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"Create a training system to instill the mindsets, competencies and skills necessary to develop the type of salesperson your company wants."
-- NAWD |
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The generic nature of off-the-shelf training is ineffective and inefficient. Training needs to involve your products, your industry, and your people. |
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Fourth Generation capabilities and due diligence
enable customization of proven processes, systems and tools not only to
the unique needs of wholesale distribution, but to the needs of your industry,
company, sales force, and management.
Required knowledge is achieved through two primary means: (1) live events, and (2) online lesson modules.
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"They (distributors and their sales teams) never learn the best practices of the best performers."
-- NAWD |
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Knowledge gained through training must be turned into on-the-job application. |
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Driving Sales Beyond allows opportunity for application of knowledge
to the job and demonstration of newly acquired skills to oneself and management
through:
- Monthly Challenges
- Peers Coaching Peers
- Beveridge interaction with entire team through online forum/discussion
groups.
- A Best Practices Intellectual Asset Library that includes searchable databases of proven tools and techniques useful in coaching that include proposals, needs analyses, value-added solutions and technical applications.
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"Inject accountability through sales management practices. The days when a salesperson could be encouraged to 'run his own business' are long one. Management must establish an expectation of accountability and a system to insure ongoing implementation."
-- NAWD |
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Commitment from the management is essential
to insure team focus and direction. Only managers who understand the importance
of integrated training will convey that importance to their people. |
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Driving Sales Beyond considers management to be key players in
the overall success of the program, and therefore has incorporated into
it:
- "State of Territory" accountability sessions integrated into the second
and third live events.
- Beveridge "coaches the coach" through monthly interaction with sales management.
- Beveridge planned value evaluation with executive management, allows
the review of program progress three times a year.
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"Few distributors have the sophisticated human
resources development processes to actually measure and improve employee
productivity."
-- NAWD |
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Improved sales depend on improved employee productivity, yet distributors are not equipped to track training results. |
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The Driving Sales Beyond engineered process guarantees cumulative
learning over a 12-month period with measured improvements in performance
and results. It delivers sophisticated and systemized evaluations
of sales knowledge, application, execution and results.
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