Characteristics that Enhance Training Effectiveness in Implementing Technological Change in Sales Strategy: A Field-Based Exploratory Study

Abstract

Organizations are increasingly emphasizing online sales channels over traditional offline sales channels. This research examines how training influences a salesperson\u27s ability to manage such a technological change in the firm\u27s sales strategy. Findings suggest that formality of training has a positive effect and voluntariness has a negative effect on the perceived effectiveness of training in a change implementation context. Older salespeople and those likely to be favorably affected by the change respond more positively to timely training and a less formal training format. Training effectiveness in turn has a positive influence on the salesperson\u27s perceived ability to manage the change, with learning orientation of the salesperson weakening the effect. Implications for the design of sales force automation and change implementation training programs are discussed

Factors Influencing the Impact of Sales Training: Test of a Model

“…Scholars have explored avenues such as conceptual models for developing effective sales training programs (Attia, Honeycutt, & Leach, 2005;Attia, Honeycutt, & Jantan, 2008), problems in assessing sales training (Attia, Honeycutt, & Attia, 2002), salespeople's satisfaction with their current training (e.g., Chonko, Tanner, & Weeks, 1993;Dubinsky & Staples, 1981), means of reducing sales training cycle time (Bashaw, Ingram, & Keillor, 2002), impact of self-directed learning on salesperson performance (Artis & Harris, 2007), influence of sales training on sales force outcomes (Roman, Ruiz, & Munuera, 2002), effect of self-regulation training on salespeople's job-related responses (Leach, Liu, & Johnston, 2005), influence of sales training timeliness, training formalization, and learning orientation on training effectiveness (Sarin et al, 2010), effects in a sales context of Kirkpatrick's (1976) 4-stage training model (Leach & Liu, 2003), impact of consultative training on sales performance (Pelham, 2002), effects of sales training on salespersons' behavior-level and results-level improvement (Attia & Honeycutt, 2012), and validity of assumptions about sales training (Dubinsky, 1996). Wilson, Strutton, and Farris (2002) tested two different models of sales training-behavior-driven and attitude-driven.…”

“…They may well view sales training as having value in and of itself and thus be satisfying. Such individuals are more willing to learn from challenging situations and could even gratify themselves through developing skills or knowledge (Sarin et al, 2010). The learning-oriented salesperson may concentrate on learning product characteristics, learning how the user buys the product, planning calls, and analyzing the territory.…”

“…Formalized sales training has been found to enhance trainees' perceptions of training effectiveness and their ability (à la performance) (Sarin et al, 2010). Salesperson performance can be defined as the execution of salesperson behaviors and the results of those behaviors relative to the achievement of organizational goals (Hyman & Sager 1999).…”

“…For instance, today's sales position is increasingly multifarious and the demands on it increasing (Cron et al, 2005). Also, technology (e.g., the Internet, sales force automation) has led to the altering of relationships between buyers and sellers and between salespeople and their organizations (Sarin et al, 2010). Furthermore, customers have more information with which to present their cases to purveyors and competition is especially keen owing to globalization of markets (Roman, Ruiz, & Munuera, 2002).…”

Polychronicity and Scheduling’s Role in Reducing Role Stress and Enhancing Sales Performance

“…Second, only one organization was used for the study, leading to a potential concern regarding external validity and generalizability of the findings. However, using a single organization sample is frequently found in investigations dealing with sales forces (Lewin and Sager 2010;Sarin et al 2010). Although some may question using a sample from one organization, Lewin and Sager (2010) note several advantages of using such a sample, namely, that it minimizes possible contingencies common in multifirm studies and it provides better control for contextual effects.…”