The document summarizes a presentation on sales training at Aircel, an Indian mobile service provider. It introduces Aircel and discusses the objectives of exploring its sales training process and studying trainee opinions. It describes the methodology, finding that 90% found training effective and 95% saw changes in their job after training, while 10% faced challenges. It concludes that performance training can motivate employees to perform better willingly by stimulating rather than forcing them.
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Leadership Training on the Program at Insight Communicationskarenahmanny4c
Leadership Training on the Program at Insight Communications
Insight Communications (made a part of Time Warner in 2012, who subsequently merged with Comcast in 2014) offered cable television and Internet service to more than 750,000 customers inPage 46 Indiana, Kentucky, and Ohio. One reason Insight was such an attractive investment for Time Warner was that the company had developed a good reputation for customer service. That reputation rested significantly on the hard work of the company’s customer care teams, including call center employees, service technicians, and sales representatives.
The supervisors of these teams did not always know how to ensure that their employees delivered excellent service. Insight tended to select people for the supervisory jobs based on excellent technical skills—choosing people who performed well as customer service representatives or service technicians. Once in their new positions, these supervisors had to figure out for themselves how to lead others. And of course, they were not always sure how to do that.
Insight therefore put together a leadership training program for its supervisors. By exploring the idea with professional organizations, the company found that no existing training program targeted supervisory-level employees in cable companies. So Insight hired one of the organizations, the Cable Center, to develop a program for the company’s needs. The Cable Center created a two-and-a-half-day class, and Insight tried it out on five supervisors as a test.
The program’s content included information about how to set goals, measure results, and develop employees, as well as about leadership skills. The supervisors who participated in this pilot program were pleased with what they learned about leading others. Matt Stephens, a technical operations supervisor in Ohio, found the assessment of his personality to be especially helpful. With greater self-knowledge plus ideas for task-oriented management and ideas for coaching, Stephens reported feeling he was much better prepared to serve as a leader.
Higher-level managers agreed that the leadership training was helpful. Gregg Graff, Insight’s senior vice president of field operations, says that when he monitored customer-service phone calls of employees whose supervisors had been trained, he noticed that the quality of assistance had improved. He attributes that improvement to better coaching by the supervisors. The company credited better customer service for increases in Insight’s number of customers and level of earnings.
Insight Communications promoted employees with good technical skills into supervisory positions and then taught them leadership skills. Is this the best way to get supervisors to lead well? Why or why not?
Identify three principles of leadership from this chapter that you think would be most important to include in the training for supervisors. Briefly explain why you selected these principles.
Supervisor Matt Stephens felt that ...
Leadership Training on the Program at Insight Communications Insig.pdfmasheallotrealty
Leadership Training on the Program at Insight Communications
Insight Communications (made a part of Time Warner in 2012, who subsequently merged with
Comcast in 2014) offered cable television and Internet service to more than 750,000 customers
in Indiana, Kentucky, and Ohio. One reason Insight was such an attractive investment for Time
Warner was that the company had developed a good reputation for customer service. That
reputation rested signifi- cantly on the hard work of the companys cus- tomer care teams,
including call center employees, service technicians, and sales representatives. The supervisors
of these teams did not always know how to ensure that their employees delivered excellent
service. Insight tended to select people for the supervisory jobs based on excellent technical
skillschoosing people who performed well as customer service representatives or service techni-
cians. Once in their new positions, these supervi- sors had to figure out for themselves how to
lead others. And of course, they were not always sure how to do that. Insight therefore put
together a leadership training program for its supervisors. By exploring the idea with
professional organizations, the com- pany found that no existing training program tar- geted
supervisory-level employees in cablecompanies. So Insight hired one of the organiza- tions, the
Cable Center, to develop a program for the companys needs. The Cable Center created a two-
and-a-half-day class, and Insight tried it out on five supervisors as a test. The programs content
included information about how to set goals, measure results, and develop employees, as well as
about leadership skills. The supervisors who participated in this pi- lot program were pleased
with what they learned about leading others. Matt Stephens, a technical operations supervisor in
Ohio, found the assess- ment of his personality to be especially helpful. With greater self-
knowledge plus ideas for task-oriented management and ideas for coach- ing, Stephens reported
feeling he was much better prepared to serve as a leader. Higher-level managers agreed that the
leader- ship training was helpful. Gregg Graff, Insights senior vice president of field operations,
says that when he monitored customer-service phone calls of employees whose supervisors had
been trained, he noticed that the quality of assistance had improved. He attributes that
improvement to better coaching by the supervisors. The company credited better customer
service for increases in Insights number of customers and level of earnings. Questions
1. Insight Communications promotes employees with good technical skills into supervisory
positions and then teaches them leadership skills. Is this the best way for Insight to get
supervisors to lead well? Why or why not?
2. Identify three principles of leadership from this chapter that you think would be most
important to include in the training for supervisors at Insight. Briefly explain why you selected
these princi.
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2. INTRODUCTION
The Aircel Group is a result of alliance between Maxis Communications Berhad of
Malaysia (74% equity) and Sindya Securities & Investments Private Limited (26%
equity). It is India’s fifth largest GSM mobile service provider. Aircel Group,
formed in 1994, offers affordable and outstanding mobile services to a vast
subscriber base in India. Aircel has a vision of delighting its customers by giving
them the respect they deserve. Our goal is to provide our customers with
exemplary service and persistently look for new ways to surpass their
expectations.
Aircel provides 3G service in Andhra Pradesh, Assam, Bihar & Jharkhand,
Chennai, Jammu & Kashmir, Karnataka, Kerala, Kolkata, North East, Orissa,
Punjab, Tamil Nadu, UP East and West Bengal.
3. TOPIC-SALES TRAINING
• Sales Trainig is one of the primary reasons for increased employees
satisfaction.
• Due to the complexity of selling today, new sales personnel require a creative
easy to use problem-solving approach to fulfilling their customer’s needs in a
value-added manner. This fundamental approach differentiates a company’s
products and services from its competitors by creating practical enhancements
to their customer’s business.
• Sales Training involves the personal development of skills and techniques
related to creating and exploring new sales opportunities, as well as closing
sales for an organization
4. OBJECTIVES
• To explore the sales training process at Aircel.
• Company’s sales training objective.
• To study the opinion of sales management trainee’s about training
programme.
5. METHODOLOGY
Methodology of Project
Keeping in mind what researchers have discussed in their work with relation to the
effect of sales training on employee motivation and employee satisfaction , this
project has been designed and the research has been conducted to have a clear
view of the relationship. In this project, employee satisfaction and employee
motivation has been analyzed keeping in mind the income of the employees. A
questionnaire was designed to collect the required data for motivation and
satisfaction.
• The questionnaire was divided into two parts :
• First part consists of 5 questions on motivation and satisfaction level in Aircel
and Out of 10 questions.
• Second part consists of 5 questions on performance of trainer.
• The target population for this study was employees of Aircel Limited - Delhi
circle.
• The sample size taken into consideration for conducting this research was, 80
employees working in Aircel - Delhi circle office.
6. FINDINGS
• 90% of the Aircel employee said the
training was very effective for their current
job profile and they are happy to work with
Aircel
• 95% employees feel changes after training
in their current job.
7. • 10% employees said that they have
faced problems and challenges during
the training.
• 85% of the employees are satisfied with
Aircel and rest of 15% want some
improvement and has given some
suggestions
8. CONCLUSION
• Performance related training can act as the tool or driving force which makes
people willingly to put in their best in what they do because the concept of
sales training does not threaten or force people to perform better and work
hard , it only stimulates them.
• People at Aircel are highly motivated but their salary is not the only reason
for this but the environment, culture, employee engagement initiatives,
rewards and recognition etc all contributes in the employee motivation.