The document discusses training and development for a sales force. It defines training as increasing employees' knowledge and skills for their current job, while development prepares them for future jobs and brings their performance to a higher level. Training focuses on technical skills for current roles and is short-term, while development is long-term and involves managerial skills. Effective sales training is important for optimizing the sales force, improving employee skills and productivity, building team spirit, and reducing turnover. However, training also has limitations like retaining trained employees and being time-consuming. The training process involves analyzing needs, designing and implementing programs, and evaluating the results. Various cognitive, behavioral, on-the-job, and off-the-job training methods

1. SALES FORCE
TRAINING AND
DEVELOPMENT.

2. TRAINING
 DEFINITION : According to Edward B. Flippo,
Training is the act of increasing the knowledge and
skill of an employee for doing a particular job.
 MEANING : Training is a process of learning
sequence of programmed behaviour. It is application
of knowledge. It attempts to improve employees
performance on the current job ofr prepare them for
intended job.

3. DEVELOPMENT
MEANING:
Development is a broad, on going, multi-faceted set of
activities to bring some one or an organization upto
another threshold of performance, often to perform
some job or new role in future.

4. DIFFERENCE BETWEEN TRAINING
AND DEVELOPMENT
DEVELOPMENT
1. Training can be defined as a
systematic procedure for
transferring technical know
how to the employees .
2. It is a short term process.
3.Training is generally used to
train non-managerial
personnel.
4.It refers only to instruction in
technical and mechanical
operations.
1. Development is a broad, on
going set of activities to bring
some one or an organization
up to another threshold of
performance.
2. It is a long term process.
3.Development involves
managerial personnel.
4.It refers to philosophical and
theoretical educational
concepts.
TRAINING

5. 5. It focuses on the current job of
a sales person.
6. Training focuses on the
performance of the individual
sales person.
7. A training programme solves
the immediate problems of
the organization .
5. The development focuses on
the current as well as the
future job of the sales person.
6. It stresses on the long term
goal of organization.
7.Development is concerned with
the long-term goal of
organization.

6. IMPORTANCE OF
SALES TRAINING
 OPTIMUM UTILISATION OF SALES FORCE
 DEVELOPMENT OF SALESFORCE
 DEVE LOPMENT OF SKILLS OF EMPLOYEES
 PRODUCTIVITY
 TEAM SPIRIT
 ORGANISATION CULTURE
 ORGANISATION CLIMATE
 HEALTHY WORK ENVIRONMENT
 IMPROVES RELATION
 REDUCES TURNOVER OF SALES PEOPLE
 PROFITABILITY

7. LIMITATIONS OF
SALES TRAINING
1. • DIFFICULTY IN RETAINING THE TRAINED EMPLOYEE
2.
• TRAINING IS A SLOW PROCESS
3.
• DIFFICULTY IN ORGANIZING TRAINING PROGRAMME
4.
• TIME CONSUMING
5.
• SALESMANSHIP IS A MATTER OF PERSONALITY
6.
• EXPENSIVE
7.
• SHORTAGE OF EFFICIENT TRAINERS

8. TRAINING PROCESS
TRAINING NEED
ANALYSIS
DESIGN AND
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF A
TRAINING PROGRAMME

9. A. TRAINING NEED
ANALYSIS
 The purpose of training needs is to determine
whether there is a gap between what is required for
effective performance and present level of
performance of sales people.
 It helps to plan the budget of the company, areas
where training is needed and also highlights the
occasions where training might not be appropriate.

10. Training needs arises at
three levels:
1.
• ORGANISATIONAL LEVEL
2.
• OPERATIONAL LEVEL
3.
• INDIVIDUAL LEVEL

11. B.TRAINING DESIGN
 The training programme can be undertaken only when clear
training objectives has been produced. The training
objective clears what goal has to be achieved by the end of
training programme.
 The key areas of training design are:
TRAINER
TRAINEE
TRAINING
CLIMATE
TRAINING
STRATE-
GIES
TRAINING
TOPICS
LEARNING
STYLE

12. TRAINING IMPLEMENTATION
 To put training program into effect according to definite
plan or procedure is called training implementation.
 Training implementation can be segregated into :
i. Practical administrative arrangements
ii. Carrying out of the training.

13. C. TRAINING
EVALUATION
 The process of examining a training programme is
called training evaluation.
 Training evaluation ensures that whether trainees are
able to implement their learning in their respective work
places or to the regular work routines.

14. PURPOSE OF
TRAINING EVALUATION
FEEDBACK CONTROL
POWER
INTERVEN-
TION
RESEARCH

15. TRAINING METHODS
COGNITIVE
BEHAVIORAL
ON-THE-JOB
TRAINING
OFF-THE- JOB
TRAINING

16. LECTURES:
• a formal verbal presentation of information.
DEMONSTRATION:
• a visual display of how something works or
how to do something.
DISCUSSION :
• Provide learners with context that is
supported, elaborated, explained through
interactions.
COMPUTER BASED TRAINING:
• an alternative to classroom based training to
accomplish the goal of providing training at
lower cost.
A. COGNITIVE METHODS :
It is theoretical training. This approach provide the rules for how to do something, written
or verbal information, demonstrate relationships among concepts etc. Various
methods that come under cognitive approach are:

17. B. BEHAVIORAL METHOD:
These methods are more of giving practical training to the trainees. Various methods
that come under cognitive approach are:
BEHAVIOR MODELING
BUSINESS GAMES
CASE STUDIES
ROLE PLAY
IN THE BASKET TECHNIQUES

18. OTHER TWO WAYS OF CATEGORIZING
TRAINING METHODS
(1)ON-THE-JOB TRAINING: Under this method, a sales person is instructed
by some experienced sales supervisor. Supervisor demonstrates what he
teaches. He gives oral and written explanations.
 sales person learns job in actual conditions rather than in artificial conditions.
 It is less expensive and less time consuming.
 they learn rules and regulations while learning the job.
(2) OFF-THE-JOB TRAINING: Training is not as a part of every day activity ,
it is conducted by an outsider organization. It is given in artificial conditions
which may just like actual conditions.
 Trainee can learn in short time.
 Trainee can give individual attention as he has no other work assigned to him.
 Trainees can concentrate more on learning.

19. FROM:
VENU
&
RASU