Sales trainer roles, competencies, skills, and behaviors: A case study

Ricks, Joe M.; Williams, Jacqueline; Weeks, William A.

doi:10.1016/j.indmarman.2007.04.003

Cited by 16 publications

(8 citation statements)

References 49 publications

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“…We argue that addressing the profound transformations in the role of the sales professional requires an approach markedly different from just developing knowledge, skills, and abilities (Artis & Harris, 2007; Ricks, Williams, & Weeks, 2008). The accomplishment of the MST is the development of an integrated approach in which research, models, tools, and interventions enable behaviors and mindsets to be permanently changed.…”

Section: Discussion: Enhancing the Professional Mindset Of Sellingmentioning

confidence: 99%

Enhancing the Professional Mindset of Future Sales Professionals

Cuevas

Critten

Squire³

et al. 2014

Journal of Marketing Education

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Recruiting and Developing the Student Mindset "There is no end to education. It is not that you read a book, pass an examination, and finish with education. The whole of life, from the moment you are born to the moment you die, is a process of learning." (Jiddu Krishnamurti, On Education, 1974) Sales Education for a Profession in Constant Change Sales education has significantly grown in importance because selling skills are highly demanded in the marketplace, thus providing higher levels of employability to new graduates. In 2010, there were more than 8.2 million jobs directly employed in sales in the United States. If we take into account top executives, who are often engaged in business development activities, this number would reach 10 million (U.S. Bureau of Statistics, 2010). Higher education institutions have responded to the need for a qualified sales labor force by growing the number of sales-related courses offered. For instance, sales education courses in the United States were delivered by 44 universities in 2007, and this number grew to 101 in 2011 (Cummins, Peltier, Erffmeyer, & Whalen, 2013). Universities with a track record in sales education such, as Baylor University (Center for Professional Selling), Ohio University (Ralph and Luci Schey Sales Centre), the University of Akron (Institute for Professional Selling), and five others, played a critical role in creating the University Sales Center Alliance (2013), founded in 2002 in the United States. Other examples of the growth of the field are the Sales Education Foundation (2014) established in 2007, also in the United States. In Europe, the Global Sales Science Institute (2013) was founded in 2007 to bring together the study and practice of sales and sales management internationally to further advance global collaboration in sales research, practice, and education. The increase in the importance of sales education is also driven by the dramatic transformation of the profession 531964J MDXXX10.

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Section: Discussion: Enhancing the Professional Mindset Of Sellingmentioning

confidence: 99%

Enhancing the Professional Mindset of Future Sales Professionals

Cuevas

Critten

Squire³

et al. 2014

Journal of Marketing Education

View full text Add to dashboard Cite

show abstract

“…This paper began by noting recent trends that have changed the selling environment and may have also altered the skills required of individuals that manage a sales force (Cron et al 2005;Honeycutt 2002;Jones et al 2005;Ricks, Williams, and Weeks 2008;Rosenbaum 2001). Thus, an updated and comprehensive review of the needed skills possessed by effective sales managers represents a timely sales management issue.…”

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

An assessment of needed sales management skills

Powers

Jennings

DeCarlo

2014

Journal of Personal Selling & Sales Management

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“…Although the literature on sales training spending does not break out the exact sums allocated to sales manager training, the American Society for Training & Development (ASTD) noted that, in 2006, approximately 9 percent of developed learning content was dedicated to individuals in a managerial or supervisory role (Kranz, 2007). Organizations who spend such large amounts on training want to see that the monies invested assist the firm in achieving goals (Ricks et al , 2008), centered around continually enhancing marketing productivity and effectiveness (LaPlaca, 2009). Yet, little empirical work is available as a guide in the design and implementation of sales manager training programs (Dubinsky et al , 2001).…”

Section: Literature Review and Research Questionsmentioning

confidence: 99%

Sales manager training practices in small and large firms

Shepherd

Gordon

Ridnour

et al. 2011

American Journal of Business

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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.

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Sales trainer roles, competencies, skills, and behaviors: A case study

Cited by 16 publications

References 49 publications

Enhancing the Professional Mindset of Future Sales Professionals

Enhancing the Professional Mindset of Future Sales Professionals

An assessment of needed sales management skills

Sales manager training practices in small and large firms

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