Training For Success
A proven eight-step program increases job retention.
By Shawn Murphy
Training is the ultimate foundation for any position, providing a template for success. At i3, we put a considerable amount of emphasis on our training programs, but this has not always been the case. As the saying goes, “We learned the hard way.” We were having trouble retaining people and when we dug deeper into each occurrence, we realized that we asked people to go out and succeed after only a few days of sketchy training. We knew we had a problem, and we needed a solution.
First, we broke down the duties of the Regional Sales Managers and created a sales manual that would focus on every different aspect of their position. We felt that if we could dissect the job into many small parts and then evaluate both the training of the parts and the incumbent’s doing them, then we knew we had given the employee all the tools and training to succeed.
Next, we incorporated the job duties into our Sales Training Manual. This manual also has cut sheets of our products, sample quotes, case studies and published articles that include our company or relevant stories. The manual is split into eight sections: Company Policies and Procedures (Administration), Company Dynamics, Customer Dynamics, Product Training, Territory Planning, Reporting and Performance Reviews, Sales Presentations and Sales Calls, and Evaluations. Together, these eight sections provide the basis of the training modules for the job of regional sales manager.
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Company Policies and Procedures
The new regional sales manager is first walked through the Administration module, where our company’s policies and procedures are laid out and the mission statement and structure of the company are explained. This usually is completed by our HR department. The module also focuses on getting the employee up and running with a laptop and cell phone. The company’s uniform, car, expense, e-mail, Internet and cell phone policies get discussed. The manual includes a user guide to our Customer Relationship Management (CRM) program. We rely heavily on our CRM, and it is mandatory that each regional sales manager is educated in the entire process. Once the Administration module is complete, the employee has a good understanding of the makeup of the staff and the outlined company expectations.
Company Dynamics
Company Dynamics is an overview of digital video, an industry article on the growth of our industry and key benchmarks, a review of software, hardware, why we use our technology, competition, allies, and why i3 is different. It is very important for the new salesperson to fully understand how the technology works, along with its benefits. We explain how we provide solutions to the market and provide an overview of technical aspects, including bit rates, frames per second, compression and what the future holds. It’s important to include what the competition is doing in this section as it provides a view of how we see ourselves in the market. This section of the training is usually a two-day exercise with an evaluation at the end. The evaluation touches on the employee’s comprehension of the module and includes key questions on the technology. Customer Dynamics
Customer Dynamics touches on our means of distributing our products. We have a few different price levels and modes of distribution, and the employee needs to know exactly how each works and what attention needs to be given to each model. As with the majority of businesses, 20 percent of our customers buy 80 percent of our products. Our regional sales managers need to know where and when to focus on the customer base. This module usually accounts for a half-day session with a quick evaluation at the end.
Product Training
The “meat” of the training is in the next few modules. Product Training delves into in-depth, hands-on, technical and sales-related training and can last up to a week. It is important to have the trainee understand why we use the product, where the product would be best used, and the history of the equipment. We also offer a full dealer technical training that usually coincides with the regional sales manager training. This way, the regional sales manager gets a feel for the dealer base and has a chance to network.
Territory Planning
Territory Planning reviews the importance of goals, knowing your territory, regional goals, dealers in your territory and provides a sample territory plan. Each regional sales manager is asked to gain in-depth knowledge of their territory. They research the economy, the industry make-up and the population, as well as our strengths in the area. As an evaluation, they are asked to devise a detailed territory plan that includes amount of time needed in each area of the territory, as well as their expectations. Goals are then assigned to the territory that both management and the regional sales manager are in agreement with. The territory plans are reviewed monthly to ensure proper focus for the regional sales manager.
Reporting and Performance Review
Module 6 reviews the reporting structure that is required by each regional sales manager. We conduct weekly one-on-one meetings to review goals and expectations. We’ve designed a template for success that includes “what a typical week looks like for an i3 regional sales manager,” and we compare the expectations to the reality of the week. We also review how and when the individual will be evaluated. Employee reviews are conducted quarterly and yearly. The sales meeting agendas and quarterly sales training calendar are presented at this time.
Along the same lines as the Territory Plan, this module discusses the Three-Month Plan. We feel that the first three months are critical in the development of the regional sales manager. The Three-Month Plan details exactly what is expected and how it can be achieved to become successful. The evaluation for this section is the completion and acceptance of the Three-Month Plan.
Sales Presentations and Sales Calls
Once we reach this module, the regional sales manager has a clear understanding of the role of the i3 sales professional and is expected to do a role-playing exercise to the management group. We review the presentation and explain their strengths and weaknesses. We ask them to revise their presentations and come back a few days later for a second presentation. This gives us immediate feedback as to where we need to do more training.
Evaluation
The final module is the evaluation process. Each module’s evaluation is compiled, and we meet with the regional sales manager to discuss where further training is needed. A training program is outlined, and we monitor it on a monthly and quarterly basis.
Mentoring
The training program ranges from two to four weeks in-house, with continuing training on the road for three to six months, depending on the experience and needs of the individual. Once the regional sales manager is comfortable on the road, they are given additional help from senior regional sales managers as part of our mentoring program. They also have structured days on the road with sales management. The mentoring program was developed to have the inexperienced manager gain insight into different selling techniques that work. The new regional sales manager travels for two or three days into another territory to see how an experienced successful regional sales manager plans, sells and presents. During the sales management road trips, the sales manager visits the territory and evaluates the regional sales manager on his or her ability to set up meetings and how he or she is progressing in the sales process.
We provide a strong foundation to our newly hired regional sales managers. We know that if we provide all of the training and tools to be successful, we as a company will also be successful. |
