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Creating In-House Sales Training and Development Programs: A Competency-Based Approach to Building Sales Ability

Overview

Although the new millennium has ushered in an era of emphasis on e-commerce and globalization, trained sales professionals are still in demand. And developing them has never been more important. Many organizations lack a strategy and a structure for hiring, training, and developing sales professionals. This book provides a systematic framework and customizable approach to addressing this important organizational need. The case studies, lessons learned, and suggested development activities provide input from ...

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Overview

Although the new millennium has ushered in an era of emphasis on e-commerce and globalization, trained sales professionals are still in demand. And developing them has never been more important. Many organizations lack a strategy and a structure for hiring, training, and developing sales professionals. This book provides a systematic framework and customizable approach to addressing this important organizational need. The case studies, lessons learned, and suggested development activities provide input from successful sales professionals that allows readers to gain valuable insight for improving the performance of their own sales organizations.

For sales leaders, HR professionals, front-line managers, and others charged with the responsibility of developing an in-house sales development program or initiative, this book provides a roadmap and guide for building, implementing, and maintaining in-house programs for sales professionals across many industries, including manufacturing, health care, and the service sector. This work supplements the input from experienced sales professionals collected by personal interviews or survey instruments with material gleaned from the authors' personal experiences and involvement in a wide array of sales training and consulting projects.

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Product Details

  • ISBN-13: 9781567204650
  • Publisher: Greenwood Publishing Group, Incorporated
  • Publication date: 11/30/2002
  • Pages: 344
  • Product dimensions: 6.40 (w) x 9.20 (h) x 1.20 (d)

Meet the Author

WILLIAM J. ROTHWELL is Professor of Human Resource Development in the Department of Adult Education, Instructional Systems and Workforce Education and Development in the College of Education at Penn State University. Previously he was assistant vice president and management development director for the Franklin Life Insurance Company and training director for the Illinois office of auditor general. He is also president of Rothwell & Associates, a private consulting firm. He is the author of, among other books, Building In-House Leadership and Management Development Programs (with H. Kazanas, Quorum Books, 1999).

WESLEY E. DONAHUE is Director of Penn State Management Development Programs and Services, a self-supporting provider of education and training services to business and industry clients around the world. Before joining Penn State, he was regional sales vice president for Mar-Kay Plastics in Kansas City, Missouri; co-founder and executive vice president of Leffler Systems of New Jersey, a manufacturing company; and manager of technology for a Fortune 500 company. He also co-owned and operated a retail business for ten years.

JOHN E. PARK is Associate Director of Penn State Management Development Programs and Services with special interests in sales, marketing, and strategic planning. Prior to joining Penn State, he was assistant vice president of Glenn Insurances Inc. in New Jersey; Senior Casualty Underwriter with Commercial Union Insurance, Mechanicsburg, Pensylvania; and Commercial Underwriter with Pennsylvania National Insurance in Pittsburgh. He has also been involved in all facets of a family business for over 25 years.

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Table of Contents

Figures
Preface
Acknowledgments
Pt. I Essentials of Creating In-House Sales Training and Development Programs 1
1 Defining Sales Staff Roles and Functions 3
2 Identifying Staff Training Needs and Designing Curricula 19
3 Planning Learning and Development Opportunities 39
4 Leading and Evaluating an In-House Sales Training and Development Program 59
Pt. II Knowledge of Self 77
5 Enhancing Interpersonal Selling Skills and Self-Development 79
6 Managing Client Communications 97
7 Enhancing Negotiating and Influencing Skills 113
8 Resolving Sales and Interpersonal Conflicts and Coping with Change 127
Pt. III Knowledge of Products and Services 143
9 Establishing Ongoing Client and Stakeholder Informational Processes 145
10 Identifying and Communicating Product Features and Benefits 159
11 Establishing and Maintaining a Competitive Analysis Process 173
12 Linking Sales and Marketing Strategies 187
Pt. IV Knowledge of Clients and Business 201
13 Forecasting, Planning, and Prospecting for Clients 203
14 Managing Calls, Time, and Sales Territory 221
15 Providing Service and Managing Client Relationships 243
16 Developing New Products and Services and Managing Projects 261
Afterword 279
App. A Customized Job Profile: Client Manager 281
App. B A Written Questionnaire to Assess Sales Training Needs 287
App. C Consolidation of Action Tips from Critical Situations 291
References 301
Index 309
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