At the end of the fiscal year, if sales are flagging, there may be a knowl- edge gap somewhere. “Clearly, product knowledge is the foundation for selling,” says one sales expert. “The majority of companies provide their sales team with product knowl- edge training. However, many of them fail to integrate it with sales training. Product training alone is not sufficient; it has to be usable, accessible, and salesperson-friendly.” Product knowledge is often pre- sented from a technical, product, and organization-focused perspective. While this is all well and good, the expert says that companies need to enhance that product knowledge by making it client-focused and sales- oriented, too. Training should go beyond the product’s features, ben- efits, target market, and operation. It should also include client needs, questions to ask the client, success stories, anticipated objections and how to respond to them, the competi- tors’ strengths and weaknesses, and product differentiation. “Generally, you don’t see that
dimension of product knowledge training,” she adds, comparing suc- cessful product knowledge training to a pop-up book. “All the information is two-dimensional and then it becomes three-dimensional when it pops up. When you integrate product knowl- edge into sales training, it actually ‘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 e-learning programs. There are advantages to both. One advantage to e-training is
that companies can update product 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 slide presentations or interactive programs, says the expert – and many companies’ sales training provides both. Interactive programs allow participants to take a course that allows them to apply the product knowledge in a sales scenario and take a test. A bonus: They can be provided with a personal action plan based on their test results. Some interactive products can be customized to fit a company’s needs, but don’t have to be developed from scratch, says another sales trainer, add- ing they are more reasonable in cost. “With simulated programs, clients can easily train their sales profession- als about new products and integrate it with general sales training in a very engaging online environment,” says the trainer. Sales team members are even able to compete with one an- other in a virtual sales situation where they learn about the product features and benefits and how to interact with customers about those products.” A sales simulator is intended to mimic real-life, one-on-one sales 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 way the salesperson answers dictates the way the simulated customer responds. 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 sales trainer. “Therefore, the material 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,” he adds. “It can also improve the effectiveness and product knowl- edge 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 global sales consul- tant. According to him, role-playing has some advantages over e-learning. “Simulations seem very effective to sharpen reflexes and practice,” says the consultant. “However, you can’t totally automate the product- learning process and appeal to ev- eryone’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 questions and get answers on the spot. “That being said, I think e-learning
will become a bigger and bigger part of how we get information to our people,” he adds. The face-to- face meetings can be a way for sales managers to bring it all together.” “Sales meetings are a terrific ven- ue 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 either online or offline video, audio, or both. “Managers need to integrate it into their coaching on a daily basis and there needs to be a
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