Corporate Training – An Important OD Intervention
The sales executives (young MBA’s with few years of selling experience) of a Large MNC engaged in manufacturing white goods and selling their product through non – exclusive dealers who stock the company’s product (they stock other companies products also – the competitors products).
Typically the dealers have graduates as their sales personnel who deal with the end customers. The dealers sales executives do not show any special preference, are not a motivated lot and generally react to the customer’s queries rather than contributing to their buying decision process.
The MNC’s sales executives do not get to meet the owners of the dealers (who have grown big over the years and avoid meeting such entry level sales executives), instead they interface with their counterparts at the dealers’ organization and software companies. Typically the sales executives of the Large MNC show a defeatist attitude implying that they can’t change the system and can’t do much in furthering the sales of the company.
The Training Program
Following were established as the primary objectives
- To make the sales executives of the large MNC highly excited and passionate about their work, and
- To help the sales executives of the large MNC build rapport with the sales executives of the dealers’
The concepts of neuro linguistic programming (NLP) were used to advantage while designing the training program. In the first instance the filters of the sales executives were addressed. Specific efforts were made to rid the sales executives to rid themselves of the biases etc of the dealers organization.
The concepts of reframing were used extensively to help the participants resolve their problems (encountered so far and others being projected)
The above resulted the sales executives to become charged up with their tasks – at least get rid of their negativity so as to proceed further. The principles of anchoring were also used to supplement the and reinforce the positive attitude among the sales executives.
Next, the participants were taken through the theocratic of rapport building – both at the emotional as well as the physical levels. Towards this efforts were spent in categorizing the two actors involved in the process of rapport building (The principles of transaction analysis were used extensively to undertake such categorization) Contextual examples and role playing were used extensively. Next the sales cycle was revisited and the entire process was charted in business application development. All possible scenarios causing dysfunctional conflicts were rehearsed to ensure that there were no glitches.
The training program was received very well by the participants – as indicated by their feedback The lead indicators were identified and monitored.
Following lead indicators were defined
- The average length of interaction between dealers and MNC sales executives
- The number of queries being sent by the dealers’ executives to MNC executives
- Independent surveys (after three months) among the dealers’ sales executives about
- Products being patronized by them
- Suggestions about MNC products to the end customers
- Advocating the USP of the MNC products
It was found that all the above lead indicators were positive by a significant margin even after three months of the conclusion of the training program.
If you are facing similar challenges and are looking to improve the efficiency and performance of your employees, get in touch with MAG Studios today.
CRM – How to use and how to benefit
Like any other software development company, we have had our learning curve and trust me, we have learnt. We have learnt that it is not enough to just develop a software solution, a solution needs to be implemented and embedded in the working process of organization as Jatapp to derive maximum output and functional benefits. Over the years, our implementations of CRM solutions have drastically changed and I am extremely pleased to say that we now implement CRM solutions in organizations rather than just developing and deploying it.
As most people are already aware that a CRM is an effective tool that focuses on marketing and management needs. It is important to know that CRM is not created specifically to create sales; infact, sales is more of a secondary product of CRM.
Depending on how you use it, CRM has the ability to enhance your sales. If you use it for making data entries then you shouldn’t expect it to make much difference to your sales, as it’ll just be keeping a track of what might close and when it might close. Though this record gives the sales manager a good insight of the marketing situation which may help him in increasing sales by taking the right measures to fix whatever is hampering the sales.
If you use CRM to track progress with contacts and leads and for setting follow-up timing, then your sales will definitely benefit from it as managing your process for selling and cross referencing contacts across organizations will guide you to make the best sales strategies for your company.
Just measurement and management does not really create sales. After all, we are just transferring information from one place to another and keeping it at one fixed place in a systematic manner where it is all available handy. CRM has to be used in a certain way so that it can influence for dedicated development team and increase your sales. Like I have mentioned above- it is the cross referencing of contacts across organizations, referring to records of what has happened when connected to future activity, like who to call and what happened when they were called the last time, etc, that can help in improving sales.