Sales manager training practices in small and large firms

Abstract

PurposeThe purpose of this paper is to examine practices of and differences between small and large organizations as they relate to the training of sales managers.Design/methodology/approachUtilizing a survey approach, data were collected from a sample of sales managers and trainers employed by firms across the USA. Analysis was conducted between “small” and “large” organizations based on sales force size.FindingsWhile many similarities do exist between small and large firms' sales manager training practices, some significant differences also exist in terms of teaching approaches, types of instructors, training locations, methods, and content utilized. Results of the current study exhibit both similarities and differences as compared to results of sales manager training practices found in earlier studies.Research limitations/implicationsThe study was based on a sample of sales managers and trainers employed by firms within the USA. Sales manager training practices could differ due to cultural differences, the industry the firm competes in, and other factors.Practical implicationsFirst, sales manager training activities show more similarities than differences between small and large firms. Second, internet‐based training methods are becoming prevalent in large firms while still struggling for acceptance in smaller ones. Third, no one type of instructor is viewed as being highly effective in either small or large firms. Fourth, senior management must support and encourage positive behavioral changes associated with sales manager training or else efforts will fail.Originality/valueThe current study answers the call for research to identify contemporary sales manager training practices, building upon results of previous studies.

Small firms and the failure of national skills policies: adopting an institutional perspective

“…Cunningham & Rowley, ) and the USA (e.g. Shepherd et al ., ) consistently shows a strong correlation between firm size and incidence of formal training. Similarly, in an analysis covering 99 developing countries, Almeida and Aterido (, p. 4) find ‘robust evidence of a large and statistically significant positive correlation between firm size and the investment in job training’.…”

An assessment of needed sales management skills

“…The 15 critical skills and the literature that supports them are now discussed. Understands general trends in the industry Cron et al (2005) Understanding competitors Pettijohn, Pettijohn, and Taylor (2007) Satisfying customer needs Rentz et al (2002) Awareness of markets Rosenbaum (2001) Identifying and meeting customer needs Understands the overall strategy of the organization Cron et al (2005) Knowledge of the company Cron and DeCarlo (2009) Strategic action competency Piercy, Cravens, and Lane (2009) Market orientation Shepherd et al (2011) Setting standards and goals Makes decisions consistent with company strategy Cron and DeCarlo (2009) Strategic decision-making Marshall, Stone, and Jawahar (2001) Selection of job candidates Russ, McNeilly, and Comer (1996) Rational decision-making Zimmerman (2001) Align sales force with corporate goals Provides effective verbal feedback Deeter-Schmelz, Kennedy, and Goebel (2002) Immediate and effective feedback Harmon et al (2002) Supervisory feedback (positive vs. negative) Johlke et al (2000) Direct communication Rentz et al (2002) General speaking skills Wachner, Plouffe, and Grégoire (2009) Interpersonal skills Role model for the sales force Kouzes and Posner (1990) Leads by example Rich (1997) Sets positive example Rich (1998) Demonstrates proper selling technique Builds trust with the sales force Brashear et al (2003) Shared values and managerial respect Deeter-Schmelz, Kennedy, and Goebel (2002) Supportive communication Massey and Dawes (2007) Affect-and cognition-based trust Designs and builds effective teams Anderson and Oliver (1987) Behaviour-or outcome-based control system Cron and DeCarlo (2009) Coordinating team goals and activities Moon and Gupta (1997) Market orientation and information infrastructure Rajagopal and Rajagopal (2008) Team design and coordination Steward et al (2010) Coordination of expertise Creates a supportive team environment …”

“…Understanding the firm's organizational strategy requires knowledge of the firm's plan for achieving its overall goals (Shepherd et al 2011). This aligns with the activities of the sales force and directly influences selling effectiveness (Cron et al 2005).…”

“…More recent studies on sales management skills by Powers, DeCarlo, and Gupte (2010) and Shepherd et al (2011) examine the role of sales managers in improving salesperson's performance and indicate a need for a more process-based approach to training managers. The present study addresses this issue by identifying perceived needed sales management skills and examining them based on management level, gender and the performance level of the firm.…”

Developing sales training programs to promote a competitive advantage: linking corporate strategy with human resource development

“…quantities to use in meeting future customer needs (Rackham, 2000), popularity of products purchased, level of services required, prices, etc.). Knowledge of the customer helps to create a customer profile to use in meeting future customer needs (Kahle, 2011;Shepherd et al, 2011).…”