product differentiation. “Generally you don’t see that


dimension of product knowledge training,” she says – and compares successful product knowledge train- ing to a pop-up book. “All the infor- mation is two-dimensional and then it becomes three-dimensional when it pops up. When you integrate product knowledge into sales training, it actu- ally ‘pops up’ for salespeople because it’s completely in context. They’ll see how to use it.”


THE MERITS OF TRAINING The best training encompasses all learning styles and involves multiple senses. One way to provide sales- oriented product training is through interactive sales meetings that involve role playing. Another is through Web- based, e-learning programs. There are advantages to both. One advantage to Web-based train-


ing is that companies can update prod- uct information frequently – so sales teams can have the information at their fingertips when they need it. Another advantage is that they can access the Web when it’s convenient for them. Web-based learning can take many forms, such as slideshow presenta- tions or interactive programs that al- low participants to apply the product knowledge in a sales scenario, take a test to evaluate competencies, and also get a personal action plan based on their test results. Some interactive products are cus- tomizable to fit a company’s needs, but don’t have to be developed from scratch – making their cost per rep more reasonable. With a simulated program, clients can easily train their sales professionals about new products and integrate it with general sales training in a very en- gaging online environment. Sales team members can even compete with one another in a virtual sales situation while they learn about product features and benefits and how to interact with cus- tomers about those products. A sales simulator is intended to mimic real-life, one-on-one sales


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experiences. The customer speaks directly to the salesperson and gives the salesperson a text prompt. The salesperson selects from a multiple- choice answer and the simulated customer responds based on how the salesperson answers. At the end of the simulation, salespeople are taken to a mentor character who gives them feedback on their sales performance. “Sales professionals often skim


through training material,” explains the expert. “Therefore the mate- rial needs to grab their interest and answer the question, ‘What’s in it for me?’ You really need to look at the motivational strategies that will keep salespeople engaged. Competition – being benchmarked against peers – is an incredibly powerful motivator in sales training. The simulation lets them compete with their teammates in a safe environment. In real life, your sales force doesn’t get second chanc- es. This type of learning enables the salesperson to try out new techniques and test the depth of their knowledge where they don’t have money or their jobs on the line.” “It allows them to increase win rates, make mistakes, and receive feedback on virtual customers so they will be more effective in front of real ones,” she adds. “It can also improve the effective- ness and product knowledge of your entire team because you can track both


individual and team performance.”


THE HUMAN TOUCH While e-learning is great, don’t forget that salespeople need the human touch, too, says a sales consultant. According to him, role playing has some advantages over e-learning. “Simulations seem very effective to sharpen reflexes and practice,” he says. “However, you can’t totally au- tomate the product-learning process and appeal to everyone’s learning style – so you need to incorporate hands-on product training meetings with managers. They still need to interface with their sales team and get their feedback. Role playing during a meeting allows you to do that and offers the team a chance to ask ques- tions and get answers on the spot. “Sales meetings are a terrific venue for sharing product knowledge,” agrees the expert. “However, sales seminars are just the beginning of the process. Then the daily hard work begins: The sales manager needs to reinforce this knowledge by making that product knowledge available outside of the workshops via video or audio – either online or offline. Managers need to integrate it into their coaching on a daily basis and there needs to be a Web-based tool that salespeople can go to when they need to refresh.”


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