People have learning needs, even if there is no ready-made training, they can acquire knowledge through multiple channels! Without the desire to learn, training is burning money! The advantages of training outweigh the disadvantages, depending on how to operate. Training itself lies in people. If the employees of the enterprise have no sense of crisis and no desire to learn, the training is invalid. The need for this kind of study can only come from the individual employees. Therefore, the success of training depends on the overall environment of the enterprise: is there a correct concept and strategy of human resources? Whether to admit that individuals also need to grow together with enterprises to form a win-win situation. Enterprises that sincerely engage in training will not exclude personal development.
Companies like IBM care about and actively help employees' personal growth, organically combine the realization of employees' own value with the development of enterprises, and let employees grow together with the company. This is the real mystery of their success.
Sales training should be a systematic project and a long-term solution. It may be a road map, telling the salesperson what ability and knowledge he should have at what time, and what solutions he will be provided with, which can clearly tell the salesperson where he has the opportunity to go. This is a long-term accumulation process, which may take 2 ~ 3 years or 3 ~ 5 years. It seems to be a natural leap from quantitative change to qualitative change. In this way, you can complete the sales work by developing your desire for success, education, experience and instinct that has become a habit, and find a way to be excited and successful every year.
Let's take the growth of Qin Zhou, general manager of Hewlett-Packard Training Service Department in China of Hewlett-Packard Company as an example to illustrate this problem. "When you first arrive at HP, the first thing is" new employee training ",which will help a person get familiar with and adapt to the new environment quickly. Through this training, there are three gains: first, understand the company culture; Second, establish your own goals; Third, clear performance appraisal methods. Understand these three points, and you will understand how to plan your career. Soon, Qin Zhou and his boss set the goal together and got a list, which clearly stated when to attend what training. Qin Zhou also put forward some demands of his own, so the list was adjusted accordingly. Later, the personnel department arranged courses according to the adjusted list. At present, the courses are mainly technical training closely related to work, such as programming and system management. Five years later, Qin Zhou became a first-line manager through internal recruitment and joined the internal management of the company. The new job has new goals, and of course he has new demands for training courses. According to this goal, considering his needs, the department leaders of the company combined with their own experience to make a training plan for him. After coordinating with the personnel department, the content and progress of each course were determined and the plan was implemented. The courses at this stage mainly include communication, negotiation and basic management training. Three years later, Qin Zhou was promoted to the general manager of the training service department. At this time, what training you need to attend is mainly decided by him. However,' I find it really difficult for me to spare three or five days to attend the training!' . After working for a period of time, Qin Zhou felt that if he didn't attend the training, his work efficiency would never be improved. It's still an old saying,' sharpen your knife and cut wood by mistake', so he made a new training plan for himself with reference to the training plan of the personnel department and the arrangement of online training courses. "
Let's take a look at how IBM does it. IBM has a management system, which is actually "a promise to itself". At the beginning of each year, according to the company's requirements and commitments to itself, make a "win" strategy, plan what to do to realize this strategy, and how to cooperate with other teams. Then discuss with your boss what your shortcomings are and what training you need to accomplish such a goal. Finally, negotiate with the human resources department to make an annual personal training plan. In this way, I competed with myself and developed myself while contributing to the enterprise. It can be seen that training can only play an effective role if it becomes a part of human resource management. We are now engaged in training in enterprises, which is largely influenced by these leading international enterprises. But if they engage in training and don't learn their human resource management, it is tantamount to "seeking fish from the edge of the wood."
Second, training methods-course development and lecturer selection
The goal of sales training is to achieve the sales performance of enterprises by improving the personal performance of sales personnel, and there is nothing else to ask for. Therefore, the sales training of enterprises should always aim at the business development and profit of enterprises, emphasize the purpose of training, pay attention to the research status and demand, pay attention to performance and development, and pay attention to the problems that can be solved through training. It is necessary to clearly divide the types and levels of training, study the characteristics and special needs of different training objects, and make appropriate choices in content and methods. This is the premise of successful training.
In fact, the performance of employees at work depends on their attitude, knowledge and skills. If employees improve in these three aspects, their work performance will be greatly improved, which is also the purpose of training employees in many enterprises. However, attitude, knowledge and skills are three different categories and need to be improved in different ways. Attitude refers to employees' views on external things and interpersonal relationships. Now there is a saying that a person's attitude towards things and people is gradually formed over time, and it can't be changed in a few days' training. It is a process of life accumulation and cultivation, so attitude cannot be cultivated. In fact, this view is wrong Indeed, attitude training is very, very difficult, and it is generally difficult to have an effect. In a company, the influence of management on employees' attitude is far greater than training. But just because you can't do it doesn't mean everyone can't do it. Attitude is supported by ideas, so the key to attitude training is to change ideas, and it is necessary to receive the effect that "a word with you is better than studying for ten years". In other words, it is necessary to have a kind of "insight", that is, to suddenly understand the relationship between certain components in the external environment. Epiphany usually happens when you are confused. If the trainer breaks enough paper for you at this time, your mind will be suddenly enlightened and your attitude towards people and things will change accordingly.
If a salesperson understands the correct relationship between sales work and his personal interests through training, and understands the correct relationship between him and customers, how can his attitude towards training, learning and sales work not change? The knowledge of employees is acquired through long-term school education and continuous self-study. For on-the-job employees, their main task is to work, and they have no time to learn systematic theoretical knowledge. Therefore, the focus of employee training is job skills, because skills training will bring the largest input-output ratio to enterprises.
Sales training focuses on sales skills. What are the skills? Skill is a person's behavior at work, which is a habitual behavior naturally revealed at work. The key to habitual behavior is habit, not whether you know it or not, so you have to practice it repeatedly to make it a habit. Therefore, the focus of training should be repeated practice of behavior, which is an important starting point of training. Now we often hear the request of less practice and more explanation in training. In fact, it is useless to know, which is the biggest waste of training expenses for the company. Many trainers and students are not aware of this, and they pursue new theories and knowledge in training, but they disdain behavior drills. This is the biggest misunderstanding in enterprise training now.
More importantly, the training lies in the supervision of the realization of the effect after completion. In enterprises, the role of middle-level core cadres is obvious: after the training, the boss of the trainees urges the trainees to solidify the skills they have learned in the training, which is the key to the success or failure of sales training. If people at this level think that training is useless, especially in those enterprises with strong talent mining, and everyone thinks that they are masters, each has its own things and refuses to accept each other, then in such enterprises, the effect of training is really doubtful, and no matter what kind of training can only become a mere formality. It is not difficult to understand that ideas cannot be unified and online is effective.
The contents of sales training should include corporate culture, products, equipment and production processes, sales policies, product promotion points, industries and competitors, sales skills, interpersonal skills and self-motivation. These contents must be approved by marketing department, training department and human resources department, and teaching materials must be compiled. The non-core nature of the training department determines that it is in a subordinate position and cannot obtain all the resources it values and needs. Training is a systematic project and a part of enterprise management. It is not realistic for the training department to go deep into enterprise management. If the content of sales training depends entirely on the training department, it is impossible to achieve the pertinence and richness of training. The training department should focus on preparing lecturer resources and organizing the training process.
As far as lecturer resources are concerned, the training teachers invited by general enterprises are mainly two types of personnel, one is experts from universities or research institutions, and the other is professional managers from well-known companies. These experts are generally used to classroom teaching, taking discipline as the center and imparting knowledge as the main task. They are very familiar with the systematic knowledge or basic principles of management or marketing, but they often lack basic common sense on how to express or apply these basic principles in practice. Therefore, after class, employees often say, "Everything is right, but it is useless." . Enterprise management or marketing, especially marketing and sales, is a very practical work, which only emphasizes credit and not hard work, and can only speak with numbers. Therefore, simply giving theoretical lectures will not be welcomed by front-line salespeople who have to "get quick success and instant benefit" under the pressure of repayment every day. Therefore, it is unrealistic for enterprises to rely on relevant experts to hold several classes to improve their performance. The managers of those enterprises pay more attention to their brilliant achievements.
Usually, trainees also believe that they can get "immediate" "golden ideas" from the practice of these predecessors. This obviously goes to the other extreme, because the experience of other enterprises may not be used by me. The two types of training teachers have the same characteristics in training: self-centered, students are in a passive acceptance state, and there is little or no opportunity to express their opinions. The training effect is often counterproductive. However, trainers are different from them. They not only have their own majors, but also have the professional skills needed for training. How to start a training with warm-up, how to organize group discussion, how to intersperse active competition atmosphere, how to repeat learning to deepen the impression, and how to summarize and end the training all have certain arts and skills. Trainers are just catalysts and promoters to promote learning. Because the problems are ever-changing, no master can understand all the problems, and the only way is for students to find them themselves. The teacher just provided a methodological guide. In the Internet age, everyone is close to equality in material possession. The key is learning speed and thinking method, that is, the ability to solve practical problems with knowledge. Usually, the trainer is mainly guided and inspired, and more often, he is a dedicated listener, and will give the trainees incentives and information feedback in time when necessary. When people disagree, he is not in a hurry to judge which is better or worse, but takes effective measures to let everyone speak freely and propose as many solutions as possible.
Training is a process of seeking * * * knowledge, and trainers can keenly capture the core views of each student in this process, and sort out and summarize them. An excellent trainer can be said to be the key to the success of a training program. Therefore, enterprise training should give more training programs to trainers. A qualified training lecturer should at least have the following conditions: excellent practical experience, rich theoretical attainments, good language expression ability and field control ability, and excellent teaching skills.
Enterprise Training In the long run, training your own trainers is the best policy. A trainer doesn't have to have a senior background to become a trainer. In the internal training class, a department manager or an ordinary employee with outstanding performance in a certain aspect of the company can serve as a trainer in some special training. Trainers who grow up from enterprises have incomparable advantages over trainers hired from outside. First of all, the company's own trainers are familiar with the company's internal environment, management style and operating conditions; Secondly, the company's own trainers recognize the company's corporate culture and values; Thirdly, all the training contents of the enterprise's own trainers are formulated around the real problems of the enterprise and can be tracked and adjusted in a targeted manner. Therefore, although the company's own trainers may have a gap in teaching skills than the trainers invited outside, it is more cost-effective for the company.
To sum up, if you want to do effective sales training in enterprises, you must take it as a part of enterprise management, closely combine the development goals of enterprises, human resources strategy and employee career planning, and make full use of internal lecturer resources by Qixin and relevant departments, and constantly implement the learning method of "from practice to practice" to do more targeted and hierarchical training. Let's work together to create a new situation of enterprise sales training!