Sales Training Is the Effort an Employer Puts Forth to Provide Sales People Job-Related Culture, Skills, Knowledge, and Attitudes That Should Result in Improved Performance in the Selling Environments and Meet the Sales Targets. Justify.
Sales training is the effort an employer puts forth to provide sales people job-related culture, skills, knowledge, and attitudes that should result in improved performance in the selling environments and meet the sales targets. Justify.
A sale is the pinnacle activity involved in the selling products or services in return for money or other compensation. It is an act of completion of a commercial activity.
Contemporary organizational setting recognizes the need to upgrade knowledge, skills, abilities, and personal attributes (KSAPs) of subordinates as an important feature of management and contributory factor to organizational performance most especially in Sales in their effort to improved performance in the selling environments and meet the usually agreed and measureable sales targets. While competition becomes even more complex, training subordinates is a potent solution to cope up with the emerging challenges of the global workforce. Sales training is usually done prior to actual employment yet it extends beyond the requirement for both organizational and subordinates’ competitiveness and competency. The development, structure, motivation, improvement of the subordinates fundamentally depends on the leadership, mandate and vision of the organization (Rainey and Steinbauer 1999). Most organizations and their management invest on human resources as human capital is known to be a resource-based competitive advantage. In this case, sales professionals need training and education to ensure their adequacy and preparations to serve their role. Given the appropriate training programs for subordinates, it is tantamount to productivity and success. Training is important, as demanded by learning organizations, because subordinates need to take advantage of the opportunities of further enhancing skills and enriching knowledge through the programs and exercises their company invests on.
Most organizations have been operating successfully without training the staff for
A sale is the pinnacle activity involved in the selling products or services in return for money or other compensation. It is an act of completion of a commercial activity.
Contemporary organizational setting recognizes the need to upgrade knowledge, skills, abilities, and personal attributes (KSAPs) of subordinates as an important feature of management and contributory factor to organizational performance most especially in Sales in their effort to improved performance in the selling environments and meet the usually agreed and measureable sales targets. While competition becomes even more complex, training subordinates is a potent solution to cope up with the emerging challenges of the global workforce. Sales training is usually done prior to actual employment yet it extends beyond the requirement for both organizational and subordinates’ competitiveness and competency. The development, structure, motivation, improvement of the subordinates fundamentally depends on the leadership, mandate and vision of the organization (Rainey and Steinbauer 1999). Most organizations and their management invest on human resources as human capital is known to be a resource-based competitive advantage. In this case, sales professionals need training and education to ensure their adequacy and preparations to serve their role. Given the appropriate training programs for subordinates, it is tantamount to productivity and success. Training is important, as demanded by learning organizations, because subordinates need to take advantage of the opportunities of further enhancing skills and enriching knowledge through the programs and exercises their company invests on.
Most organizations have been operating successfully without training the staff for
References: • Carnevale, A., and Stone, S., “Diversity: Beyond the Golden Rule,” Training & Development, 48 (October 1994), 22-39. • Dale Carnegie - How to Win Friends and Influence People (1937) • Sharon Drew Morgen - Selling with Integrity (1997) • Heiman, Sanchez, Tuleja - The New Strategic Selling - The 1985 • Kellough, J.E. (in press). Employee performance appraisal and pay for performance in the public sector: a critical examination. In C. Ban & N.M. Riccucci (Eds.), Public Personnel • Kirby, S, and Orlando, O., “Impact of Marketing Work-Place Diversity on Employee Job Involvement and Organizational Commitment,” The Journal of Social Psychology, 140 (June 2000), 367+. • Miller, Frederick, “Strategic Culture Change: The Door to Achieving High Performance and Inclusion,” Public Personnel Management, 27 (Summer 1998), 151-160. • Miller, Heiman, Tuleja - Successful Large Account Management (1991) • Rainey, H.G. (1997). Understanding and Managing Public Organizations 2d ed. San Francisco: Jossey-Bass.