Re: Sales Training Strategy LO1677

Doug Blair (dblair@ix.netcom.com)
Sat, 17 Jun 1995 09:41:26 -0700

Replying to LO1662 --

In L01662, Beth makes several good comments and suggestions for Dale's
mission of developing sales force training. But two items caught my
curiosity ...

>4. ... Develop a certification program
> that requires a combination of training and learning experiences.
>
>5. Measure, measure, measure.

Resulting in two questions:

Q1. Why suggest a certification program for a sales organization? In a
more technical arena, I may be more inclined to entertain it. But why in a
sales organization? I saw an attempt at this once, and it may be best
summarized by one of my clients, "What's the difference in a sales-slut
and a certified sales-slut?" While I have a higher regard for marketing
than this, her point was well taken - and she was the customer after all.

Q2. Why put such emphasis on measurements? I'd be tempted to change
"measure, measure, measure" to "ehhh, we'll measure a few things if they
look applicable." (Ok, I'd use more sensitive words, but you get the
drift.) In a sales organization, there are *SO MANY* inputs in effective
sales that I have to wonder if (a) one can even come up with a measurement
system that works in this environment (b) the most effective elements are
measurable (feasably), and (c) all elements can even be identified to
start with. Now, if this were a more discrete process, with controllable
interfaces, and objective output criteria, then I would be more in favor
of measurements (Say, manufacturing). But I have to wonder that a sales
force is based on so many uncontrollable and unmeasurable elements
(relationships, competition, economy, product acceptance, advertising,
etc) that a measurment system may be more trouble than it's worth. And the
highly regarded "measured results" may even be misleading.

Likewise, I too worked for "a very large and very blue computer and
systems integration company." While I don't want to over generalize based
on my limited experiences here, I've seen certification programs and
measurement systems significantly distract from the original missions.
These programs require resources that do not directly contribute to the
objective. (Directly, no. Indirectly, we hope so.) Time and money spent on
certification and measuring is time and money not spent on training. The
rationale I understand - it's the (hard) justification for which I'm still
searching.

Thanks!

--
Doug Blair, dblair@ix.netcom.com