Sales Training Report 652i33

Institute of Management Nirma University, Ahmedabad Sales Management

Sales Training at four different companies

Submitted To: Prof. Jayesh Aagja Submitted by Group No. 5 Malhar Patel (121328) Monik Patel (121332) Vivek Patel (121262) Vivek Shah (121361)

10th October 2013

Gimatex Industries Pvt. Ltd. Introduction Late Shri Raisaheb Rekchandji Mohota migrated from Rajasthan to Hinganghat way back in 1868 in search of opportunities. Late Shri Raisaheb Rekhchandji Mohota, established the textile unit of Raisaheb Rekhchand Mohota Spinning and Weaving Mills Ltd. known as RSR Mohota Mills way back in the year 1898. Continuing on the company growth in 1994, Vibha Synthetics Ltd. was established as one of the sister concerns of the RSR Mohota mills. Later in 2005 after the family restructuring, Vibha Synthetics Ltd acquired Wani unit of RSR Mohota Mills and rechristened itself as Gimatex Industries Pvt Ltd. Today it is managed by the 6th generation of the founder member Late Shri Raisaheb Rekhchandji Mohota. There are two basic types of trainings: (1) Product training (2) Sales training Product Training:-Objective To impart technical as well as practical knowledge regarding the product. -This training is obtained by all the sales persons. Duration It is usually 2 months. Trainer Trainer is a senior level executive from the sales department. Place It is organized at company's premises. Methods

Through product presentation, product demonstration and practical use of the product. Evaluation It is done immediately after the training is done. Sales Training -Objective To have a consistency in sales process by all the sales persons and to achieve maximum efficiency in sales process. -This training is obtained by all the sales persons. -Duration -It is usually 1 week. -Trainer Trainer is a senior level executive from the sales department. -Place It is organized at foreign location like some resort. -Methods Through Role plays and presentations. -Evaluation During the actual delivery of the service.

Amway India Introduction Amway India is the country’s leading direct selling FMCG-company, which manufactures and sells consumer products. Amway India commenced commercial operations on May 5, 1998 in India. Amway India's turnover in 2012 was 2288 crore. It is having over 5, 50,000 active independent Amway Business Owners. In thirteen years of commercial operation, Amway India has established a nation-wide presence of over 135 offices and 55 city warehouses and 4 regional mother warehouses. The distribution and home delivery network set up with the of independent logistics partners is spread across over 5500 locations. At present, Amway India offers over 130 products in five categories. All its products are covered by a 100 per cent Money Back Guarantee. Product categories are Personal care category, Home Care category, Nutrition & Wellness category, Cosmetics and Great Value Products. With the exception of Cosmetics range (Artistry) and some products in Nutrition and Wellness category, all Amway India products and bottles are manufactured in India. It sells its products through brick and mortar stores, e tailing and catalogue with help of its independent Amway Business Owners. Types of training 1) Product Training

 Objective:- To impart technical as well as practical knowledge regarding the product  All sales person  Duration :- 1 day per 2 categories  Trainer :- Authorized full time trainer  All around the year  Place :- At each Amway offices in all cities  Methods :- Product presentation , demonstration , practical application  Evaluation :- Immediately after the training

2) Soft skills and business practices training  Objective:- Business plan, Team building , verbal and non-verbal communication  Duration :- Seminars organized twice in a year  Trainer :- Successful people from the business who have reached at certain position (e.g. Diamond and above)  Place :- In one city per state  Methods :- Lectures , Role play, Team building exercises, life stories  Evaluation :- No evaluation

3) Positive mental attitude training  Objective:- To motivate sales people and to give them positive attitude  Duration :- Video and/or audio c.ds, D.V.Ds  Trainer :- Successful people from the business who have reached at certain position (e.g. Emerald and above)  Place: - In car, home etc.  Methods :- Lectures, life stories  Evaluation :- No evaluation

Arrow Electronics Introduction It is a Fortune 500 company headquartered in Inverness, Colorado. The company specializes in distribution and value added services relating to electronic components and computer products Arrow Electronics is a global provider of products, services and solutions to industrial and commercial s of electronic components and enterprise computing solutions, with 2012 sales of $20.4 billion. Arrow serves as a supply channel partner for over 100,000 original equipment manufacturers, contract manufacturers and commercial customers through a global network of more than 470 locations in 55 countries. A Fortune 150 company with 16,500 employees worldwide, Arrow brings technology solutions to a breadth of markets, including telecommunications, information systems, transportation, medical, industrial and consumer electronics. Arrow provides specialized services and expertise across the product lifecycle. Arrow does this by connecting customers to the right technology at the right place at the right time and at the right price. Arrow provides extraordinary value to customers and suppliers - the best technology companies in the world - and connects them through the company's industry-leading services. Arrow sales continually growing. Year

1998

1997

1996

1995

1994

Sales

$8,344,659

$7,763,945

$ 6,534,577

$ 5,919,420

$ 4,649,234

Customers: Arrow ordered electronic products from(Intel, Motorola, Texas instrument) suppliers and Sell (IBM,HP) the components to Original Equipment Manufacturers (OEMs). Who used them in assembly of computer and other electronics, Smaller companies/Start-up companies:- For them it was convenience access to thousands of components

Market offering • Extensive relationships with customers (OEMs & Buyers) • Handled the supplier’s goods. (this allowed suppliers to reduce their own sales force expense and also they did not need a large inventory for their product) • Access to thousands of products from hundreds of suppliers. Sales force structure • Sales divided into 4 distinct operating groups based on product type: 1) Commercial Semiconductors 2) Military and aerospace semiconductors 3) ive and connector products 4) Computer systems, peripherals, and software Sales Force divided into geographic divisions -Each of which had Branch Sales Office. Around 350 competitors within this High-growth Industry. Many sales people left Arrow to work with competitors Departing Arrow sales people took their clients with them. Mainly competed with 20 large regional or national companies. Sales Force Job description General Manager (GM):Field Sales Representatives (FSRs): Sales and Marketing Representatives (SMRs):Product Managers (PMs):-

Branch Office Structure:

Sales Strategy • Relationship based selling - Sales strongly tied to individual FSR’s relationship with suppliers -Sales Force of 300 people with no formal sales training -Sales Force used a lot of “T &

E” Typical sales

force • Gender: Men and Women • Age: 30’s and 40’s • Personality: high energy, highly aggressive, strong monetary motivation • Education: high school graduate – Most did not have college degrees Problem with strategy • Sales Force challenging to retrain • Sales Force “wine & dine” customers instead of solution selling -creates a lack of customer loyalty. • High Turnover Rate -lack of company loyalty.

• There was a need to change the work culture in the company so Kaufman launched “the first class hiring from college”. Sprout Background • Arrow needed more salespeople, but wanted to change the make-up of sales force. • Decided to hire kid’s fresh out of college. • The plan was to go on college campuses, interview kids, choose the best ones, make offer, hire, train, and send to the field.

Objective of Sprout training. • Upgrade professionalism of sales force by hiring kids and molding them into modern salespeople • Teach classic sales skills. • Teach how to manage territory, cold class, overcoming objections, and how to close sale.

First step of sprout Hiring • Train Arrow managers how to interview college students. • Taught managers to look for self-starters, goal-orientated, leadership skills, and people skills. • Conducted mock interviews with senior students. 2nd step - sprout Training • Went to company headquarters for weeklong orientation. • Sprout’s sent to warehouses for two weeks. • Six months of on the job training.

• Returned to headquarters for a week of sales skills training Formal training Program • Needed more formal training program • Rented training facility of Xerox where sprouts would live for 13 weeks of classroom learning• 13 weeks of on the job training • 3 weeks of training before entering field permanently • GMs noticed huge difference in sprouts Sprouts Compensation • New Recruits - $18,500• First year “Sprouts” - $24,000• Second year “Sprouts” - $27,000• Competitors - 30 to 60 percent more - First year “Sprouts” - $30,000 - Second year “Sprouts” - $40,000 to 45,000. Types Of trainings: At Arrow electronics types of training can broadly classified under 3 headings 

Product Training :

Because of the technical nature of the product it is very important that each sales people aware about the detail specification, performance standards, ratings, price , competitors product. So rigorous training is provided by senior technical manager. Methods: - Product presentation, demonstration, practical application Evaluation: - Immediately after the training



Soft Skill Training :

Since Sales force is the main point of interface to customer they represent the company itself, so it is very necessary to impart professionalism in the interaction, so that it will leave the positive image and sincerity of company.

 Objective:- Business plan, Team building , verbal and non-verbal communication  Duration :- Seminars organized twice in a year  Trainer :- External Trainer  Methods :- Lectures , Role play, Team building exercises, life stories. 

Attitude Building Training : Apart from the product knowledge and sound soft skill, what really matters to the sales people is the right attitude to approach the client. Hence in this particular training sales force is imparted with some basic tips to approach the customer, How to do cold calling and when to probe ? , how to probe ? , when to close ?

Video and/or audio c.ds, D.V.Ds  Trainer :- Professional trainer from outside organization.  Place: - In car, home etc.  Methods :- Lectures, life stories, Video and/or audio c.ds, D.V.Ds  Evaluation :- No evaluation

Merck India Introduction Merck in India has headquarters in Mumbai. It has mainly four divisions with overall sales of Rs. 6580.7 million (Jan- Dec 2012) Merck Serono - Transforming lives through medical science Merck Serono is the largest division of Merck. It markets innovative prescription drugs of chemical and biotechnological origin. Merck Serono focuses on highly specialized therapeutic areas such as Neurodegenerative Diseases, Oncology, Fertility, Endocrinology and Rheumatology. Consumer Health - Reach for a better life! The Consumer Health division offers high-quality over-the-counter products to enhance the quality of life of consumers all over the world. Our brands are available in many countries in Europe, North and South America, Asia and Africa Performance Materials – Experience Innovation Merck’s Performance Materials division offers highly innovative materials, advanced technologies, and high-tech chemicals to clients in the consumer electronics, lighting, printing, plastics, and cosmetics industries. Our market leader products include liquid crystals for LCD displays, new lighting technologies, and functional and effect pigments. Merck Millipore - Advancing Life Science Together Our Merck Millipore division offers solutions that enable scientists to conduct life science research easily, efficiently and economically. With a range of more than 40,000 products, Merck Millipore is one of the top three suppliers of tools to the life science industry. The division comprises three business units: Bioscience, Lab Solutions and Process Solutions. Merck Performance Materials division has 20 sales people, a National sales Manager and a Business Head. The marketing team is different. The 20 people include the managers as well as sales representatives.

The main training give to the ales team includes:  Induction training  Product training  Sales process training  Training on soft skill development Product training:  Objective:- To impart technical as well as practical knowledge regarding the product  All sales person  Duration :- 1 day per product category  Trainer :- Senior Technical Manager  Takes place in initial days  Place :- Centralized training in a lab in Mumbai  Methods :- Product presentation , demonstration , practical application  Evaluation :- Immediately after the training and regularly twice a year  Training is conducted as and when new product is launched Sales Training:  Objective :- To have a consistent sales organization 80 % success in sales is achieved before visiting the customer  Making exhaustive database  Cold calling  FAB

process throughout the

 All sales people  Duration :- Once during introduction and regular follow ups are conducted  Trainer :- Outside training specialist  Where :- Out of office  Methods :- Discussion and role play  Evaluation :- During the training and on the job Training on soft skill development:  Objective:- Team building , verbal and non-verbal communication  All mid level sales employees  Duration :- 5 days a year  Trainer :- Outside training specialist  Place :- Out of office  Methods :- Lectures , Role play, Team building exercises There is a training programmer called “Dronacharya “for senior level sales employees at SP JAIN institute of management Duration: - 1 year (MDP Program) “Eklavya” for mid-level sales employees Duration:- 6 months at Wellingkar institute of management

Comparative Analysis: It can be understood from the comparative study of above four companies that sales training is quite different for different companies in different industry. Some companies lay more stress on product training while some on sales training. Some companies also rely on soft skill development. Training is also imparted differently in different companies. Some have in-house training and some have third party or expert trainers. Sales training depends on the products of the company, like tangible products or in-tangible products and services. Sales training plays an important part in each organisation as based on it the future strategy and marketing plans are developed.