a hadf bt3 el shrka w dorhom fe society bt3hom).
4) Improved communication: Training is used to ensure that salespeople understand the
importance of the information they provide the company concerning their customers
and the marketplace.

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Omar Kotta Page 2
5) Improved customer relations: Helps trainee become aware of the importance of
establishing customer relations (zai Avoid over-selling ''mklosh el customer y3ni '' w
mzhqosh , abe3 ely howa m7tgo w a3ml good relationship m3h)
6) Improved self- management: Helps trainee become aware of how employee use and
manage their time.
B) Who should be trained?
 New hires ( el nas ely lesa m3ynha fe shrka )
 Experienced reps: Some salespeople are struggling to achieve their objectives and
they need training (Refresher courses) or to cope with the environmental changes &
technology. ( new products , markets shift )
 Customers: As Independent manufacturers΄ reps, distributors & users. (el nas ely
btsn3 el 7aga , el nas ely btwz3 bestno trainings mn shrka 3n treqt el twze3 w ta5zen
azai , Users ( enta ) zai system gded le shrka , el medical equipment)
 Sales mangers: needs training as well. Like (leadership, team building).
C) What are the training needs of the individual rep?
 The objective of any sales training program will vary depends on the nature of the
trainee. (b5ly el new hires professional sales reps , w b3ml refresh le old crew)
 Some training programs are:
 Standardized: Training for inexperienced reps or those concerning new products or
policies can be provided to all of the sales reps in a standardized form.
 Customized: Training for experienced reps should be based on identifying the needs
of the individual and then customizing a curriculum to meet these needs.
 Sources of information concerning training needs:
 Managerial judgment: Managers use performance measures such as, sales volume,
number of calls, selling expenses, customer Complaints.
 Interviews with salespeople and customers.
 Customer questionnaires. (Bb3t le customers a2ol rate el sales rep fe skills bt3to)
 Difficulty analysis: Sales manager attempts to discover what difficulties his staff
encounters in the field and device proper training program to overcome these
problems.
D) How much training is needed?
 The amount of training depends on the training objectives.
 A Half day training for introducing reps to new product, 2 or 3 days for learning the
features & characteristics of this product
 3 or 4 days for improving sales reps’ customers’ orientation.
 6 months for learning the basic selling skills for inexperienced reps.
(For sure el training hekokn easy w msh he7tg el period de 3ala 3ndo background
kwysa fe sales bs m7tag improvement . )

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Step 2: Program design: The following questions must be answered
A) Who Should Train Salespeople?
Line Personnel Staff member Outside specialist
Definition Includes senior sales reps,
field supervisors, sales
managers who are in direct
command of the sales force
conducts the training.
It can be hired specifically
to conduct training
programs, or staff people
who hold other jobs in
personal, production can
take this one.
Other specialists from
other firms who are
responsible for the entire
program or teaching sales
techniques.
Advantages 1. Greater credibility,
because they supervise the
reps and know them well.
2. Clearer expectations as
they work inside.
3. Better evaluation
4. Good rapport
1. Greater time is given
2. More resources
3. Better training skills
( be3en trainers mt5sesn
fe trainings bs )
1.Greater specialization
2. Expertise
( nas highly qualified w
3ndhom 5bra fe mglhom
bgbhom ydeo el training )
Disadvantages 1.Lack of time
2.Lack of teaching ability
(zai b3d DRs 3ndhom 3elm
fze3 bs msh be3rf ywsl el
m3loma )
1. Less credibility
2. Additional expense
3. Lack of authority ( msh
zai ma htkon el manger w
bt3rf t3ml control )
1 .Additional expense
2. Program content not
specific of company’s needs
B) When Should Training Take Place? Two basic attitudes :
 Train immediately -no rep should be placed in the field until he or she is fully trained.
 Cannot risk exposing customers to poorly trained reps.
(Mynf3sh anzl el rep mn 8er ma ykon medlo 3n products bt3ty w mdrbo kawys –
wala a5od risk w a5sr nas )
 Delay training because much easier to train people who have had some field experience.
 Weak salespeople are eliminated before company spends money on training them.
C) Where Should Training Take Place?
P.O.C Decentralized Training Centralized Training
Definition It can take several forms:
Senior salespeople, on-the job
training. & sales seminars
May take place in organized schools or at
home office. ( de le kol sales reps )
Advantages 1Less expensive
2.Can take more time
3.Involves the sales manager
1. Involves personnel dedicated to & highly
skilled in training.
2.Allows interaction with main office
3.Reps focus on training
Disadvantages Sales manager often lacks time & skill
to properly train.
1.More expensive
2.Limited amount of time
3.Reps kept away from the field

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D) What should the content of the training be?
 The primary purpose of most sales training programs is either to teach people to sell
or to improve their current selling skills.
 Content of training include:
I. Task-related knowledge, skills, and ability (KSAs):
 Product knowledge and application to solve customer problems.
 Knowledge of competitive products to stress the advantages to their products over
the competitors
 Knowledge of customers
 Knowledge of the company: goals, policies & procedures.
 Knowledge of the legal constraints on selling
 Selling skills, Computer assisted selling skills.
 Relationship-building skills - Team selling skills
II. Growth related KSA:
 Emotional intelligence: that means that you are in touch with your feelings and with
other and you are more empathetic toward your customers.
 Adaptability training: salespeople must learn to be adaptive in their approaches with
different customers.
 Creativity strategies: salespeople sometimes deal with difficult customers who are
likely to cause feelings of conflict and stress. Avoidance, modifications
III. Meta KSAs:
 Self-management training: The effort by an individual to exert control over certain
aspects of his decision making and behavior.
 Learning orientation: Salespeople in learning orientation are interested in continually
improving their task and growth related KSAs.
E) What teaching methods should be used?
 Lectures: Allow trainers to present more information in a shorter time to a large
number of students
 Discussion: Give students the opportunity to work through their own problems.
 Demonstrations: Useful in teaching both product knowledge and selling techniques.
 Role-playing: Trainee attempts to sell a product to a hypothetical prospect.
 Web-based training: Saves money and reach employees in far global locations.
 On -the- job training: Trainee observe a sales supervisor making several sales calls
 Mentoring is a more informal type of on the job training, (an experienced rep pair
with a new trainee)
 Podcasts and CDs. (B3d el sharkat shyfa eny sales reps beqdo w2t fe sawqa kter ben
el customers fe b2o be3mlo 7agt mp3 w mo7drat sotya ttsm3 brdo as tool)

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Step 3: Reinforcement
 Reinforcement: The most frequently used method is for the sales manager to serve
as a coach during actual calls. (Senior salespeople to coach new reps).
 Some companies follow up the training session with refresher classes.
Step 4: Training Evaluation
 Sales executives must assess the effectiveness of their training programs.
 The outcomes must be measured against the objectives for which the training was
designed.
 Outcomes fall into four categories:
 Reactions: participants complete questionnaire, record verbal comments
 Learning : give the trainee some type of test
 Behavior: supervisor can observe the rep directly. Or self-assessment or input from
customers.(Bshof el quality bt3t el calls , b7oto fe real situations , bs2l 3leh el
customers)
 Results: such measures as increased sales and profitability, better customer retention
and penetration. (ashof ana srft flos 3ala fady wala feh t7son fe shrka , feh new
customers wala mfesh , el nas old customers mawgden wala ?)
 To Insure Training Effectiveness Managers Should Ask the Following Questions
 Is your training aligned with your company’s strategic goals?
 Does top management support your training?
 Does it reflect the needs of your customers?
 Is it immediately relevant to your business?
 Is the training reinforced? Are the results of the training measurable?
Prevalent Myths about the Selling Process (v. imp fe T &F) (text book)
1) Salespeople are born – not made. (F)
 Sales people are made through learning & training programs
2) Salespeople must be good talkers (F)
 Salespeople are good listeners as they have to ask the right questions & listen carefully
for the prospected customer.
3) Selling is a matter of knowing the right techniques or tricks. (F)
 Successful selling is a result of several factors like, attitudes, product sold, and market
covered not magic tricks & techniques.
4) A good salesperson can sell anything. (F)
 He sells the right product by the right company to the right people.
5) A good salesperson can sell ice to an Eskimo. (F)
 Good selling starts by finding someone who needs the product & can afford it. Good
salespeople call on good prospects.
6) People don’t want to buy. (F)
 People wait for the sales rep to show them how his proposition will benefit them.
‫عاده‬ ‫السعي‬ ‫خلي‬