Job Description for Sales Manager
window structures made of PVC profiles
1. General provisions
1.1. The sales manager for window structures belongs to the category of specialists.
1.2. The Sales Manager reports to the Head of the Sales Department.
1.3. The sales manager must know the organizational structure of the office and internal labor regulations.
1.4. The sales manager must have the following information about products and services:
1.4.1. Profile system - thickness, chamberness, number of sealing contours, thickness of double-glazed windows. Advantages. Differences from other systems.
1.4.2. Fittings – types and methods of opening, main properties and characteristics, anti-burglary properties.
1.4.3. Double-glazed window - structure and characteristics.
1.4.4. Current production times.
1.4.5. Possibility of manufacturing standard/non-standard products.
1.4.6. Measurement deadlines.
1.4.7. The procedure for receiving and fulfilling an order, organizational issues.
1.4.8. The procedure for installing and finishing slopes.
1.4.9. Warranty service procedure.
1.4.10. Pricing policy, level of discounts provided.
1.5. The manager must know:
1.5.1. The procedure for issuing commercial offers.
1.5.2. The procedure for concluding contracts and issuing invoices.
1.6. The manager must manage each order accepted (or entrusted) by him from the moment of preliminary calculations until the moment of production or completion of work. To do this, you need to keep under your own control:
1.6.1. All calculations carried out
1.6.2. Applications for measurements submitted to the Surveyor.
1.6.3. Measurements with declared amounts or submitted commercial proposals.
1.6.4. Orders in progress.
1.6.5. Receiving advance payment and additional payment.
1.6.6. Preparation of documents for signature by the Customer and their return.
1.6.7. Fact of order fulfillment.
1.6.8. Received applications for warranty service and their implementation.
2. Job responsibilities(are common).
2.1. Carrying out preliminary calculations
2.1.1. Working with the Customer who contacted the company for the first time (Accepting a received request for payment by phone, by e-mail, when the Customer visits the office, etc.) → The task of the stage is to obtain from the Customer for further work with him information about the reason for replacing his windows and to understand what is most important for him - price, profile, timing, comfort, location of the company, etc., as well as record the source of information about the company. It is necessary to keep in mind that the Customer’s first impression of the company is formed during the first conversation. Working method – two-way exchange of information with the Customer
2.1.2. Preparing a response or commercial proposal → The task of the stage is to take the initiative of the conversation into your own hands, when talking with the Customer, not only tell him the approximate cost, but also tell him about the advantages of our company, our products and offer the best order option (openings, the presence of additional elements, finishing of slopes, etc. ). And convince the Customer of the need for further work with us - calling a Measurer.
2.2. preparation of updated calculations
2.2.1. Accepting an application for measurement → The task of this stage is to obtain from the Customer complete information about the exact address (street, house number, apartment, entrance, code, floor) or directions, contact numbers (mobile, home, work). It is advisable to have information about the workload of the Surveyor, but it would be useful to find out the desired date of arrival of the surveyor and time.
2.2.2. Metering control → control of communication of information about the measurement to the Measurer, tracking the time and progress of the measurement, timely receipt of the measurement to the office.
2.2.3. Receiving measurements from the Measurer → The task of this stage is to check and accept the correctly completed, signed by the Customer, measurement; Pay attention to the accuracy of writing dimensions. The measurement should contain information about the need for additional work (cutting gratings, brickwork, etc.), about possible difficulties with delivery (no exact address, entry with passes, intercom not working...), unloading (no elevator or not working , lifting structures on ropes...) or installation (no power supply, dismantling while preserving old frames...), etc. This information is taken into account when making calculations.
2.2.4. Announcement of cost → The task of the stage is to make a final calculation of the order based on the specified dimensions and configuration, and in the event of a significant change in the declared cost of the order and the preliminary cost, be able to justify this. Keep this measurement under control until the contract is signed. In case of prepayment by bank transfer, payment of the invoice is taken under control.
2.3. Conclusion of an agreement
2.3.1. Registration of the contract - Tasks by stages:
2.3.1.1. Determination of the final order configuration. Before signing the contract, show the Customer samples of finished products and methods of opening the doors. Based on the measurements taken, once again clarify the configuration and the presence of additional elements. Inform the Customer of the main organizational issues related to the replacement of windows (delivery date and time, options for receiving additional payment, installation procedure, waste removal, delivery standard, etc.), as well as questions and rules for further operation and maintenance.
2.3.1.2. Determination of the main points of the contract. When concluding a contract, the following main points must be determined: the amount of the contract (in rubles, of course), the amount of prepayment and additional payment, the moment of receiving the additional payment, the approximate date of delivery (readiness) of the products and the start date of installation (usually the next day). It is also necessary to find out from the Customer who will accept the work if he himself will not be present at the installation (In this case, the Customer writes a Power of Attorney).
2.3.1.3. Execution of the contract. The contract is drawn up by entering the above questions into a standard form, assigning a number, with the obligatory signature of the contract itself and its annexes (configuration and cost calculation). The entire package of documents is drawn up in 2 copies.
2.3.1.4. Prepayment control. The Customer makes the agreed prepayment amount in the office, with the issuance of a cash receipt.
2.3.2. Transferring paid orders to production → The task of this stage is to transfer a well-executed package of documents to production and have complete information about the order before it is completed.
2.4. Order fulfillment control
2.4.1. Monitoring the production of orders put into production → Pay special attention to the readiness of non-standard orders (laminated, arched and trapezoidal, with rarely used additional elements, etc.).
2.4.2. Preparation of reporting documents (invoices, work acceptance certificates, contracts, invoices) → They are prepared on the eve of delivery of the order for the purpose of handing it over to the Customer with the delivery driver and returning our copy signed by the Customer.
2.4.3. Control of delivery of finished products → Pay special attention to orders with postponed delivery dates.
2.4.4. Notification about delivery and installation is made after the planning department has assigned the exact date and time of delivery (installation).
2.4.5. Control of installation of orders delivered to the address → Pay special attention to orders with a postponed installation date.
2.4.6. Transmission of operational information → All incoming information from the Customer and from relevant officials about failures in production, delivery or installation is subject to immediate transfer to management.
2.4.7. Control of execution and return of documents submitted to the Customer for signature.
2.4.8. Completing an order → After completing all the work, it is necessary to call the Customer and conduct a survey about the quality of the work performed and comments.
2.5. Warranty service control. All incoming applications must be recorded in the Journal reflecting the following information: contract number and date, address, telephone number, full name, detailed description of the claim. The task of this stage is to receive and record applications for warranty service for windows received from the Customer and monitor their implementation.
3. Job responsibilities(personal).
3.1. Xxxxx
3.2. XXXXX
4. Rights
4.1. Make suggestions regarding improvement of the production process.
4.2. Request from department heads the necessary information necessary to perform official duties.
In the previous article, we conducted a detailed analysis of how our managers at window sales points communicate with clients and identified the main mistakes. In this publication, we will try to describe as much as possible the sales algorithm that will allow your managers and, accordingly, your company to be more effective.
Making contact
Mandatory points for assessment were:
1. How quickly the manager responds to a call.
You should pick up the phone after 2-3 rings.
2. The way the manager introduces himself at the beginning of the conversation.
For example, the following phrase is required: “Super-Windows Company. Hello.”
3. Ask what the client’s name is.
From the very beginning of the conversation, many managers usually begin to argue and present “their” arguments without asking the name of their interlocutor. And here it should be noted that in Europe such a point in sales training does not exist. Ask: "Why?" The answer is simple: Germans know from the cradle that a conversation between people can only take place when the interlocutors know each other’s name. Perhaps this is not necessary in our country? Then why are we so jealous of a prosperous and well-fed Europe?
So, at the beginning of the conversation, you must definitely ask (and remember!) the client’s name in order to use it throughout the entire dialogue. However, we ask the name of the interlocutor only after we have introduced ourselves. The conversation might look something like this:
Manager:"You have called the Super-Windows company, hello!"
Client:“Hello, please calculate the cost of a window” or: “How much do your windows cost?”
Manager:“I’ll be happy to calculate their cost now. We have a large assortment, so let’s first figure out what kind of windows you need. My name is Irina, what’s the best way to contact you?”
Avoiding the issue of price. This is a very delicate point in sales, and managers are often prone to following the client’s lead, i.e. do what he asks. Of course, the client's wishes should be the main focus, but read again the example dialogue above. The manager very wisely avoids voicing the price, because he understands that the client needs to name the price only after he understands what he will pay his money for.
We evaluated the managers' calls according to the school system, so they all received from one to five points. The results of the stage of establishing contact with all clients are shown in the diagram:
The diagram shows what impression the managers made on the client upon first contact. Agree, only 4% out of 100 is a very low result. Perhaps business leaders will be prompted by the wisdom: “In order to make a first impression, we only need 30 seconds – and sometimes the rest of our lives to correct it.”
Identifying needs
It will be correct if, after the contact establishment stage, the manager identifies the client's needs or problems. Many managers miss this stage because... they don’t see the need for it. This is also called unconscious incompetence, in other words, “I don’t know what I don’t know.”
We include the following in the analysis of the needs identification stage:
1. The presence of this stage in the manager’s work.
2. Having the right questions.
And the right ones are all questions that make it possible to get the client to talk, to help him talk about his problems: “I can’t decide which windows are better”, “I want windows like my neighbor’s”, “I’m renovating a house”, “There are so many companies and everyone says the same thing."
3. Active listening.
Learning to listen and hear carefully is a pressing problem in our society. Many, unfortunately, have not yet learned this - after examining the work of dozens of window companies, we were convinced of exactly this disappointing result. So, for example, to the question often asked by clients: “What makes your company better?”, the manager answers: “Let me calculate the windows for you.”
Sales Process Management– unfortunately, the concept is still little understood by the “modern” seller. It means that it is not the manager who answers the client’s questions - the manager manages the conversation by asking the client the right, pre-prepared questions and showing his interest, because only with the help of logically structured questions can one figure out what arguments the manager should give next. It is also necessary to show generosity to the client.
Diagram of the needs identification stage, the results of which, unfortunately, leave much to be desired:
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Presentation
Unfortunately, many managers believe that the more they tell the client about the window, the faster they can persuade him to make a purchase. However, the well-known truth says: whoever talks a lot is boring. Naturally, a lot depends on what exactly we tell the client. It is necessary to convey an accessible story in the language of benefits and benefits, and not say that the windows have a gray seal, five cameras and fittings with a special coating - after all, anyway, the client most likely will not understand anything about this, and even if he tries to understand, it is would be a misinterpretation of it. It is important to make it clear to the client how this or that advantage of the window will benefit him. For example, a gray seal will make the windows more elegant and European-modern, and will also visually increase the light opening due to the absence of a black frame. The client will also save on replacing seals, since the service life of gray seals, unlike black ones, is 30 years, and thanks to the innovative component composition, their shape and color will be preserved for many years.
Thus, at the presentation the manager needs to:
1. Be able to convincingly talk about the benefits that the client will receive from the product.
2. Give expert-level advice to the client.
3. Be able to determine the client’s basic needs, and not talk about everything that the manager knows, but not about what really worries the client.
4. Properly inform the client about discount programs. In response to a client’s question about discounts, we have repeatedly witnessed the following statements from managers: “I’ve already calculated the discount for you. 25%.”
5. Competently explain the price of the product, but in no case should you name it without reasoning.
Our analysis of the presentation phase is also depicted in the diagram. Only 20% of the total number of calls were valid. Unfortunately, at this stage of managers’ work with clients, everything is not as successful as we would like.
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Work with objections
When examining the stage of working with objections, it turned out that managers are the most professionally trained in this. However, it should be noted that professional managers, as a rule, do without objections.
At the stage of working with objections, the following are very important:
1. The manager’s communication style.
2. Presence of objections.
3. Application of techniques for working with objections.
We dwell on the topic of working with objections in great detail during our seminars, where managers practice techniques for working with such typical statements from clients as, for example: “Very expensive”, “The neighboring company is cheaper”, “I’ll go and consult with my husband”, etc. d.
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Ending a conversation
In our research, we were distressed to note the enormous difference between the recommended “conversation ending” (option 2) and how managers actually behave at the end of the conversation (option 1). Compare for yourself:
Option 1
Client: “...Well, okay, I’ll think about it later.”
Manager: “Okay, think about it, call.”
Client: "Goodbye."
Manager: "Goodbye."
Option 2
Client: "...Okay, I'll think about it later."
Manager: “Marya Petrovna, I understand very well that for you buying a window is a very serious decision. Apparently, something bothers you?”
Client: “To be honest, I just need to consult with my husband.”
Manager: “I also always consult with my husband, but what do you think will be the most important for your husband when choosing a window?”
Client: “I’m sure he’s very worried that we won’t be deceived, because there are so many fly-by-night companies around…”
Manager: “Marya Petrovna, I understand you very well, and indeed, today many of our clients fear precisely this. Therefore, you need to pay attention to whether the company has its own production, how long it has been on the market, what suppliers it works with, whether "She has recommendations, as well as large glazed objects. And one more thing: it is very important to see how the employees work. You can verify their professionalism by visiting the office, where you will be offered to calculate a window or call a measurement specialist."
Client: “I understand, thank you very much for the advice. I’ll think about it” (we got the client talking, but he doesn’t leave and continues to insist on his own).
Manager: “I can give you one more piece of advice. You will save your time significantly if you immediately call our measurement specialist. This will not oblige you to anything, but he will be able to give you even better advice on the spot, and also advise your husband ".
Client: “How much does it cost to call a measurement specialist?”
Manager: “The call is completely free. What time is convenient for you to see our technician, maybe tomorrow, before or after lunch?”
After specifically determining the date and time of the technician’s visit, the manager is obliged to repeat out loud again and even write down on paper the agreed timing of the measurement and hand it over to the client (this will help the client not to forget the time of measurement and to realize the importance of this stage of work). And only after this the manager can politely say goodbye to the client.
Obviously, many managers, having read these lines, sighed heavily, because we are still very far from reaching such a level of service...
This example is directly related to the previous stage - working with objections (the manager dispels all the doubts remaining in the client).
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However, returning to the topic of ending the conversation, it is necessary to emphasize that at this stage very important:
1. Specify contacts.
2. Make a commitment.
3. Say goodbye politely.
Business communication etiquette
While conducting research, we often encountered a strange phenomenon: despite the fact that managers conducted conversations with us almost “excellently,” we still had unpleasant impressions from what we heard. Having analyzed the reasons for their occurrence, we were able to determine another necessary condition for working in window sales - the etiquette of business communication between managers. It includes:
1. Customer focus when talking.
2. Providing information about competitors.
In this case, you must adhere to the rule: the expert does not speak badly about competitors. To the question: “Why are your windows better than the windows of company N?” – the manager’s answer should be of the following nature: “These are also good windows. Why are you interested in this particular system?”
3. Clear formulation of thoughts.
4. Behavior during a conversation: friendly and interested communication, not rude and passive.
5. Be sure to address the client by name.
6. It is necessary to clarify the source of information about your company.
Our colleagues from a marketing agency consider this point to be one of the most important. We agree that this information is important both from the point of view of analytical marketing and from the point of view of sales marketing - it often helps to get the client talking, to enliven the conversation, to find common ground, especially if the client came to your company on someone else's recommendation.
However, in real sales, there was an almost complete absence of these skills among managers:
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So, let's summarize the results of the research. Unfortunately, gentlemen, managers, we cannot console you with its positive results - the lack of many of the skills we have listed among managers leads to low sales volumes, and therefore to colossal losses of your funds.
And even if your company brings you good turnover, we are confident that by training qualified managers, you can double and even triple your finances. To prove this, we provide the following diagram:
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An empty field between red and blue indicators is not only lost hryvnias or dollars, it is also a low image of your company. In other words, this is your future profit (or lack thereof) and your growth points to become even more attractive to customers.
Course Description
The course is taught individually. The price is indicated for 1 lesson (4 academic hours). You can agree on the number of classes and training time with the managers of our center.
Courses for beginning managers - sales training from scratch
The highly specialized training course “PVC Window Sales Manager” is aimed at those who strive to become a highly qualified specialist in the field of selling plastic windows. The professional training of future sales managers begins with the study of basic principles and fundamental concepts. The curriculum is structured in such a way that to successfully master it, experience in the field of sales of PVC windows and any specific knowledge is not required; the topic of sales of PVC window products will be studied “from scratch.” Anyone can become a listener.
The course provides consistent and step-by-step training in management in this field of activity. Theoretical training includes both general and specialized information. The material covered is reinforced in practical classes, during which each student has the opportunity to develop the skills necessary to perform their job duties.
During the training process, existing types of double-glazed windows are examined in detail, and special attention is paid to such issues as: familiarization with the specifics of the market, mastering the techniques of selling window products and related accessories, installation technologies and types of installation work. Students will learn how to properly work with a client, give competent advice, calculate the cost of glazing, including additional finishing work, and monitor the execution of work on an issued order.
The peculiarity of the course is that the practice takes place at an existing enterprise for the manufacture and sale of window products (plastic, wooden windows). Several dozen construction companies with this specialization will host our students. Participation in work as an intern will help you master this profession as efficiently and quickly as possible.
By providing vocational education services, we set ourselves the goal of giving students the fullest amount of knowledge and skills necessary to learn a sought-after specialty. After completing your training to become a PVC window sales manager, you will become a competent specialist, fully prepared for professional work and the successful performance of assigned duties.
To begin with, I will defend managers, despite the fact that the article itself assumes the “exposure” of salespeople selling PVC windows. The way salespeople perform is not their fault. The problem is in the entire system of employee education and training that operates in the current market.
I suggest looking at how the majority of employees are being trained. This is the first time a person gets a job as a window salesman; naturally, he has no experience in sales. First, a pile of literature is placed on the table for him to study: technical documentation, brochures, etc... “Study!” And so he sits and tries to understand the essence of this study. But for a beginner, this is difficult to do, because, as a rule, he is not shown the production of PVC windows, much less installation and assembly. You can imagine this only if your imagination is well developed. Soon, the employee begins to pronounce some of the complex terminology. Understands the difference between a three-chamber profile and a five-chamber profile and what it is in general. And, after a month, having learned the brochures practically “from cover to cover”, you become an “experienced” seller.
But, if the newcomer is lucky, he will be sent for further training, which is provided by partner companies: double-glazed windows, fittings makers, profilers. There, the novice employee’s knowledge will be reinforced with technical information, and at the trainings conducted by profile specialists, they will also be told “How to properly sell profile A.”
And as a result we get:
Managers only offer a profile
If you call a store and ask: “What is the price for a window?” In almost every store they will answer you: “What profile do you want the window from: five- or three-chamber?” or “Which profile do you prefer, “Salamander” or “KBE”?” The first impression I get, despite the fact that I have absolutely no understanding of profile systems, is that the main thing when choosing a window is what profile it is made from. And now I will bother all my friends and sellers with questions: “Is this profile of high quality?” “Which profile is better?”
But the main thing when choosing a window should be the glass unit, the fittings, and its installation. In addition, having successfully completed a transaction, the seller thus lets such a client down to competing companies that produce windows from a similar profile, but the quality of all other components is several times inferior.
This is not discussed at trainings by profile companies. This is understandable.
Managers do not offer the USP (Unique Selling Proposition) of their company
In sales, the main “product” is the USP. This does not mean that if everyone offers customers standard white windows, our company will sell non-standard blue ones. This means that we are positioning our exclusivity and uniqueness in this market. This can be either additional service or quality workmanship. In other words, what others cannot do.
I thought for quite a long time about what the responsibilities of a seller are. And I came to the conclusion that the seller is the “face” of the company, the main force in its promotion. The salesperson's function is the ability to accurately convey to the buyer the company's objectives and why their company is better than others.
But the managers, as if hypnotized, repeat one thing: profile, fittings, double-glazed windows... But what about the company?
Agree, this is not their fault. This was not discussed at trainings or described in brochures. Sometimes, even the leaders of PVC window sales companies themselves do not know what makes them unique, what USP they have. They see that they produce the same thing as everyone else, and they cannot explain why customers should buy from them. But they really want it. And this is also understandable.
Managers use only technical information
For many buyers, except those who know the PVC window sales market well, the technical terminology sounds “not Russian.” Terms: chambers, seal, drainage system, clamp, drip, etc. - all this only raises new questions and a desire to have it explained what it all means. The complexity of these words creates a feeling of panic.
Now imagine the situation. The wooden window is rotten and won't open (and it's best not to try to open it). And you decided to install a new window, but you have never encountered plastic windows before. First, you decide to find out the cost of the window. Having called a store that you found, say, on the Internet, you ask the question: “What is the cost of the window?” In response: “Which profile are you interested in, three- or five-chamber?” You: “Which is better?” “Look, the three-chamber one does not have high thermal insulation compared to the five-chamber one. But if your apartment is warm, then a three-chamber profile is quite suitable. But in terms of design, the five-chamber one looks more interesting, because... it has a gray plastic seal and will last longer.”
As a result, at least six more questions will arise:
1) “Where are these cameras and what is it?”
2) “Where is the seal and what is it?”
3) “What can replace a plastic seal?”
4) “What do other plastic seals look like?”,
5) “Do I need to buy a window with increased thermal insulation?”,
6) “If you buy with softened thermal insulation, then by how much? How will this affect the temperature in the room?
As a result, instead of clarification in this matter, as a buyer, I will receive additional questions and the feeling that I need to figure everything out myself. This is what many buyers do. And then, with the air of an expert, they bombard managers with technical questions: “What kind of reinforcement are you installing?”, “What is the heat transfer resistance coefficient in your profile?”
This characteristic of the work of managers is quite clear. It's all because of the technical documentation! In addition, they were also not taught how to lure buyers and not repel them with technical terminology.
Managers use tips from the brochure
When we present a product to customers, it is important to use the language of benefit. This is discussed at trainings by profile companies. And at such training events, sellers are required to be given methodological manuals, which describe in detail how to correctly use the benefit language and prepared responses to different situations. Many managers very often resort to the help of these brochures when communicating with a buyer by phone.
Here are options from such ready-made answers: “Thanks to rigid reinforcement, the anti-burglary functions of your window are increased, which means the security of your home is increased” or “This profile uses a gray seal and therefore you get an impeccable appearance.” And also such “Thanks to the increased thermal insulation coefficient of the profile, you will maintain the warmth and comfort of your home.”
And here you can begin to object: “What's wrong with that? And the language of benefit is obvious! Well-constructed sentences!” I answer. Visit the websites of some well-known profile production companies. The descriptions of the profile systems on them are absolutely the same. Their profile is the safest, they are characterized by a wonderful appearance, retain heat and, of course, the most environmentally friendly. This is because all profile companies have formed a certain stereotype of distinguishing themselves in a given market.
As a result, we get salespeople trained by profile partners who speak the same terms. When the buyer is constantly and everywhere told: environmentally friendly, comfortable, the warmth of your home, safe, then at a certain moment he will begin to accept all these terms as background, interference (“white noise”).
Therefore, it is better to use a living, accessible and understandable language. Let’s say: “Due to the fact that the gray seal is practically invisible in the window, one very interesting optical phenomenon appears. Visually, the window appears larger, and there is a feeling that the room is illuminated with more light” or “Due to the good thermal insulation characteristics of the profile, we assure you that your home will be warm, regardless of the weather outside. And you won’t need heaters anymore.”
And again, I want to defend the sellers. What they are taught is what they say. And what they don’t teach, they don’t say, because they don’t know.
Managers do not work with prices
I already talked about this in one of my articles. Managers do not know how to correctly explain the price of their product to the buyer. And this is the basis of all sales. The buyer will pay more if you explain to him why. In many cases, talking about cost is the most unpleasant moment for the seller. Because they themselves don’t understand why the company set such a price for the window, and they don’t know how to explain it to the client.
The price depends not only on the brand of fittings, profile and glass unit, but also on additional services: production, measurement, delivery and installation. This also includes the cost of the work of company specialists: sales managers, measurers, production workers and installers. The quality of the installed window depends 80% on these people.
These points must be explained to the buyer. Naturally, this is not discussed at seminars for profilers?
We can talk for a long time about the main mistakes made by sellers, but in this article I talked about the main ones. In conclusion, I can say the following, it is not only the fault of managers that they do not work well. The reason for this is the entire system of selection, training and incentives for employees. Only by changing this system can you get the expected result. By trying to let everything take its course, we get the initial results.
As an independent expert, I tell you, don’t count on the training offered by specialized partners. They will not solve all the problems of your company: they will not teach managers how to sell your PVC windows, they will not tell you how to increase the volume of YOUR sales, YOUR income. In fact, they are sincerely trying to help you, but in doing so they increase sales for their company. Therefore, the trend today is that every year more and more competing companies are opening. No one will explain to you how to increase your sales at their expense. And it is right. Because In this business, with numerous competitors, the time has come when you need to make decisions on your own.
OknaPlan trainings provide a unique method of training managers, which includes not only narrowly focused classes on products, psychology, and communication rules, but also the opportunity to look at sales through the eyes of customers, which will allow you to achieve the maximum return from each call or personal request.
Benefits from training:
- Increasing staff motivation. I would like to note that staff training at corporate trainings increases the motivation of the employees themselves, which, of course, is a strong incentive for further successful work.
- Team building. The development of any company is directly related to team building of personnel; often managers work in different offices and are not familiar with each other. Corporate trainings "OknaPlan" are a tool with which you can achieve the most efficient work of the entire team.
- Safe practice of the skill. Training for sales managers is accompanied by a lot of practical exercises. Sales techniques are practiced in specific situations, which allows you to simulate the behavior of employees in a real situation. Employees learn from simulated situations rather than from real clients.
After completing the OknaPlan sales training, your company’s employees will be able to confident and efficient make sales and get the most out of every call.
In order to sell a product in a tough competition, you need to understand what the customer really cares about!
In our trainings we pay special attention to identifying customer needs!
Logic of training construction
The training is based on lectures, discussions, business games and exercises that simulate the real conditions of professional activity of employees:
- About 70% Training time is allocated for business games and exercises that allow you to gain practical experience in the application of the studied methods and techniques.
- About 20% time is allocated for group discussions, increasing the degree of involvement of participants in mastering theoretical material, ensuring mutual exchange of experience.
- About 10% The training time is devoted to mini-lectures and participants’ work with materials that allow them to streamline the conceptual apparatus, consolidate the experience gained during the training, and form clearer and more substantiated ideas in the area being studied.
SEQUENCE OF WORK
Below is a typical sequence of work that we propose for each of the training projects. Adjustments can also be made to it in accordance with the Customer's requirements.
| Stages | Contents of work |
| Stage 1. Adaptation of training | Conducting a working meeting with the Customer in order to clarify the objectives of the upcoming training, work plan and wishes for form and content. Also at this meeting, the Customer gets acquainted with the trainer. |
| Conducting working meetings between trainers and potential participants to identify situations that require analysis during the training. At this stage, educational case situations are created in accordance with the specifics of the company and taking into account the most significant factors of the company. | |
| Stage 2. Conducting training | |
| Stage 3. Analysis of training results | Conducting training according to the program developed and agreed upon at the previous stage. |
| Discussion of the training results with the company management and determining the development prospects of the participants. | |
| Formation of objectives for subsequent training of this target group, as well as other categories of employees (if required). |
Based on the results of each training a report is drawn up, which contains a brief description of the group members (activity, understanding of the topics under consideration, motivation to learn, etc.); information on topics that aroused the greatest interest. This report can be used to evaluate training participants, as well as to plan further training and development of employees in this category. A knowledge acquisition block is also included, by which you can evaluate the effectiveness of the training.
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