List Books » Creating In-House Sales Training and Development Programs: A Competency-Based Approach to Building Sales Ability
Authors: William Rothwell, Wesley E. Donahue, John E. Park
ISBN-13: 9781567204650, ISBN-10: 1567204651
Format: Hardcover
Publisher: Greenwood Publishing Group, Incorporated
Date Published: November 2002
Edition: (Non-applicable)
WILLIAM J. ROTHWELL is Professor of Human Resource Development in the Department of Adult Education, Instructional Systems and Workforce Education and Development in the College of Education at Penn State University. Previously he was assistant vice president and management development director for the Franklin Life Insurance Company and training director for the Illinois office of auditor general. He is also president of Rothwell & Associates, a private consulting firm. He is the author of, among other books, Building In-House Leadership and Management Development Programs (with H. Kazanas, Quorum Books, 1999).
WESLEY E. DONAHUE is Director of Penn State Management Development Programs and Services, a self-supporting provider of education and training services to business and industry clients around the world. Before joining Penn State, he was regional sales vice president for Mar-Kay Plastics in Kansas City, Missouri; co-founder and executive vice president of Leffler Systems of New Jersey, a manufacturing company; and manager of technology for a Fortune 500 company. He also co-owned and operated a retail business for ten years.
JOHN E. PARK is Associate Director of Penn State Management Development Programs and Services with special interests in sales, marketing, and strategic planning. Prior to joining Penn State, he was assistant vice president of Glenn Insurances Inc. in New Jersey; Senior Casualty Underwriter with Commercial Union Insurance, Mechanicsburg, Pensylvania; and Commercial Underwriter with Pennsylvania National Insurance in Pittsburgh. He has also been involved in all facets of a family business for over 25 years.
Provides a competency-based sales development framework that can be adapted and customized for addressing both individual and organizational needs.
Figures | ||
Preface | ||
Acknowledgments | ||
Pt. I | Essentials of Creating In-House Sales Training and Development Programs | 1 |
1 | Defining Sales Staff Roles and Functions | 3 |
2 | Identifying Staff Training Needs and Designing Curricula | 19 |
3 | Planning Learning and Development Opportunities | 39 |
4 | Leading and Evaluating an In-House Sales Training and Development Program | 59 |
Pt. II | Knowledge of Self | 77 |
5 | Enhancing Interpersonal Selling Skills and Self-Development | 79 |
6 | Managing Client Communications | 97 |
7 | Enhancing Negotiating and Influencing Skills | 113 |
8 | Resolving Sales and Interpersonal Conflicts and Coping with Change | 127 |
Pt. III | Knowledge of Products and Services | 143 |
9 | Establishing Ongoing Client and Stakeholder Informational Processes | 145 |
10 | Identifying and Communicating Product Features and Benefits | 159 |
11 | Establishing and Maintaining a Competitive Analysis Process | 173 |
12 | Linking Sales and Marketing Strategies | 187 |
Pt. IV | Knowledge of Clients and Business | 201 |
13 | Forecasting, Planning, and Prospecting for Clients | 203 |
14 | Managing Calls, Time, and Sales Territory | 221 |
15 | Providing Service and Managing Client Relationships | 243 |
16 | Developing New Products and Services and Managing Projects | 261 |
Afterword | 279 | |
App. A | Customized Job Profile: Client Manager | 281 |
App. B | A Written Questionnaire to Assess Sales Training Needs | 287 |
App. C | Consolidation of Action Tips from Critical Situations | 291 |
References | 301 | |
Index | 309 |