training module-sales force management

Training Module

Project Title :Improvement and Execution of TSI

Training in Mumbai Region

Introduction

•The presentation covers the following:

1. Identifying the Trainable2. Contents built for training 3. Tools to train/evaluate

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Identify the Trainable

• Primary research based1. Concern Validation Study:

TSI voice concerns Issues understood Distinguished into trainable and Systemic issues(prevalent in organization) Training solution created

2. Focus group Issues for FGD

3. One on One Interviews


• Secondary research based1. Supervisor Feedback2. Performance analysis3. Demographic

• Testing based1. Product knowledge2. Psychometric profiling tests.

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• New Clients Existing Clients


Total Prospects

Active ProspectsTotal Prospects

Client Conversion Rate

Average ProfitabilityClient

Average growth per client

Solution Development

Issue Identification

NetworkingPricing &

Product mixClient

Satisfaction

•Managing Relationships

•Asking for referrals

•Identifying needs

•Building Trusted relationships

•Understanding Decision Making

•Differentiating solutions

•Developing ROI for business

•Negotiating

•Ensure smooth implementation

•Responding quickly to problems

05/02/2023 Summer Intern Project 7

Coaching Identification

• Training Ingredients1. K -Knowledge2. A - Attitude3. S – Skills4. H - Habits

Sample

Evaluation tool - KASH Analysis

Role Analysis - TSI

• Achieve Primary sales – Overall and product wise• WSS management – Ensure coverage and timely delivery to

retailers and wholesalers• Ensure Policy implementation by WSS• Ensure that retailers are charged correct prices• ISR management – Train ISR, track working and ensure

coverage in all outlets• Competition Tracking• Conduct Promotions as per Market Development module• Ensure proper communication of schemes to trade and

implementation to maximize sales.• Timely submission of all MIS• Adherence to approved PJP

• Effective Selling Skills• IAC Strategy

Content for TSI Training

Increase• Group 1

• Buy/stock almost all products at minimum level

• Increase the quantity bought

Add• Group 2

• Buy/Stock only a part of total range(fast moving SKUs)

• Add products

Convert• Group 3

• Prospects-They need products but do not buy( e.g. unaware)

• Convert group 3

• To achieve IAC strategy follow


S

P

I

N

SITUATIONAL Questions•Factual Questions• E.g. how much is the margin

does XXX offer?•Ask economically•Senior the Buyer – Less Situational Q•IMPACT : Least of all SPIN Q hence eliminate unnecessary

Questions

Problem Questions•Think of our product in terms of the problem it can solve• E.g. What is the difficulty in

using XXX product on fabric?

•Pitch product by addressing the problems rather by explaining features •IMPACT : More than Situational Q. Develops with experience

Implication Questions•They address the wants or desires.• E.g. What if the demand for

XXX shoots up and you are short of stock?

•Hardest to ask and must be planned before key calls •IMPACT : Maximum impact as the buyer tends to think. Top salesmen ask a lot of these.

Need Payoff Questions•They focus on solutions. The buyer himself tells you the benefits your solution offers• E.g. How much business

would you lose if the stock is not available for a month?

•Buyer dos the talking•IMPACT : Constructive Q always have a positive impact and used by top salesmen.

• Putting SPIN into Practice:

Content for TSI TrainingThinking through SPIN questions and advances

Putting them in call plan

Planning

Shift the perspective away form product

Focus on problem solving

Paradigm Shift

• Customer Profiling


Hostile Warm

Dominant

Submissive

…towards aggressiveness & unpleasantness

…towards mistrust & avoidance of commitment

…towards agreeableness but with insecurity & inability to

fulfill commitments

…towards assertiveness, pursuit of quality, open to new

ideas. Improved process & result

I

II III

IV

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Customer Profiling Quadrant I – Dominant-Hostile

•Brag incessantly •Drop Impressive names and misquote ‘authorities•Dogmatic and opinionated•React without hearing whole story•Make broad generalizations and sweeping statements•Easily offended•Demand efficiency and respect.

•Be courteous but firm and assertive•Nothing to lose•Expect exaggerated objections• Stick to demonstrable facts. Avoid justifying self, product and idea•Expect resistance to closing. ‘I don’t need you’.•Precede all questions with a benefit.

•

Customer Profiling Quadrant II – Submissive-Hostile•Express

doubt about any statement made•Give little, if any, information in return. ‘Why do you want to know?’•Use aggressive body language but weak in behavior•Reluctant to take minimal risk. If forced to choose would go for low risk option•Avoid commitment by any means•Say nothing unless sensitively probed.

• Remain patient even in phase of disbelief

• Stress on benefits which provide stability and low risk

• Assure, reassure and give guarantees in writing .

• Ask safe closed questions until they begin to open up.

• Expect resistance to closing. ‘I don’t need you’.

• Expect silence and wait for responses.

• Quote Prestige users of your product and ideas.

•

Customer Profiling Quadrant III – Submissive-Warm

•Ramble incessantly on unrelated subjects. Have time for everything but job at hand. •Promises anything but rarely keeps them•Are readily convinced but takes time to close•Give impression of agreement despite strong reservations.•Cause confusion. Claim any role or authority level.•Respond quickly and positively to any suggestion.

• Use closed questions

• Avoid entering into unnecessary discussions

• Probe for hidden objections, if any.

• Do not assume that lack of objection means commitment

• Personalize the discussion. Use first name often.

• Leave limited room for gossip and stick to business.

• Be firm but make it feel like support.

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Customer Profiling Quadrant IV – Dominant-Warm

• Express views clearly and frankly

• Ask pertinent and searching questions.

• Reject political solutions.

• Admit their lack of understanding and know-how

• Concentrate on what can be achieved

• Avoid blaming others. Comfortable to own a problem

• Give new ideas . They would improvise but acknowledge the idea as yours.


Lord Ganeshji’s big head inspires us to Think big and think about the customer

The big ears prompt us to Listen to the needs of the customer

The narrow eyes point to Deep concentration to do what the customer wants well and quickly

The long nose tells us to Poke around inquisitively to learn what the customer wants

The small mouth reminds us to Speak less and listen to the customer

Worship Lord Ganeshji Learn to worship your customer

Discovery Learning

Content Delivery

•Learner builds on past experience•TSIs interact with environment •Discovers facts and relationships on own•TSIs create own construct of knowledge through narrative

Teaching method

• Inquiry based process• Focuses on learning through experience

• Spiral construction of curriculum (revisits concepts)

Discovery Learning - Process

Example

Content Delivery

Concept Discovery

Concept Building

Skill Developmen

t

Internalization

Results


Content DeliveryReflective Learning

• Purpose• Used for attitudinal Training• Adds to ‘personal effectiveness’

• Methodology• Encourage participants to examine Behavior/attitude towards Issues/People.• Realization of need to change• Facilitator helps on what and how to change


Content DeliveryPeer Learning

• Methodology

Encourage TSIs to share success stories

Identify Scalable and Replicable best practices

Bring out learning &developmental action plans

Works best as TSI looks each other as ‘People like me’


Content Delivery ISR Management

• Involve in PJP Planning, ensure coverage of entire territory• Ensure communication and implementation of schemes• ‘Coach’ thoroughly. Be his Mentor and solve his issues• Monitor and coordinate • Make him feel as a partner and work as a team.• Impart to him all the skills(selling/communication) gradually.• Maintain exclusivity to the extent possible.• Imprint on his mind. ‘High performance would be mutually beneficial’• Ensure him timely incentives and ways to keep him motivated.


Content Delivery Motivation – Compensation

Compensation Plan

•Must provide for growth in existing accounts but also acquiring new accounts•To encourage working of customer service people and TSI as a team•‘Stretch goals’ for high performers•Recognize and reward the ‘emotional side’ too•Willingness to take risk, right dialogues, etc.


Content Delivery Motivation• Recognition/Attention • Applause – Whenever and wherever• One on One Coaching – For Employee development

(invest time)• Training – Periodic training• Career Path – Prefer TSI over laterals.• Creative Job titles – Should feel better about the job• Leadership roles – Make them head a meeting• Team Spirit – Have a picture of entire team with the boss

• Time off – Implement contests that earn time off• Gags and Gimmicks -

• Cardboard stars for star performers• Mountain dew for the one’s displaying ‘can do attitude’• Phonographic records for the one setting a new record


SummaryThe training program would be effective when coupled with:

• A well trained ASM • Introduction of technology ( e.g. PDA system for order booking/stock

monitoring)• WSS support (Delivery and ISR management)• Shifting of time consuming activities(Acrylic color management) to

the retailer by paying a nominal amount.• TSI with basic levels of communication skill and with high self

esteem to be considered while hiring.• Continuous evaluation and training programs for TSIs

training module-sales force management

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