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 some time now, but in recent years things have been very tough as the market has become increasingly competitive. Staff turnover, particularly among younger employees, has been increasing steadily in the last few years. The management structures of both senior managers and top executives are usually promoted from within based on technical competence. A large percentage has no formal qualifications in management, and few participate in management development activities. Some have done no management development for 10 years or more. The prevailing management culture is a very traditional ‘command and control’ culture, and many of the organisations have no management development strategy in place. This essay is directed or focuses on arguing for the development and implementation of sales training in an organization as a strategy to provide sales people with the job-related culture, skills, knowledge, and attitudes that should result in improved performance in the selling environments and meet the sales targets. It also assesses whether the organisation’s current situation is effective and sustainable. Further, it outlines the kinds of programs needed both to ensure that current managers have the skills and knowledge required to be effective, and that the organisation is equipped to develop managers for the future. All generalizations are supported by relevant literature on management development. Sales Training: why is it important?
In the field of human resources management (HRM), training and development is among the main areas of the HR function (Sims 2002). Training of subordinates is basic to every organization (Carnevale and Stone 1994, 22). The value of human capital is enhanced by gaining higher performance potential such as new tasks, functions, and KSAPs (knowledge, skills, abilities, personal attributes) obtained and cultivated during trainings. This is where the importance of sales training is recognized as a crucial issue for businesses, organizations...
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