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Signature Assignment: Training Program Implementation

Introduction to Adult Novelty Wholesale Sales

Stacey Troup

Training & Development in Business/MGT-303

February 22, 2017

Dr. Michael Minaudo

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Signature Assignment: Training Program Implementation

In this Signature Assignment for the final week of the aforementioned class, I will plan,

design, deliver and evaluate a training program designed to train individuals new to the world of

B2B novelty sales, predominantly done over the phone. I will discuss specific deliverables as

well as the importance of feedback, fun, and teamwork as I wrap up this training program while

delivering the training in an environment conducive to success.

Environment and Set Up of Training Program

As employees enter the training environment, they will be seated at their choice of

positions at round tables with numbers in the center resembling wedding seating. There will be a

packet at each seat which contains a set of catalogs, a schedule of training events and some

surprise team building envelopes labeled “do not open until instructed” within the packets.

These “surprise packets are designed for surprise quizzes, team exercises and other giveaways

which will be planned and executed throughout the training. Under each of the participant's

seats, a number will be taped and they will be unaware of this until the trainer executes team

assignment with these surprise numbers later in the program. The concept of our layout of the

room is key to both the learning styles of the participants as well as the need for an interactive

learning environment which will engage the participants in the much-needed training through a

team culture (Hackett, 2012).

Step One – Team Assignments

As the trainer begins the session, she will introduce herself as well as explain the packets

on each of the participant's desks. Once everyone has their packet of catalogs, schedule and

other handouts in hand, the trainer will explain that each of the tables will be working in teams to

answer given problems or quizzes that will be administered during the training. In an effort to

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avoid “cliques” between staff members new and old, the trainer will then announce that everyone

will reach under their chairs for the envelopes there and reveal their team number. Five minutes

will be given for the participants to move from their chairs to their assigned tables with their new

teammates and resettle before the training begins. This seemingly random selection of team

members is anything but random. In fact, information on the senior staff members was drawn

from the company prior to the establishment of teams as well as the learning styles of these

participants in an effort to match them with a diversified pool of new employees.

Step Two - Interactive Training

In a rotating course, product specialists from the top five manufacturers will present their

training to the rooms of participants at team tables. These presenters will cover best sellers,

product categories, catalog construction (layout), and packaging specifics to help participants

understand how and where certain products fit into demographics of stores (products will be

passed around for review). At the end of the presentations by these manufacturers, the

participants should have a plethora of knowledge on the basics of product knowledge. In an

attempt to see how they are grasping the information, a pop quiz will be given (Silver, 2015).

Participants will be instructed to open “envelope 1” and complete their pop quizzes with the help

of their teammates. After five minutes, a “pencils down” instruction will be given and the

presenters will ask questions based on a “first answer” basis of the tables. Their questions will

be centered around what they just learned and prizes will be awarded to the tables of teams

correctly answering the questions. This reward-driven training environment ensures that people

are being engaged during their training process and are also grasping the material presented

(Hackett, 2012). Research has proven that when we adapt our training to specific learning styles,

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we have a greater likeliness of success and retention of the information provided (Learning

Styles, N.D.).

Great consideration has been given to how our training is delivered and we are able to

provide for learning style teaching for all but the aural only learner (How to Teach Different

Learning Styles, 2013). Because these learners retain information from music or sounds and this

training is based on hard goods, the aural style of learning is not suited to this training model

(Learning Styles, N.D.).

Step Three – Company Overview

Because knowing how the company works and how it impacts your ability to do your job

every day, we will incorporate a 2 hours company overview (including interactive elements and

a tour) of marketing, purchasing, accounting and the warehouse operations.

The marketing department will review the website search and ordering capability that is

one of the major selling points to customers and eases their transition for reorders. Additionally,

they will point out resources for additional training materials which are video demonstrations

available within the website for the use of you as well as your customers.

Purchasing, the department responsible for replenishment and stock levels within the

company, will provide an overview of the specific buyer's responsibilities as well as reorder

cycles and new item acquisition teams which are in place. Specifics of how the department

works will directly impact how you communicate to customers when replenishment is estimated

to arrive.

Accounting, the department responsible for the financial health of the organization, will

review with incoming employees, the credit application process, when credit is declined and

why, terms of credit, and collection processes. This department is also responsible for holds

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(order holds) for nonpayment, collections, and credit for returns (damage/defective). All of the

areas this department is responsible for will be reviewed with the trainees so that they understand

this key part of the company structure and daily business.

Warehouse operations, the group responsible for fulfillment of orders as well as safe

packing of orders going out to customers, will review their operations as well as provide a tour of

the warehouse, its structure, how orders are pulled and how special orders are handled. Because

the company prides itself on a 100% order release provided that the online order is received by

the warehouse before 2 pm (local time), it is key to understand how this department truly

supports the sales department.

While all of these departments have key responsibilities within the company and directly

impact the ability to fill orders for your customers, it is up to you to understand (in full) how they

work. At the conclusion of training from these departments, a representative from each of the

departments will be giving a quiz of 5 questions to the trainees. The correct team answering the

questions will be given prizes (product prizes) for their efforts (Hackett, 2012). Concluding this

training from department heads, you will be given a hand out of the company organizational

chart, mission statement, vision statement, and company handbook (Understanding

Organizational Structure, N.D.).

Step Four – Conclusion Part I Training

As this first leg of training is wrapped up, trainees should now have a firm grasp of

beginning stages of products offered, policy and procedure requirements, and an idea of how to

market and sell the company based on the website ordering system. Trainees will be instructed

to open a specific envelope in their packet which will provide a training feedback evaluation

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form for this first part of training. These evaluations will be turned into the Sales Director for

review and additional training needs in the second part of our training program (Silver, 2015).

Part II Training – Hands On Experience

The conclusion of our Part I training program gave specific team building requirements

necessary to forge professional relationships with coworkers while allowing trainees to learn

about the company and its product offerings. In this second phase of the training, we take a more

one-on-one, hands-on approach to specific training objectives. In this phase of training, we will

approach the “shadowing” technique as well as specific Sales Director training which will

prepare trainees for their first phone call to perspective customers as well as provide them with

the procedural information for handling damages, returns, and customer complaints.

Part II – Step 1 – “Shadowing”

At this stage of training, employees will be given a “partner” at both the junior and senior

level within the sales department. They will start out with junior sales people, shadowing their

day to day activities including taking existing customer complaints, damage claims, missing item

claims from orders, and calling prospective clients who come in through the lead system

(Heathfield, 2017).

Junior salespeople will be guiding new employees utilizing the conference bridge system

so that these new employees can listen to the phone calls and how to handle specific issues.

They will listen only to phone calls made by these reps so that they can see how their day is

structured and how they are building their book of business daily.

Senior sales people will be the next group to welcome these trainees to the shadowing

process. Their focus is more on pitching new items to their customers to enhance their product

offering through the new releases we receive weekly, to handle any issues with recent orders and

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to set up meetings for upcoming trade show attendance. These more seasoned representatives do

not receive leads but search for leads on their own accord. Some specialize in international sales

and will be happy to guide you on specific customs paperwork after one year of service as a

junior sales person. It is at this stage that participants will see how the partnership between

salespeople and their clients is maintained for customer loyalty purposes amidst a very

competitive market.

At the conclusion of this shadowing period, each of the reps at different levels will ask

for questions from the participant as well as try to answer specific questions which may arise

during the day to day review process. Some of their survey questions will consist of what they

learned, what skills were acquired from the shadowing and their belief in the ability to adapt

these skills to their everyday job process. They will then both be given a post-training survey to

complete which will assist the sales director in the identification of training strengths and

weaknesses of both her existing and newly acquired staff, providing her with an ROI (return on

investment) evaluation of the recently completed training (McNamara, MBA, PhD., N.D.).

Part II – Step 2 – Sales Director Training

By now, the sales director will have received all of the evaluations from other members

of the team as well as the trainee, which will help her evaluate next steps of training. She will

have a clear picture of your concerns as well as the concerns in grasping the job requirements

from your colleagues which will help her guide you further into your needed training.

This training period with the Director will take a few days and may be done in groups.

These groups, if completed in this fashion, will be lumped together according to weaknesses and

additional training needed so that everyone can bounce ideas off of each other who hold the same

questions or concerns. Conducted in either the Sales Director’s office (one-on-one) or the

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conference room (larger groups), you will be introduced to the call plan sheet and script for new

client calls. These script sheets are designed to give you a basic format to open the conversation

to perspective clients. The call plan will guide you through how to follow up with new clients

during your weekly meetings with the Sales Director so that she has a clear picture of your plan

and discussion points for these calls.

During the first stage of this review, you will be given a lead sheet to call on during a

tandem call with the Sales Director. She will review your comfort, knowledge learned to this

point, how you handle questions relating to the stock we offer, and how you attempt to introduce

yourself as well as try to close a new customer with a sale following these initial calls. These

calls are designed to acclimate you to your own comfort zone when calling people to solicit

business as well as to self-test yourself on the procedures for establishing a new account

(Heathfield, 2017). As your comfort grows, the Sales Director will release you into your new

space once she feels you are experiencing a full understanding of operations as well as have a

solid base of comfort when calling new clients.

These checks and balances are needed for proper ROI of the training program to be

evaluated for upper management on behalf of the Director. She needs to advise of any

procedural changes to be made to ensure the best possible training for the future.

You are now a junior salesperson with a stack of lead generation sheets to call, catalogs

to send out, appropriate login information to establish for new customers and are armed with

basic product knowledge to get you started. Welcome to the world of wholesale sales in the

adult novelty business. Keep in mind that the bosses office is always open for questions or

concerns and you should take advantage of that through scheduled times in order to ensure full

attention to your issues and the appropriate resolution of same are met (Knight, 2016).

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Conclusion

This training program was designed to both introduce newly acquired employees to the

world of telephone wholesale sales as well as to acclimate you to the product offering.

Our approach to training encompassed a variety of learning tools designed to help

everyone grasp the material in a fun atmosphere. Due to the various learning styles people

possess, we are able to offer this variable training for learners who learn in all but the auditory-

only style as our products are hard goods and not available for any sort of musical learning

experience.

Through the use of prizes, games and pop quizzes, we engaged you through the learning

process while you took notes to help yourself while building relationships through team building

exercises. The relationships with your team members will be key to your communication of

problem-solving as you progress in your career. They will help you with more advanced features

of your position such as trade show sales, store resetting, and international sales guidelines once

you are ready for that challenge. The surveys and questionnaires you are presented with will

help guide your training through the initial stages while building telephone confidence as well as

opening doors of communication with other departments.

You should now have a good understanding of the product offering, company structure

and organizational structure. We strive for a positive corporate culture and welcome feedback

from everyone at this organization to help us, help you, in the future.

We hope that you have enjoyed this fun learning environment and we encourage you to

address any specific issues, suggestions, or corrections to the training program directly to your

supervisor for consideration. Through this communication and feedback, we are able to hone our

training to better suit newcomers to this career path going forward.

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References

Hackett, M. (2012, 02 07). Fun & Games: Keep Training Lively. Retrieved from LogiGear Magazine: http://www.logigear.com/magazine/issue/cover-story/fun-games-keep-training-lively/

Heathfield, S. (2017, 02 15). Job Shadowing is a Good Way to Do On The Job Training. Retrieved from the Balance: https://www.thebalance.com/job-shadowing-is-effective-on-the-job-training-1919285

How to Teach Different Learning Styles. (2013, 07 23). Retrieved from Get Administrate: http://www.getadministrate.com/blog/how-to-teach-to-different-learning-styles/

Knight, R. (2016, 08 08). How to Make Your One-on-Ones with Employees More Productive. Retrieved from Harvard Business Review: https://hbr.org/2016/08/how-to-make-your-one-on-ones-with-employees-more-productive

Learning Styles. (N.D.). Retrieved from Learning Styles Online: http://www.learning-styles-online.com/overview/

McNamara, MBA, PhD., C. (N.D.). Evaluation Training and Results (ROI of Training). Retrieved from Management Help: http://managementhelp.org/training/systematic/ROI-evaluating-training.htm

Silver, J. (2015, 06 17). 5 Effective Employee Trianing Techniques That Work. Retrieved from LinkedIn: https://www.linkedin.com/pulse/5-effective-employee-training-techniques-work-jason-silver

Understanding Organizational Structure. (N.D.). Retrieved from Talent Sprint: https://www.talentsprint.com/insights/understanding-organizational-structure