The execution step requires four important organizational decisions, namely
(1) Who will be the trainees?
(2) Who will do the training,
(3) When will the training take place? and
(4) Where will be the training site be?
(1) Who will be the Trainees?
Identifying the trainees is more complex step. A company identifies the trainees for its initial sales training when it hires sales job applicants. While continuing sales training programmes, all sales personnel are prescribed in some companies. But the general practice is to select trainees according to some criterion. The criteria in common use are – (i) reward for good performance, (ii) punishment for poor performance, (iii) convenience of trainee and trainer, and (iv) the seniority.
(2) Who will do the Training?
(i) Initial Sales Training:
Initial sales training is a line function in some companies, a staff function in others. If a line function, responsibility for initial training is assigned to the top sales executive. If a staff functions, responsibility for initial training is given to the personnel director and sales management has an advisory role.
(ii) Continuing Sales Training:
Responsibility for continuing sales training vest with the top executive. Introduction of new products, adoption of revised sales policies, perfection, of improved selling techniques, and similar developments call for training.
(iii) Sales Training Staff:
Top sales executives usually delegate sales training programme to sub-ordinates. Large sales organizations often have a sale training director reporting to the top sales executive. The director conducts some training and coordinates that given on a decentralized (usually part-time) basis by regional and district sales managers.
In smaller organizations, some top sales executives, handle training themselves, but they rely upon assistant sales managers or district managers, to conduct the training. The large-scale organization makes efficient use of a full-time sales training director and sometimes even full-time staff.
(iv) Outside Experts:
Many companies hire outside experts to conduct portions of sales training programmes, specifically the portions relating to sales techniques. Numerous outside training consultants present sessions on sales techniques (for instance, in prospecting customers, selling by telephone calls or basic ways to meet objections. The outside experts are true professionals charging substantial fees.
(3) When will Training Take Place?
When there are large numbers of new personnel, group training is the way to training at the lowest cost per person. Group training is more effective when supplemented by individualized field training.
Individualized training is conducted in the field office or in the trainee’s home. On-the-job training features personnel conferences of the trainer and trainee and demonstrations as the trainer explain “this is how to do it.”
(4) Where will be Training Site?
Some companies held initial sales training programmes at the Central Office, and others conduct separate programmes at branch offices. Each practice has advantages and disadvantages.
The centralized programme generally provides better product training, but higher costs are incurred in bringing trainees to the central point. The separate programme at branch offices has to advantage to train new sales people near their future territories and acquaint them early with field selling problems. However, this method of training often requires the substitution of motion pictures, slides, and working models; the absence of these, the training may be less realistic, less interesting, and less effective than centralized training.
The manuals (Work books, etc.) and other printed materials (industry and general business magazines and journals), training (graph, projector, screen, etc.) and advance assignments, reading assignments, preparation of plans of action for use in a scheduled session, etc.) are used as instructional materials and training aids.