Term Paper Sales Final 2007

8/8/2019 Term Paper Sales Final 2007

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Contents

Objective ................................ ................................ ................................ ................................ ........... 2

Abstract................................ ................................ ................................ ................................ ............. 2

Introduction ................................ ................................ ................................ ................................ ....... 2

Sales Training ................................ ................................ ................................ ................................ . 2

Sales Training Process ................................ ................................ ................................ ....................... 3

Total Need Assessment Phase ................................ ................................ ................................ ........ 3

Gathering information-Organization level ................................ ................................ .................. 3

Process review- Task level ................................ ................................ ................................ .......... 3

Observation- Individual level ................................ ................................ ................................ ...... 4

Designing and Implementation Phase ................................ ................................ ............................ 4

Evaluation Phase ................................ ................................ ................................ ............................ 5

Reasons For Not Evaluating Training ................................ ................................ .......................... 6

Training program evaluation criteria ................................ ................................ .......................... 6

Re-training Necessity ................................ ................................ ................................ ......................... 7

Obstacles To Team-Based Training ................................ ................................ ................................ ... 7

Benefits Of Sales Training In Team Building ................................ ................................ ..................... 9

Strategic Results ................................ ................................ ................................ ............................ 9

Financial Results ................................ ................................ ................................ .......................... 10

Internal Results ................................ ................................ ................................ ............................ 10

Achieving Outstanding Results ................................ ................................ ................................ ..... 11

Case-I-Need Assessment Identification ................................ ................................ ............................ 12

Moor House Insurance Sales Performance Development ................................ .......................... 12

Case Study-II-Importance Of Team Based Training ................................ ................................ ......... 14

Summary ................................ ................................ ................................ ................................ ......... 17

Bibliography ................................ ................................ ................................ ................................ .... 18


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Objective

How training imparts skills required to build the team in the organizational context.

Abstract

To understand the value of training multidisciplinary individuals in sales organization to

increase their effectiveness in working as teams both individually and as a member of their

team. This term paper focuses on the development of competency/ training maps within the

organization. It also lays emphasis on the basis for debate on the tradeoffs between cost of

training programs and the benefits derived from them. This paper tries to differentiatebetween education, as the transfer of concepts, ideas and knowledge; and training, which

focuses on the learning and development of skills and best practices through feedback.

Introduction

Sales Training

Training can be an extremely powerful and cost effective investment by an organization, but

only if it is implemented to match and complement the businesss needs and objectives. It can

help to expand the scope of available skills within the workforce as well as improve on

existing expertise, all with the goal of improving the businesss efficiency and effectiveness.

And enhancing the capabilities of the team can even support retention, as staff feel

empowered and invested in, and better equipped to deal with their daily activities. However,

it is important that any investment in training is underpinned by a clear view of what the

organizations training needs are. Many businesses face the prospect of wasting valuable

training budget because they do not know how to accurately identify what their internal needsare, and thus cannot design the most suitable training and enhancement programmed. It is

also important for an organization not to view training as a one off investment and solution.

Training should focus on improving the sales persons individual skills and also sills required

to be successful team member. This fact has been supported by Lester Throw statement, its

the skills of your work force that will be the greatest competitive weapon. Make sure your


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sales team has every skill they need to succeed. If they sell as a team, the must train as a

team.

Training should be about more than simply teaching staff new skills or guiding them on

how to do things better. Instead if training is seen as an ongoing process with set goals and

outcomes, which are monitored, refreshed and enhanced, it can bring a continued and long-

term benefit to a business. Because of these different functions in organization its even more

vital toidentify where training is needed, and which agents would benefit from what support.

Therefore the prerequisite to any training investment should be the completion of a Training

Needs Analysis (TNA); without it valuable budget may be wasted on coaching and guidance

that is unnecessary, and which ultimately doesnt deliver a return on investment through the

delivery of a positive impact on the bottom line.

Sales Training Process

The training process can be clearly explained in the following 3 phases

Total Need Assessment Phase

It is a methodical investigation and analysis into an organizations current and desired

performance levels, focusing heavily on the ability of its staff and their support network. A

TNA will help an organization to target specific business issues through designing training

solutions. A typical TNA will bring together quantitative and qualitative information and

evidence from a wide range of sources, which are grouped together under the following areas

Gathering information-Organization level

This stage of the process will examine quantitative information such as KPIs and targets,

conversion rates, productivity, existing skills matrices, sickness, attrition, missions and values

and organizational structure.

Process review- Task level

Here the analysis brings in evidence on the systems and processes the organization has in

place, which can have an influence (both positive and negative) on the way agents and other


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staff utilize their existing skill sets. It may include the examination of call flows, performance

management and HR procedures, call monitoring, and team development techniques.

Observation- Individual level

It is imperative that time is spent witnessing first-hand individuals working style and

aptitude. This should not be used in isolation, but rather combined with knowledge of

managers and colleagues, attitude and behaviour, and the use and navigation of company

systems. Businesses should assess the approach to training at all levels, not forgetting new

starters and the induction process.

By applying the stages of TNA outlined previously, organizations can successfully build a

detailed picture of individual needs and those of the overall organization. By applying this

understanding to any training programmed, organizations are taking steps to ensure that

training will boost the effectiveness of the workforce.

Designing and Implementation Phase

Training is an ongoing process, one that is continually refreshed and renewed and where

employees are encouraged to revisit training materials after the event. And naturally the

content and style of materials should be tailored to the needs of the individuals undertaking

the training. In developing most training programs for professional salespeople, designers

have to consider the probability that learning will occur in team or group environments,

where each team consists of learners who are at various stages of readiness. Therefore, to

remain effective and to optimize the learning process, instructors will have to adjust their

delivery strategy by matchingas closely as possiblethe task development levels of their

program participants.

In developing most trainingprograms for professional salespeople, designers have to consider

the probability that learning will occur in team or group environments, where each team

consists of learners who are at various stages of readiness. To design

effective sales training programs, designers use the concepts of situational leadership to

maximize the learning experience while also providing value to the organization that

sponsors the learning eventusually the learners employer.

The training program based on concepts of situational learning follows six steps:


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Step 1: Outline the objectives

Step 2: Provide a structured learning experience

Step 3: Model the application of the content

Step 4: Test for understanding

Step 5: Have learners practice and apply the new concepts

Step 6: Ask learners to demonstrate the ability to connect the concepts in an overall process

The underlying objective of the designing training program is to upgrade and hone the

learners skills, making them more effective and productive by proper implementation.

Evaluation Phase

Training evaluation can be defined as `` the systematic collection of descriptive and

judgmental information necessary to make effective training decisions related to the

selection, adoption, value, and modification of various instructional activities'' (Goldstein,

1993, p. 147). Although it is an integral part of a systematic approach to training and

development (Tracey 1992), it tends not to be conducted thoroughly (Tannenbaum and

Woods, 1992). In fact, many sales organizations have a beneficent attitude toward training

they tend to implement it without measuring its benefits (Churchill et al., 1997). Moreover,

prior research in sales management indicates that relative to training planning and

implementation, evaluation receives the least amount of attention and budget allocation

(Erffmeyer et al., 1991).

Any training (internal/externally) provided requires a process of evaluation to determine its

success. It is an error to execute a training programmed without an audit procedure already

built into the process. Only through evaluation can the success of a programmed, or the areas

for improvement, be determined. All this information combined builds a picture of what

training is required, so an appropriate programmed can be designed, implemented, and most

importantly monitored and evaluated in the long term, to demonstrate the effectiveness of

investment.


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Reasons For Not Evaluating Training

Although training programs utilize a firm's precious resources, some organizations are not

evaluating the training program because of numerous reasons. Also, previous empirical work

has found that the most common reasons cited for failing to evaluate sales training programsare:

y Lack of support from upper-level management such support, however, may not beforthcoming, particularly with respect to training evaluation.

y Restrictions concerning ``time and money'' and ``difficulty in obtaining data''y Some sales managers feel that because sales and profits are rising, training must be

efficacious therefore, no evaluation is undertaken.

y Other rationales for failure to evaluate training pertain to the prowess of training personnel: trainers may not have the skills to do the evaluation or they may be

uncertain about what should be evaluated and what questions the evaluation will

answer.

Training program evaluation criteria

Kirkpatrick (1994) posits that there are four general dimensions with which to evaluate

training effectiveness:

(1) Reaction;

(2) Learning;

(3) Behavior; and

(4) Results.

He refers to each of these criteria as a ``level'' and asserts that training evaluation should be

done in this sequence. As one moves from one level to the next, the cost and complexity of

the measurement augment. Kirkpatrick's evaluation methodology is the most prominent one

utilized in the training field (Tannenbaum and Woods, 1992).

The four levels of evaluation. ``Reaction'' refers to how trainees react to the training program.

Basically, it indicates how the trainees feel about the training. As noted earlier, it is the

predominant way of evaluating training programs. Its significance has been noted by

Kirkpatrick (1994, p. 22):


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Positive reaction may not ensure learning, but negative reaction almost certainly reduces the

possibility of its occurring. ``Learning'' is the degree to which an individual's attitudes,

knowledge, and/or skill has changed (improved) as a result of training attendance. Measures

of learning are objective and quantifiable but are not measures of performance on the job

(Goldstein, 1993). ``Behavior'' indicates the degree to which a trainee's behavior has changed

because of training attendance. Although trainees may have had a favorable reaction toward

the program and learned the material, their behavior may not have changed for a variety of

reasons, including the unwillingness of the trainees' managers to accept the training

(Goldstein, 1993; Kirkpatrick, 1994). ``Results'' denote the final outcomes that have

transpired owing to training attendance. Such factors as increased productivity or sales,

reduced costs, higher profits, or decreased turnover are prototypical results sought from

training.

Re-training Necessity

Retraining is an integral part of the industry's investment, companies understand that

employees must upgrade their skills if they are to successfully confront global competition.

Companies today which can't compete on low prices they must learn to compete on quality

and quick response. That, in turn, means workers must learn to handle an increased number

of challenges posed in the business environment.

In an Organization re-training is very much essential under the following 3 conditions.

y Changing Marketing conditions.y Increase in competition in that particular industryy Technological changes

With the changes in competition, Market and technology companies should try inculcate the

group learning habits through its training activities as it is an ongoing process.

Obstacles To Team-Based Training

Most organizations train their people to some degree. Few embrace team-based training to the

extent that will yield the optimum results: a highly functioning team that performs. Other

than the excuse of hiring experienced individuals, managers and executives have a wide

range of reasons that they dont have people come together in order to be trained as a team.


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Some of the reasons are hard facts and others are merely excuses or objections. In this paper,

we will address several of these reasons and why they should be reconsidered.

Different members of the team have different responsibilities (e.g. sales, pre-sales,

technical etc.) and can only attend role-specific training.

An example would be sending only account executives to the training on your opportunity

management methodology and only pre-sales to the training on how to prepare for and

deliver the solution presentation. As a fundamental concept of a team, there will almost

always be different individuals with differing skills and responsibilities. It is because of these

differing responsibilities that teamwork becomes more important. It is the very nature of

these differences that requires each team member to know about the others responsibilities.

To continue the example above, if only the account executive understands the opportunity

management process, its unlikely that the pre-sales professionals will be able to

appropriately or adequately support the process. Similarly, if the account executive doesnt

understand the steps and procedures necessary to adequately prepare and deliver the solution

presentation or demonstration, theres not a very good chance theyll negotiate for the

necessary steps or access nor will they likely manage the customers expectations

accordingly. The net result is frustration amongst the team members and the customers.

Training the team takes too much time out of the field.

This can be a legitimate issue for many companies, especially when some of the team

members may be billable for their services. The opportunity cost can have a real impact on

the business. However, for most sales teams, where the team members are not typically

billable, the opportunity cost must be measured in what theyd be doing otherwise.

Obviously, you wouldnt want to schedule a team-training event during the time of the month

or quarter where theyre trying to get agreements signed, but instead during other times when

they can afford to take a few days to learn or hone the skills theyll need to keep generating

revenue.

Another consideration is the medium used for delivering a particular subject to each member

of the team. Several varieties of e-Learning (web, CD, CBT) and self-study programs are

valuable ways to educate individuals in knowledge content. On the other hand, skills based

training, where the individual and the team need be assessed as to their grasp of the behavior

or process is best The Importance of Team-Based Training in Sales Organizations suited to


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instructor-led training events. For example, everyone can learn to use the CRM application

via web-based self study or tutorials. Presentation skills are harder to learn or assess in such

an electronic medium.

Staff is shrinking and workload is increasing.

This is a potentially legitimate concern, especially during a market downturn or slowdown.

However, though it may be counterintuitive, with a shrinking staff or market opportunity, the

team must achieve success in every sales opportunity possible and therefore, team interaction

and support becomes even more critical. When times are good, companies can get by with

less than stellar sales teams. When times are tough, theres no margin for error.

The Value Produced by Team Cross-Training

Above and beyond the reasoning just discussed, there are several elements of value that are

generated by team training. Among them are increased productivity achieved by an

improvement in empathy and communication among the team members. When one has a

detailed understanding of the roles, responsibilities and challenges of others on the team, he

or she will generally become more inclusive and supportive to other team members and they

tend to work together more effectively. When team members communicate using a common

nomenclature they work more quickly and accurately as well. Not all the value comes in the

form of internal productivity within the team. When team members act in concert with one

another in front of the customer, the level of uncertainty is reduced dramatically. Trust is

established by consistency and assuredness. The way a team interacts with the customer has a

direct impact on the trust levels that are established by the customer with respect to the sales

team. When it comes to training a sales team, most organizations are looking for one or more

of the following results. Each of these results is impacted by the degree of team training that

is deployed and the degree to which it is supported and reinforced in the field following the

training workshop.

Benefits Of Sales Training In Team Building

Strategic Results

When sales teams work well together they help you:


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Retain or grow your market share by more effectively persuading the customer to buy from

you.

Reduce the time and effort necessary to sell by increasing the relationship level with the

customer.

Increase competitive ability and strength by reducing predictability and delivering concise,

consistent competitive messages

Financial Results

A top functioning sales team delivers the following financial benefits to your company:

Increased top line performance. A team that sells together can expand the size of each deal

and sell more deals.

Reduced selling expense. When a team does not perform well, sales cycles are extended and

multiple calls are required to convince the customer of your solution superiority. When the

team works well together, through both planning and execution of the process, theyll shorten

the sales cycle considerably.

Lower recruiting and training costs. Teams that work well together have lower turnover,

hence reducing the costs associated with recruiting, hiring and training new team members.

Theres also a reduction in the opportunity costs associated with a less than fully-functional

team, although such opportunity costs are difficult to measure.

Increased profitability. If youre able to sell more with fewer costs associated with the sales

effort, your margin increases.

Internal Results

There are several benefits to the culture or internal operations aspect of the business derived

from team training. They include:

Easier adaptability to change. Team members that work well together will help each other

adjust to and leverage change, either inside the organization or in the marketplace as a whole.


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Less downtime. Dysfunctional teams spend a lot of time churning over issues, both

internal and customer-centric. This churning not only results in employee turnover, but also

slows down the entire sales process and can lead to less than cordial team interactions.

Improved morale. When an individual feels like theyve made a valuable contribution to the

opportunity at hand, the team and the company, their morale remains high and theyre less

likely to be wooed away by your competition.

Achieving Outstanding Results

There are three actions that top performing organizations do in order to leverage team based

training to achieve these results.

First, if your organization uses competency maps or other documentation outlining the

responsibilities associated with each role on the team, make sure that everyone on the team is

made aware of everyone elses responsibilities. Charge and empower each team member to

become accountable for their own responsibilities and to raise his or her hand when they need

managements assistance in accomplishing their objectives.

Secondly, unless the skill being developed is without question focused solely on a specific

team member (e.g. negotiation skills would be solely the account executives responsibility)

send the entire team to the training program, as a team. Be it opportunity management,

presentation skills, developing the solution and value proposition, demonstration skills, etc.

the entire team should attend, because every member on the team has some portion of making

sure that step of the overall selling process occurs.

Thirdly, do not accept an individuals (or their managers) assertion that they dont have time

to attend training. No one is so highly skilled that they cannot benefit from some training.

When it matters most (in the sales process) each will perform as well or as poorly as they

trained for the event. When someone says theyve forgotten more than they could learn

during training, remind them that that might be the problem which they might have forgotten


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Case-I-Need Assessment Identification

Moor House Insurance Sales Performance Development

To prove that by undergoing a Total need assessment, a clearly defined training strategy can

be created and implemented. The following case study outlines this process in greater detail.

Brief

Moor house Group Ltd provides a wide range of business insurance policies including

professional and public liability, single van and fleet vehicle insurances, legal protection and

retail. In a challenging economic climate and with competition for business insurance

intensifying, Moor house has ambitious plans for growth and is pro-active in identifying areas

of improvement to ensure higher levels of insurance sales in their main sales centre based in

Caerphilly, South Wales.

Moor house choose to have an independent analysis of sales performance with a particular

focus on agent capability. This information was vital in providing the basis of workshops

designed to improve lead generation and sales conversion in the business, and to continue

building a training culture into Moor house.

Approach

Jawing DMGs team of experienced training consultants began by carrying out a training

needs analysis, so a bespoke training course could be designed to address the specific

business issues being faced, and which a generic off-the-shelf course may not be suited. The

team carried out the majority of this training needs analysis on-site using a variety of

approaches, including meeting with the Managing Director Sian Pryce, along with the board

of directors and management team, live and recorded call listening, observing the

management of the sales centre operation and speaking to a variety of agents at all levels. The

Jawing DMG team also reviewed new starter induction training material and observed this

existing training being delivered. The team was also careful to ensure that the analysis

included departments other than sales, such as customer service, broker to broker, creditcontrol and accounting to ensure a view of the entire business.

The main focus of this analytical approach was to identify training needs to improve agent

capability. With experience in call centre management and operations the Jawing DMG team

was also able to provide additional recommendations; key to embedding new call centre


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management principles, to improve performance day to day. There were two

recommendations for training following the training needs analysis:

1. Sales training.The first was a sales training course, which covered the skills required at every stage of

the sales process. This two-day course was aimed at those involved in directly selling

insurance policies to new and existing clients. The most popular element of this training,

as indicated by post-course evaluation, was communication skills such as questioning

techniques, handling objections and assertiveness techniques. These were also the main

areas that the training needs analysis revealed as being key areas for improvement. The

training included a short period where delegates were given the opportunity to take live

calls whilst putting skills learned into practice and receiving one to one feedback. At the

end of the training, they also compiled development plans to allow their managers to

embed their learning into the operational environment.

2. Workshops.The second training recommendation was to host a number of workshops for areas

outside of sales to help them discover ways in which those departments could generate

more leads for the business. The three-hour workshop encouraged discussion, allowed

delegates to come up with ideas and concluded with action plans being developed to

ensure the ideas were taken forward into the business. These action plans have been the

driver for the business establishing working groups to turn these ideas into business

processes. Almost 100 agents received one or both of the courses within one month of the

contract being agreed and within the timescales agreed by the business.

Deliverables

y Training needs analysis completed using a variety of methods and approaches.y Bespoke sales training course designed and ready for first delivery within timescales

agreed.

y Three lively training courses delivered to all agents interactive and fun to ensureagent buy-in.

y Two lead generation workshops delivered to create opportunity for lead generationculture to be embedded and ideas to generate more leads taken forward.


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y Individual action plans created and handed back to managers to embed learning intobusiness.

y Delegates given high quality workbook to support learning and refer back to after thetraining event.

y Training material handed over to business to allow material to be included in new hireinduction programmed.

Results

y On making the necessary improvements recommended by the team the businessreported an increase in productivity of 56 percent.

y Identified additional operational and cultural changes leading to 56 percent increase inproductivity.

y Positive feedback received from those attending the course.y Business signed up to a 12-month training programmed with Jawing DMG following

the success of the work carried out.

Case Study-II-Importance Of Team Based Training

PerformanceMethods, Inc. + Verizon

The Situation

Verizon Communications is one of the countrys largest telecommunications organizations,

delivering advanced broadband and wireless solutions to consumers, businesses and

government entities. The organization has a nationwide customer base of nearly 57 million

users.

In 2006, Verizon launched Verizon Enhanced Communities, (VEC), a new business unit

which would provide voice, data and video services to multi-dwelling properties. The

business unit, formerly known as Verizon Avenue, needed its sales department to

aggressively pursue service and marketing agreements with developers of single-home

complexes; new apartment, condo and co-op high-rises; military installations; and student

housing. While a part of the larger Verizon corporation, the VEC culture was more akin to a

start-up than a large enterprise.


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The Challenge

The new division engaged individuals from existing Verizon business units to provide a

dedicated team for the operation of VEC. To make the situation work, VEC needed to

establish a common process and language from which to structure a defined sales process and

an effective executive reporting system for business operations.

VEC required an external sales training provider to help the members of the team make a

seamless transition into its newly formed business unit, thereby empowering the entire sales

team without detracting from their current sales efforts. VEC was initially challenged with

having no standard sales process in place, as well as an inability to provide a forward view of

sales performance for the new business unit. Verizon needed a simple, intuitive process that

could easily be learned and adopted across the new division.

The Process

VEC needed not only a training program, it also required both a long-term solution that

would affect the organizations culture and a support system, as employees adjusted to the

new processes. VEC chose Performance Methods Inc. (PMI), as the best fit for their task.

Supporting this decision was PMIs exceptional score in the 2006 Sales Training Vendor

Guide, an annual assessment of sales trainers conducted by ES Research Group (ESR), the

nations leading independent source on sales performance. According to the Guide, PMI

ranked exceptionally well in most categories of ESRs Sales Training Vendor Guide. During

interviews with ESRs analysts, PMI had demonstrated its strategic and proven ability to

build customized solutions a clear indication that it would fit Verizons specific operational

requirements, management expectations and sales goals.

PMI pursued the engagement with a structured approach, involving:

1. An assessment of best practices - PMI underwent a deep dive discovery process of VEC

to determine specific requirements, needs, strengths and challenges. This involved extensive

discussions with executives and top performing team members.

2. A predictable, repeatable process was developed - Based on input from executives, key

team members and top sales performers, PMI created a sales process based on best practices

from the multiple constituents.


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3. A plan was set into action - A detailed action plan for carrying out the new processes was

deployed across the business unit with ongoing training and field coaching.

The Result

PMI implemented a sales operations methodology which would provide necessary sales

forecasting, a defined process for the sales people and visibility into that process by managers

and company executives.

Forecasting Tool: PMI helped Verizon Enhanced Communities develop an executive

dashboard that offered division-wide transparency into the current issues as well as providing

a forecast via a weekly reporting process summarizing results and info.

Standardized Process: PMI created a simple, one-page sales tool that outlined the success

factors for a sales rep to execute throughout the entire sales process. VEC employees gained

valuable structure and consistency during the sales process, resulting in more efficient

reporting of results.

Management Training: PMI trained VEC sales managers to become internal best practices

experts and readied them for their coaching role. The managers goal was to reinforce the

reps new behaviors and processes. The new culture and processes were adopted across

Verizons executive team to ensure understanding of the process and to facilitate

management support to the reps as needed.

The success of the program resulted in growing the number of units with premise access

agreements by 591% -- from 57,000 to 337,000 units under contract in the first year of the

program with the same staff in place. In addition, the executive reporting cycle time was

reduced from 7 days to 1 day, while providing the leadership team with a necessary forward-

looking view of the business.

The Key Success Factors

Ultimately, success was determined by Verizon managements willingness to adopt change

and strong executive sponsorship. Other key factors included:

1. Involvement of employees throughout the assessment and process development phases to

gain ownership and buy-in and to assure proper deployment of solutions


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2. Deep and comprehensive analysis of the organization to create a customized solution based

on proven best practices

3. Regular interaction with and feedback from sales representatives to management.

4. Selection of and engagement with a proven, highly competent sales performance

improvement provider.

Summary

There are many reasons that team-based training doesnt happen in organizations.

Unfortunately, most of the reasons given for not training as teams are the exact reasons that

team-based training should be implemented. People in sales (and sales management) are

realizing that teamwork is far more important in todays world than that of the past. Cultural

and economic realities as well as the globalization of the marketplace are increasing the

pressure to perform. When individuals are forced to adapt to these changes by themselves,

they get frustrated and become less productive. When they realize that theyre doing it as part

of a team, they achieve a synergy and increased productivity.


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Bibliography

1. 2007 ES Research Group, Inc.- Case study, www.ESResearch.com .2. European Journal of Marketing, Vol. 35 No. 1/2, 2001, pp. 27-50.3. Journal of Business & Industrial Marketing, Volume 21 Number 3 2006 175 188.4. International Journal of Bank Marketing, 16/7 [1998] 293 2985. Hahne, C.E., Lefton, R.E. and Buzzotta, V.R. (1990), ``Measuring training results:

Behavioral change and performance improvement'', in Craig, R.L. (Ed.), Sales

Training Handbook, pp. 548-79, Prentice-Hall, Englewood Cliffs, NJ.

6. Kersen, I.L. (1990), ``The learning environment and its impact on your sales training'',in Craig, R.L. (Ed.), Sales Training Handbook, pp. 217-41, Prentice-Hall, EnglewoodCliffs, NJ.

7. Kotler, P. (1991), Phillip Kotler explores the new marketing paradigm, MarketingScience Institute Newsletter, No. 1, Cambridge, MA.

8. Sales and Distribution management, Tapan K. Panda, Sunil Sahadev.

Documents

Term Paper Sales Final 2007