The textbook covers a number of phases that provide a foundation for developing a sales training program. Apply the steps from figure 7-1 of the textbook to construct a training model if you were asked to train salespeople to sell the value of the Kaplan University's MBA program? Within your response, include and cite a relevant quote from your textbook. What sales theories would you use in this model and why?
I do not need more than a page or a page and a half. It only has to be some type of training model. It does not have to be very sophisticated. Something like the one I showed you with some explaining to it. Thank you so much© BrainMass Inc. brainmass.com October 17, 2018, 11:48 am ad1c9bdddf
The Value of Sales Training
There are many different types of sales theories available to the savvy salesperson, unfortunately only about 30% of business firms provide sales training. (Organizing staffing and training, your book.) The sales approach largely depends on what is being sold. It is important to establish the objectives of the program in order to understand the big picture. Establishing objectives to the sales staff opens the door to whether push or pull sales models should be used, or if a combination of both is needed. In the case of selling Kaplan University to potential students, the pull model of sales is the most appropriate approach. The Pull Model allows the seller to go directly to the source of the person they are selling too, in this case the potential student (sales and selling - training and ...
The value of sales training are given. What sales theories should be used to model a foundation are provided.
Project Cost and Time Management
You are working with your team leads to create the project schedule. You are very concerned about the intersections between the teams, so you all are starting with the major milestones, working backward from the new product launch.
Sales of the new product are going to start in nine months and the new CRM system needs to be in place six weeks prior to that so the sales force can get their customer and prospect information entered in time for the big marketing mailing going out three weeks prior to the product being available. You have one team working on the marketing program (and the mailing is just one of their deliverables); this team is being led by Jennifer from marketing. You also have another team working on the CRM implementation, being led by Ben from IT. The two teams will intersect at the sales force trainingâ?"training on the new system, the new product, and the new marketing program. After talking with the sponsor and customers, it was determined that the training approach would be holistic; the marketing process would be taught using the new systemâ?"not two separate classes, but one integrated class. Instructors will come from both the IT and the marketing teams. You are unsure which team leader should be responsible for trainingâ?"it will depend upon the resources and dependencies.
Using the list of tasks below as a starting point, create a schedule by adding tasks, dependencies, efforts, and descriptions of the skills required to complete each task. Also determine the start and end dates based on the dependencies and effort. (Assume your resources have 50% availability to the project). The schedule should contain between thirty and sixty tasks/sub-tasks. Use Microsoft Project, Excel, Word, or any other appropriate tool to document your schedule. You will also need to define the team members you will need. For each team member you will need, create a bulleted list of skills/expertise he/she must have to complete the assigned tasks. For the effort, describe your rationale for your estimate.
Determine training objectives.
Create training outline (objectives, phases, topics, and content).
Create instructor guide.
Create participant materials.
Create activity guide.
Review training materials.
Conduct pilot training class/test training materials.
Deliver training to all of sales force.
Objective: Create a project plan which includes cost, scheduling and risk assessment
Describe methods for activity defining, activity sequencing, activity duration estimating, schedule development, and schedule control.
Develop and apply Gantt Charts, CPM and PERT techniques to project management.