Ready sales trainings for managers. Active sales

There are enough sales trainings in Moscow. But not everyone is practical. After completing the training course, the manager must safely negotiate with customers, bringing profit to his company. How to choose a really worthwhile sales training for managers and what does it include?

To learn how to sell, employee improvement must be systematic. The system includes:

• Training on expert training;
• Internal corporate training;
• Training with the participation of an experienced employee;
• Self-education of a specialist.

Expert training

Duration professional training may be different, the minimum recommended is 2 full days. There are free sales trainings in Moscow, but there is no confidence in their quality. The benefits of training will be if a real professional manages the event.

The vast majority of business coaches today are people who expect to make money simply and quickly. These are university professors who give their lectures from the big stage. You don't need this kind of training. Sales training in Moscow, the price of which is low, should be alarming. If a professional shares knowledge, his time should be expensive. A real coach is a wealthy person who has real experience managerial activities, work with personnel, the head of many businesses. His knowledge and experience cannot be cheap.

Conduct an audit

Before booking a place among the participants, review the information about the presenter. If, talking about himself, a person juggles awards and academic degrees, without mentioning real companies and projects, look for another option. What can a professor who has never sat in the chair of a leader give to current managers? That's right, nothing.

Training & Seminar

When choosing a training program for yourself or employees, pay attention to the difference in concepts.

• Number of participants. Hundreds of people can be invited to the seminar, depending on the capacity of the hall. Everyone will come, listen and move on, because the seminar only gives theoretical information. There is little practical use here. Imagine that you have heard about the existence mobile communications, but continue to use pigeon mail. What is the use of knowledge if you don't know how to apply it? A maximum of 60 people can come to the training, conducted by a highly qualified sales manager. This is a hands-on, hands-on experience. There is not enough time and attention of a mentor for a hundred people. Hence the high cost of the ticket;
• Classification. Activities can be either motivational or technological. The first energize and set up for action. For many, this is the “magic kick”. But the effect of such motivation cannot last forever. In a week, a month, and for someone upon arrival home, the action will end and there will be nothing left from attending the event. During the technological training, participants receive specific technologies and skills. The introduction of innovations in the work of the company really increases the efficiency of the business. It is not enough just to know about the solution, you need to use it in the current work and correct the errors that have arisen. During Konstantin Baksht's training program "Sales System: Ultimate Edition", participants try their hand at developing vacancies, passing the first stage of the assessment center and other practical tasks.

Sales training for company-based managers

Leading managers and managers can conduct sales training for their colleagues. Moscow is full of employees who require special training. Training in the company should take place every week, preferably on a Friday afternoon. As in a professional meeting, some managers play the role of a client, others play the role of a salesperson. Then the participants change places. The dialogue is recorded on video for later analysis. Such training helps to save time and money with sufficient efficiency. In addition, employees work with a particular company's policy regarding the sales mechanism, learn from successful mentors who use the features of a product or service in negotiations.

Conduct an express audit of the sales department on your own according to 23 criteria and identify sales growth points!

Conduct an audit

Free sales trainings in Moscow, if they are of high quality, are real only on the basis of own organization. The training manager can prepare to deliver training on professional course for leaders. As we said above, you need to choose a wealthy, experienced businessman as a coach. An amateur will not bring the participants anything but doubts about his competence.

The Role of the Mentor

Sales training in Moscow will be held next month. Such an opportunity to train managers is exclusive and inaccessible to many, while training in one's own team is accompanied by work with a mentor. Beginners manage to establish contact with the client and offer a service, but do not “pull out” the stage of closing the transaction. Here an experienced colleague comes to the rescue, accompanying the recruit in the negotiations. Everything is in the black: the company receives a client and profit, a beginner closes a deal and learns, and an experienced specialist confirms his status. You should not limit yourself to one employee-mentor, as his manner of communication may not work for a recruit.

Dive into the specifics

Sales training for managers should be complemented by absolute knowledge of the specifics of the product or turnkey service. Whatever product the company produces, it will have its own characteristics that are significant for the client. The proposal should solve the problem of the consumer and bring benefits. Even if the company sells ordinary matches, the client may have tricky questions, and the manager must withstand any verbal blow.

Sales training in Moscow, the price of which is lower than in the regions, misses some semantic blocks. For example, the program may include only skills development exercises, skipping specifics.

self-education

For greater efficiency work employee independently studies books on sales. They contain a theory that should not be distracted during practical exercises. The leader issues literature for study, and then checks the learned material. One of the mandatory books to study is K. Baksht "Big Contracts".

Sales training by Konstantin Baksht in Moscow is a chance to get working sales techniques and take your business to a new level. Investments in the education of salespeople pay off to the maximum, because the first person your customers meet is the sales manager. He will get profitable contract, or permanently spoil the opinion of your business - it's up to you.

© Konstantin Baksht, CEO Baksht Consulting Group.

The best way to quickly master and implement the technology of building a sales department is to visit K. Baksht's sales management training "Sales System".

Conducting training for employees is a mandatory step on the way to obtaining maximum profit. It is logical to assume that the greatest benefit will come from a quality, efficient system that deserves to be called the best. Is it possible for sure to identify the best sales training among the options on the market?

What are sales trainings?

A simple answer to this question refers you to the ratings of the best business coaches who lead seminars and lectures in Russian. Alas, best experts sales can hardly be useful if you need to teach the basics of conducting transactions to a team of beginners: novice specialists will not be able to apply the acquired skills in practice, which means that the funds invested in their training will be wasted. Thus, we conclude that the search for the best course should begin with determining the initial level of training of future students and the topic of sales training.

Sales coaching for newbies

In organizing an adaptation series for newly hired fighters, seek help from the best practices of the department. It is best if the training is conducted by an experienced leader, director or owner of the company. In this way, young fighters will be able to familiarize themselves with the policy of conducting transactions that is specific to your company. Employees of the company will promptly acquaint novice colleagues with all the subtleties and secrets characteristic of a particular department.

By the way, how effective is your sales department? I suggest you check, for this I will leave you the self-diagnosis questionnaires of the sales department. Enjoy!

Get questionnaires

It is worth conducting such trainings in the very first days after hiring young fighters for work. The minimum adaptation period is one day. For higher efficiency, it is recommended to increase the training time to five days, and in some cases - two weeks. Such a decision should be made if the product implementation technique is associated with the presentation of technically complex equipment or non-standard services. Then, not only managers, but also technically savvy specialists should be involved in the course of lectures, who will be able to conduct several seminars related to the specifics of the product.

Sales training for experienced employees

For the dynamic development of your business and stable profit growth, it is necessary to improve the skills of each employee. The most experienced leaders will be able to learn a lot of useful knowledge at seminars and lectures conducted by recognized experts. Investing in the development of the skills of managers and directors will certainly pay off in the future, because they will be able to transfer the knowledge gained at the training to other employees of the department. In this way, the onboarding process for beginners will become much more efficient.

The main goal of any training is to make the business efficient and increase profits. Depending on how professionally the course is organized, employees will be able to put the acquired knowledge into practice with varying degrees of benefit. Most of the courses that deserve the attention of successful owners address several aspects at once that ensure profitable trading. Let's take a look at what sales training is.

As a rule, the seminars cover such issues as:

• Technique of the organization of the system of conducting transactions;
• Organization of activities of employees within the department;
• Features of the recruitment of new employees;
• Optimization of working time;
• Increasing sales volumes;
• Receiving orders that positively affect the increase in profits and reputation.

The trainings for the sales department, the topics of which are described above, will only bear fruit if the participants in the seminar are experienced transaction experts. Such lectures are not optimized for average managers and are unlikely to benefit the young fighters of the department.

Experienced workers delegated to such trainings will be able not only to raise their own professional level but also to transfer the acquired knowledge to junior colleagues, which will positively affect the achievements in the work of a particular department.

Sales training title

Depending on the main topic chosen for discussion within one course, the name of the sales training is chosen. Based on this information, you will be able to determine exactly the course that will highlight issues related to the weaknesses of the contracting technique.

The main areas of discussion fall into four categories:

• Discussing the price during the transaction, increasing profits;
• Fight against competitors;
• Basic rules for staff selection;
• Drawing up a sales plan.

The main topics of sales training are divided into many specific issues that will be discussed during the lecture. Experienced practitioners devote an equal amount of time to both the theoretical and practical components of the training. Each thesis describing a technique for solving a problem is followed by its study in practice. To do this, teams are formed among those present, within which they model a situation characteristic of the topic of the lecture.

Each team provides its own plan for resolving the difficulties that have arisen, independently assesses the possible benefits and risks. Further, other participants of the training, led by an expert, discuss the proposed solution. Thus, businessmen not only learn the theoretical part of the issue, but also acquire the basic skills of applying the advice received in practice.

Depending on the subject, focus and other characteristics, the time of the course of classes is also determined. Inside this department training can last from several hours to several days, while popular lecture courses from top trainers can last for a whole week. As a rule, the seminar is divided into two main stages: theory and practice.

To organize the theoretical part within the subject of the seminar, there are several issues to be discussed.

For example, if the training is devoted to the technique of increasing profits, several basic theses should be highlighted:

• How to stop being afraid big deals;
• Comparison of aggressive and professional;
• Approach to the sale of goods or services;
• The main stages of sales.

To do this, it is customary to draw up documented manuals that department heads or directors can use over and over again, gradually making additions. This pattern is most evident in the case of telephone sales training.

The skills acquired by employees during such a course can be of service both in communicating with the existing client base and in attracting new ones. potential buyers. You should not expect that purely telephone conversations will lead the merchant to the conclusion of a major contract. However, remote appointments, or communication with potential clients attracted through advertising campaign will have a positive impact on profits.

Sales experts identify several main goals pursued in communicating with customers by phone:

• Negotiations with a potential client, making an appointment;
• Making a deal for a small amount;
• Dialogue with a buyer attracted through advertising;
• Maintenance and support of the client base.

For each of these items, it is necessary to prepare a unique documented call script developed by an experienced practitioner. At the first stage of the course, employees get acquainted with the manual, study its materials in detail. Further, the practitioner shows a master class in conducting a conversation, teaches businessmen how to resolve difficult situations, and answer tricky questions. At the final stage, employees are divided into pairs, in which one of them plays the role of a consumer, and the other conducts a dialogue on behalf of a manager. Each round of negotiations is subject to detailed discussion, in which it is important to note both the merits of the negotiators and the shortcomings.

The appropriate duration of this kind of activity varies from two to four hours. The maximum effect is achieved if classes are held at least once a week.

After novice fighters have been able to practice negotiating with their colleagues, they move on to communicating with real clients in the field. Thus, merchants simultaneously hone their skills, analyzing in detail each call made, and conclude new contracts.

Best sales training

The optimal system of lectures should combine several important factors:

• Comply with the specifics of the company;
• Take into account the professional level of employees;
• Contain a theoretical and practical part; carried out by an experienced practitioner;

The issue of advanced training of the management staff also cannot be ignored. The funds spent on training successful sales from a top trainer for directors and managers will be incomparably small in relation to the profit that department employees will bring as a result of acquiring new knowledge and skills.

delegating the best workers to popular seminars, you will not only raise the rating of the company, but also get an experienced practitioner and trainer on staff, who in the future will carry out the adaptation of junior colleagues.

© Konstantin Baksht, General Director of "Baksht Consulting Group".

The best way to quickly master and implement the technology of building a sales department is to visit K. Baksht's sales management training "Sales System".

Most sales managers sooner or later face the problem of developing various professional skills. Moreover, this problem arises, both for novice managers and for experienced ones. To solve these problems, various trainings for sales managers.

How to conduct sales trainings, in the field and for the benefit of managers? For those who do not have the opportunity to attend a full sales training, we offer a selection of exercises to develop sales skills. Your sales managers will have the opportunity to work on existing ones or gain new skills needed in sales to their arsenal.

We'll take a look at the exercises:

1. First impression
2. Samurai Salesman
3. objection chair
4. Danetki
5. White and black angel
6. Difficult interlocutor
7. Listen more, talk less
8. Elementary actions

1. First impression

Sales managers do not pay enough attention to the first impression, focusing on the essence of the sale.

This sales training exercise will help you develop the skill of making the first contact with the buyer and improve the actions aimed at making a positive first impression. But do we pay enough attention to our ability to form a first pleasant impression of ourselves?

Duration - 30-45 minutes, the number of participating sales managers from 6 to 14 people. In advance, you need to prepare sheets on which the text of the task will be printed according to the number of group members + 2.

Fulfillment: the leader (it can be the head of the sales department) reads out the task to the participants and they complete the task written on the sheets for 5-7 minutes. The task written on the sheet: in most cases, the first pleasant impression affects the positive outcome of the transaction. You need to list the ways in which a sales manager can leave a positive first impression of himself.

After that, the managers get together in mini-groups (3-4 people) and discuss what they have prepared individually, bringing all the information into one group presentation. Each mini-group presents their work, and the trainer sums up all the performances. After that, the group needs to be combined into two teams, one - sales managers, the other - customers and work out the acquaintance, using all of the above methods of making a positive first impression.

2. Samurai Salesman

This exercise in sales training builds the skills of effective interaction with the buyer. In addition, it provides an opportunity to develop creative abilities.

Duration - not limited, the number of participating sales managers - 12-16 people.

From the group of participating sales managers, 3-4 people are selected. They will play the role of samurai sellers, the rest will be ordinary buyers.

Samurai salesmen are given the following instruction: “You are undergoing special training for samurai. Now you are practicing a very important skill - to look at the person who is next to you, as if at a distant mountain, that is, to observe complete equanimity in communicating with him. This is exactly what you need to demonstrate when communicating with the buyer, at the same time, answering all his questions.

The remaining sales managers are "Buyers". They are given the following instructions: “You will play the role of ordinary buyers, ask the price, find out about the product that you want to buy as much as possible. During communication with the seller, your main task is to understand what feelings you experience during a conversation with him.

After the sales training exercise, a discussion should be held on what techniques and questions helped to interact with the buyer most successfully.

3. Chair objections

This exercise in sales training will help experienced managers improve the skill of working with objections, and young professionals will get additional practical training in working with them.

One manager is selected who will work with objections. He sits on a chair in the center. The rest of the participants in the training exercise stand around him and begin to object in turn: “I need to think”, “I'm busy now”, “It's expensive”, etc. The person sitting in the chair should work through each objection with minimal thought on the answer.

He has two restrictions: he cannot say the word "no" and argue with the "client".

4. Danetki

A relatively new sales training exercise that helps you hone the skill of asking all sorts of questions, which is a very important skill in identifying customer needs. The group members are given a danetka - a riddle, often with an unexpected ending, for which only closed questions are allowed to be solved.

Duration - not limited, the number of participating sales managers - any, but optimally - 6 - 10.

Example: a bright flash - and the person is dead ... The first time no one manages to come up with the correct answer: it was a lion trainer in a circus. While performing his signature act, putting his head into the open mouth of a lion, one of the spectators in the front row decided to take a picture, the lion got scared of the flash and closed his mouth, biting the tamer's neck.

Group members can only ask questions, at first only closed ones (those that can only be answered with yes or no). By asking questions, participants must come to a guess. After that, you should remind the group members of the theory of the funnel of questions (open, closed, alternative) and give them one more thing, this time allowing them to use all types of questions.

5. White and black angel

A great objection-handling exercise that helps you see how the buyer decides to go with the deal.

Duration - not limited, the number of participating sales managers - any, but optimally - 6 - 10.

Three participants are needed, they can be changed during the game subsequent times. In the middle is a participant-client, to the right of him is a white angel, he argues in favor of the transaction, and the black angel opposes it. The client does not say anything, only listens to the arguments of both angels, if the argument convinced him, he takes a step forward, if not, he remains in place.

When discussing, it is necessary to emphasize which arguments were the most significant, how it was possible to work out the objections of the black angel. The game in the sales training is played several times so that each of the participants has been in the role of a white angel.

6. Difficult interlocutor

This training exercise will be useful for those sales managers who often negotiate with a client by phone.

Duration - 40 - 45 minutes, number of participating sales managers - 8 - 10.

First, each manager writes down on a piece of paper which client is the most difficult sale for them, you can write opinions on the board. After that, two chairs are placed in the center of the room with their backs one to one, this will help to simulate the situation telephone conversation. One of the managers plays the role of a difficult client, the one who voiced the problem client will do it most effectively, and the second sales manager must determine the type of client and find an approach to him and sell, having worked out objections. If the dialogue reaches a dead end, then the coach needs to change the participant.

After the work of each pair, it is necessary to have a discussion: how difficult it was to talk with such a client, what was the most difficult, how they acted in such cases, and what they really wanted to do, what guidelines they chose for themselves when building communication with such a client.

7. Listen more, talk less

This sales training exercise will help you develop active listening skills and identify customer needs.

Duration - 30 - 40 minutes, the number of participating sales managers - any multiple of 3.

For each triple you need a chess clock or a clock with a second hand. The conversation is led by 2 sales managers participating in a training exercise. They just talk to each other. But, during the conversation, they should find out, for example, plans for the coming weekend. The third participant will act as a second. He should note the time when the interlocutor finished the phrase. The ideal ratio of listening to speaking should be 70:30.

During the exercise, managers should reinforce that the conversation is controlled by the one who uses active listening techniques and speaks half as much as he listens. The conversation lasts 3 minutes, then the participants change roles clockwise. When all participants have completed all the roles, a discussion is held: what active listening skills were used, what questions should have been asked in order to get extensive answers, with the help of which it was possible to talk to the interlocutor.

8. Elementary actions

A common problem for sales managers is that, having memorized their script, they turn into “autoresponder robots” mindlessly repeating the text. This exercise in sales training will help managers work out the emotional richness of speech.

Duration - 15 - 25 minutes, the number of participating sales managers - from 6 to 14.

In advance, you need to prepare sheets with the described emotions: superiority, sycophancy, resentment, anger, joy, etc. The coach explains that the algorithms of actions in sales are always the same, and in order for them to always work as efficiently as possible, you need to remember their humanity. After that, he suggests recalling the stages of greeting and invites each member of the group to enter the training room and introduce himself in the way indicated on his sheet. All participants analyze their intonations and introduce themselves in turn, demonstrating the specified emotion.

After each greeting, managers must guess the emotion and intonation with which the presentation was said. There is then a discussion about whether the task was difficult to complete and how the members of the sales team felt doing it. It is better if all performances are filmed on a video camera, this will help to conduct a more detailed analysis.

Conclusion

As you can see, most of the exercises for practicing various skills completely simulate the situation of communication with a client or the stages of sales. Introductory situations can be changed, bringing them as close as possible to the features of the product or to the conditions in which the transaction is made. For greater effectiveness, an experienced sales manager should act as a leader or trainer so that he can give practical advice in deadlocked situations. Young professionals should also be reminded to develop each skill in turn, and not all together, so they will achieve the best result.

Vera Bokareva,
Business coach, sales, marketing and personal effectiveness consultant, Ph.D.
Author website: verabo.ru

Now there is a wide variety of formats and topics for training sales managers on the market: corporate and open trainings, courses, webinars, business games, literature…

Customers choose among areas of study, training companies and private trainers and consultants. But then they are often dissatisfied with the result of this choice.

And all because they choose spontaneously, intuitively or under the pressure of not always objective factors. In many Russian companies training of salespeople is carried out without a systematic approach and setting clear goals and objectives.

How is the decision to train a sales manager made?

Here are three typical training and specialist decision-making patterns that create chaos.

1. The boss said!

The owner or director himself attended the training, he liked it and he sent employees to it.

I know an example when the owner was inspired by the topic of emotional intelligence, and paid all employees commercial service participation in a similar training, I expected a wave of enthusiasm, some special unity of the team, the main thing is that this will be reflected in sales.

But nothing has changed in the behavior and, most importantly, the results of the employees. Not a single rationalization proposal was made to the company's activities. The boss was upset and for more than a year he has not sent businessmen to any training or conference.

Often, owners or directors, inspired by a coach or a topic, mobilize a team to study it not out of authoritarianism, but simply out of desperation. They understand that it is necessary to develop, time is running out, but there is no route map of how this will happen. Here they take everything into their own hands.

2. Bigger and cheaper.

notorious following the principle of "quantity more important than quality': 'Teach as many people as possible more topics."

But a lot is not always useful. For example, to cook a good borscht, you need a list of ingredients that everyone can understand. And if you add dessert, fish, berries to it, then there will be little edible burda. This is what remains in the minds of employees who take a series of express courses in a short time in the absence of an individual approach and post-support.

More than once I met examples when a manager bought such a “multifunctional set” for a small budget, but at the end of the year, without seeing the results, he again began to look for trainings on the same topic. This time with a more thoughtful approach.

It is important to take into account the possibility of "customizing" the material to the specifics of the company, the format of training, implementation activities and post-support.

3. Extreme point.

The decision to conduct training is made in case of some big failure.

For example, an employee was rude to a client, and the director witnessed all this. Or conversion rates for cold calls began to fall catastrophically.
But learning is not resuscitation. Education is therapy and vitamins, which must be given in doses, carefully checking their quality.

A magic pill that will immediately close the gap in the skills of employees, organizational structure does not exist. If there was a glaring situation, then it was provoked by some systemic actions or inaction.

In order not to repeat all these mistakes, it is important:
- act comprehensively and consistently in the development of different topics,
– focus on developing the professional qualities of sellers, and only then - personal,
- evaluate the experience and skill level of different employees and select training that is adequate to their level,
- do not spray, but gradually focus on 1-2 directions,
- pay great attention to consolidating learning outcomes in practice,
- link the motivation of employees with the implemented training system.

Algorithm for planning the training of sales managers

I always use a simple and affordable algorithm "Analysis of competencies for functionality". This is simple steps actions that can be implemented both by a large HR team and by one specialist or manager. Here is the algorithm:

1. Formulating the main tasks of the company's sales managers.

The main task is to fulfill the sales plan and increase the company's profit. Many others are associated with it: work with documentation according to the standard, control of receivables and others.

2. Compilation of a list of managerial skills needed to achieve this goal.

In 95% of cases, to achieve this main task, a manager is required to: search for potential buyers, process incoming calls, conduct business negotiations, conclude deals, conduct presentations, increase customer loyalty, stimulate repeat sales, update the customer base, take part in projects, development, forming a plan, strategy, studying information about the market, maintaining documentation, filling out reports.

Some of these responsibilities, such as working with documentation, familiarization with the specifics of the company's reporting, are mastered in the course of mentoring within the company, studying job descriptions. AT this material we are talking about the professional competencies of the seller as such: calls, negotiations, meetings, finalization of the deal, and so on.

It is for the development of this functionality that you need to take courses, attract trainers, consultants, and read literature.

A separate block is to highlight the personal qualities that a manager needs: stress resistance, sociability, self-organization, organization and planning of working time, creativity and others.

3. Assess the level of proficiency in each skill.

It is important for each employee to make an honest table with estimates. Add rating below personal qualities. In my work with clients, I use a 10- or 5-point scale.
It turns out a plate with 5-7-10 professional competencies and 3-5 personal qualities.

4. Determination of training priorities.

When you have a complete picture before your eyes, it becomes clear who and what needs to be taught in the first place. Within the framework of the year, it is important to highlight 2-4 key ones. It is unprofitable to teach everything at once, and it is more difficult to measure the result.
Practice shows that in 70-80% of the department the priorities for the development of professional skills converge. Therefore, training in training formats, business games, updating standards, case studies are suitable for almost everyone.

5. Choosing a trainer and drawing up a work plan.

Of course, at least buy books or listen to free courses.

But the involvement of a specialist from outside allows you to look at the situation more objectively, implement the project as a whole, and in some cases adjust priorities.
How to choose? Watch videos, read publications, communicate. If you understand that the author understands the topic you need, his point of view is close to you, then you should start discussing the details and budget.

There is another way - to compose and select the topics of open trainings and master classes for this. But during them individual approach and assistance in implementation is unlikely to be guaranteed to you. But the budget will still have to spend.

One of my clients, who specializes in the sale of water heaters, voiced his observations. An individual training program on several topics with post-accompaniment from a mid-level trainer cost his company 3 times cheaper than attending open training from the TOP-10 speaker, and helped to increase sales in the next quarter by 20%, plus there were useful standards for work. Whereas the mass training, apart from raising the mood for a couple of days, did not bring anything else.

TOP 6 mandatory trainings for a sales manager

A sales manager is a multi-tasking profession that requires a wide range of skills and developed personal qualities.

But a must-have for every professional salesperson is possession of the TOP-6 skills:
1. Cold calls / cold sales / active sales,
2. Conducting negotiations,
3. Conducting presentations,
4. Identification of needs,
5. Dealing with objections,
6. Retaining customers and increasing customer loyalty.

Depending on the specifics of the business, the distribution of areas of responsibility within the company, the topics of sales to the first persons, increasing conversion, automating work, and a number of others are relevant for many.

When evaluating the competencies of sales personnel and setting priorities, start first with these TOP-6.

As for things such as the ability to organize work time, stress resistance, leadership ability, creativity, teamwork, emotional intelligence and a number of others, they are also important for the seller. But still, the priority remains for pumping professional skills. The rest are in addition.

When developing a training plan for key topics, it is important to consider the following:
— Even if the manager has an impressive work experience and knows the industry well, upgrading these skills is necessary. Something to refresh in memory, something to fix.

- Every 3 years, many sales approaches and techniques become obsolete, require improvements or study in a new way. For example, there are still trainings in which the main trick is called the “it’s convenient for you at 5 or 7” technique.

- If the level of competencies is strikingly different, then weaker managers can be pulled up separately. Only then can they be trained together from a certain level.

“It is important to have a comprehensive program. One pumped skill will not seriously affect the overall result.

The key to training salespeople is systems approach, the sequence of actions and concentration on the pumping of professional skills. Only with this approach can you get a result in the form of increased sales.

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