Growing printing companies need skilled sales talent to communicate transitioning and complex offerings. Though most owners and sales managers agree with the need for training, there is often neither the time nor the money to spend. Regardless of the constraints, it is necessary for graphic communications companies to conduct continuous training for salespeople.
What Is Learned in the Classroom Is Often Quickly Forgotten
In our work as a printing industry consulting and training company, we have found on-the-job training to have a much greater impact on performance than formal training. We tell our clients that 30% is learned in the classroom or on-line, and 70% is learned on- the-job. Formal classroom or on-line training is required from time to time to ensure skills, technical knowledge and sales process are learned and updated. Unfortunately, what is learned is often quickly forgotten. It is the day-to-day, on-the-job reinforcements that will keep a sales team sharp and motivated.
Formal training can be provided to printing salespeople through in-house experts, outside training companies, trade associations, suppliers, and readily available on-line printed materials. Because what is learned is often forgotten, companies sometimes fail to see a return on investment. It can be an expensive time out from the business.
Easy to Implement On-the-Job Training Strategies
We find that successful companies use on-the-job training as a way to ensure salespeople remain sharp and effective. Even very small companies can deploy simple on-the-job training strategies. Here are three strategies we recommend to our clients in our digital printing consulting practice:
1. Role Playing
Legendary sales leader and CEO of SAP, Bill McDermott, regularly led his successful sales teams, either at meetings or when traveling, with role playing exercises. He would ask what tough objections the salespeople had heard, and would then have team members role play answers to those objections. This is a simple and timely training exercise.
Salespeople often enjoy being given potential objections, sales situations and common customer scenarios to rehearse and share best practices. This should be done regularly so that salespeople begin to anticipate potential objections. This exercise helps keep mistakes and sloppy communications away from the customer.
New and tenured salespeople will learn from each other in a simulated and risk-free environment. Areas to role play can include all aspect of sales, including phone prospecting, opening a sales call, closing a call, or meeting an executive. The sales manager and one or two salespeople can practice playing customer and salesperson.
2. Mentored Sales Calls
This is an ideal training practice for printing companies. Often owners, production managers and sales managers have a great amount of business acumen and experience. It is of great value to have someone with experience play a passive role on a call and observe carefully the interactions between the customer and the salesperson.
Immediately after the call, the salesperson shares what they believe went well - or not so well – during the call. Then, the observer shares their insight on what happened on the call and makes recommendations, if required. This can be a valuable training experience with real-time feedback.
For new salespeople, a great practice is to have an experienced salesperson or sales manager role model a sales call. In this case, the new salesperson is the observer and records what they learned. If it is possible to take notes versus trying to remember the details, the feedback will be even more impactful.
3. Win Reviews
At meetings, having salespeople share the details of how a significant order was obtained can become an engrained company practice. This is a great way for all employees to understand the teamwork and the steps necessary to close a big deal. Aside from recognizing great achievement, it helps reinforce good practices.
At the Win Review, a salesperson should be able to describe the customer situation and what problem was solved. The details of the discussion could include:
· How long it took to get the order
· What was the decision process
· What were the main objections and concerns of the customer
· The Sales process
· The production workflow
· The ROI for customer or for the printing company
· Who were the competitors
· What and who made the difference
· Is there a future opportunity
Win reviews are great on-the-job training and can be done regularly. With some creativity and consistency, the Win Review can become of a vital part of a company’s sales management process.
Training and professional development cannot be one-time events. They must be an everyday occurrence. Even successful salespeople can become complacent. Adding planned and structured on-the-job sales training to a printing company’s business process may not always be cost effective, but it will generate business results.
Joe Rickard is the founder of Intellective Solutions. Intellective Solutions (www.intellectives.com) is a printing industry training and digital printing consulting company. They work with printing and technology organizations to improve their sales, marketing and operational effectiveness. Joe can be reached at 845 753 6156. This article has been published on the PrintingNews.com website.