Sales Technology Applications: Interactive Video Technology in Sales Training: A Case Study

Interactive video (IV), a new technology for training, has had a recent surge in popularity. The use of interactive video technology has been reported to reduce training costs, increase quality, and decrease the amount of time required for training. The major characteristics of this new technology are presented. A state-of-the-art application of an IV system for sales training developed at BellSouth Services is discussed. The results confirm that IV is a promising new sales training tool.     

Relative retention of verbal and audiovisual information in a national training programme

A 15-min segment of a national pharmaceutical sales training programme was evaluated in two experiments. Lecture supplemented by 139 colour slides failed to produce recognition scores on immediate and 1-week tests above those produced by lecture alone. However, videotaped visuals designed to carry the main points of the message in a dynamic way enhanced retention over 1 week, compared to lecture only and lecture plus slides. The video presentation also yielded less intertest forgetting over 1 week than the combined results of lecture and lecture plus slides. The findings indicate that video presentations emphasizing action and conveying more than redundant illustrations of a verbal message can elevate long-term retention in training programmes. A modified version of dual-coding theory may explain the results and predict the circumstances under which combined pictorial and verbal codes will or will not be superior to a code which is primarily verbal.     

Selling Gender: Associations of Box Art Representation of Female Characters With Sales for Teen- and Mature-rated Video Games

Content analysis of video games has consistently shown that women are portrayed much less frequently than men and in subordinate roles, often in “hypersexualized” ways. However, the relationship between portrayal of female characters and videogame sales has not previously been studied. In order to assess the cultural influence of video games on players, it is important to weight differently those games seen by the majority of players (in the millions), rather than a random sample of all games, many of which are seen by only a few thousand people. Box art adorning the front of video game boxes is a form of advertising seen by most game customers prior to purchase and should therefore predict sales if indeed particular depictions of female and male characters influence sales. Using a sample of 399 box art cases from games with ESRB ratings of Teen or Mature released in the US during the period of 2005 through 2010, this study shows that sales were positively related to sexualization of non-central female characters among cases with women present. In contrast, sales were negatively related to the presence of any central female characters (sexualized or non-sexualized) or the presence of female characters without male characters present. These findings suggest there is an economic motive for the marginalization and sexualization of women in video game box art, and that there is greater audience exposure to these stereotypical depictions than to alternative depictions because of their positive relationship to sales.     

Sales Management’s Influence on Employment and Training in Developing an Ethical Sales Force

Because it is believed sales performance can be enhanced through ethical behaviors, increasingly, emphasis is being placed on understanding unethical behaviors among key customer-contact employees and the environment in which these sales professionals engage clients. In this context, understanding how the direct supervision of the sales force (sales managers) can shape the ethical behavior of salespeople may be a critical controllable key to understanding unethical sales behaviors that offers upper management strategic opportunities to enrich customer relationships. In this framework of understanding unethical sales behaviors, 240 sales managers were surveyed to determine their impact on unethical sales behaviors. The results indicate that although the overall ethical climate influences ethical attitudes of sales managers, importantly, these managerial attitudes impact ethical training and hiring evaluations of the sales force. Further, the positive relationship found between the ethical attitudes of sales managers and their hiring evaluation criteria affects unethical sales force behaviors. Detailed implications of the results are presented in the study.     

An Update on the Status of Sales Management Training

Over the past several years, there have been significant changes that have affected the sales function and the needed competencies of sales managers. Unfortunately, there has been no recent research investigating the status of sales management training practices. The purpose of the present study is to investigate current practices of sales management training programs in terms of delivery and content. Our results indicate that training occurs at early stages in managers’ careers, remote training technologies are frequently used, and significant gender differences in training perceptions exist. Limitations and future research directions are provided, as are management implications.     

Investigating Interrelationships among Sales Training Evaluation Methods

Today numerous training options are available to sales organizations, and sales training teams use various means to report training effectiveness. This study utilizes Kirkpatrick’s (1959; 1960) training evaluation model and examines the interrelationships among its four levels of sales training evaluation (i.e., reactions, knowledge acquisition, behavior change, and organizational outcomes). Empirical results indicate that sales trainees’ use of training materials at work is positively related to achieving sales training outcomes, including improving (1) organizational commitment, (2) sales effectiveness, and (3) customer relations. Furthermore, trainees who had positive reactions to training were more likely to learn the material, and trainees with higher levels of knowledge retention were more likely to apply the material in the work environment. Implications are discussed that may aid sales firms to better evaluate training solutions provided by vendors and to develop more effective and accountable sales training efforts.     

Sales Training: Salespeople's Preparedness and Managerial Implications

Abstract

Salespeople use a variety of selling techniques in their jobs. Little published research, however, has examined how adequately sales training programs prepare sales personnel to employ these techniques. This paper reports the results of a survey that focused on salespeople's adequacy of preparation to utilize various sales techniques. The results of the study lead to several managerial implications about how to improve sales training programs.     

Microcomputer Applications: “Statistics: For the Rest of Us”

Training accurately predicted sales forces' performance nearly 50% of the time in a national research study of paper and plastics merchant wholesalers' sales force effectiveness. The top performing sales forces front-load the length of training for new salespeople and broaden its methods, sources, and contents. Managerial recommendations are to: (a) reallocate training budgets that balance new and experienced salespersons' training, (b) re-focus on training content to balance strategy-oriented training with knowledge and interpersonal communication skill areas of training content, (c) diversify training sources and methods for new salespersons' training, and (d) involve suppliers and customers in merchant sales force training.     

The Role of Self-Regulation Training in Developing the Motivation Management Capabilities of Salespeople

Time management, goal setting, goal attainment strategies, prioritization techniques! These are some of the self-regulation skills that today’s sales organizations are attempting to develop in a sales force through self-regulation training. This study empirically investigates self-regulation training and how it can facilitate salesperson performance. Findings suggest that self-regulatory training can enhance salesperson self-regulation capabilities, decrease role ambiguity, and thereby aid sales performance. Furthermore, our findings suggest that the value of self-regulation training may not be uniform across all sales trainees. Specifically, self-regulation training may be more beneficial to salespeople after they have developed a level of mastery over fundamental core selling capabilities.     

The Future of Sales Training: Challenges and Related Research Questions

This paper discusses four key challenges and related research questions that will be critical to the future success of sales training in three major areas: content development, delivery, and evaluation. The four challenges are the changing roles of salespeople, the intensified emphasis on accountability, the enhancement of technological capabilities, and the importance of cultural diversity. To examine these issues and develop future research questions, the paper draws from reports of industry practices and academic literature in sales training, the sales/service interface, customer-oriented selling, social media, self-directed learning, and multicultural communications competency.     

Sales Force Activities and Marketing Strategies in Industrial Firms: Relationships and Implications

This study explores the role of the sales force in formulating and executing marketing strategies. Specifically, the relationships between sales force activities such as providing information about customer needs, hiring and training salespeople, and assessing new market segments and four marketing strategies (market penetration, product development, market development, diversification) are examined. Results indicate that the use of sales force activities is related to a firm's strategic choices, and that the relationships vary by firm size and type of offering.     

An Exploratory Model and Initial Test of the Influence of Firm Level Consulting-Oriented Sales Force Programs on Sales Force Performance

This study investigates several proposed relationships between consulting-oriented sales force programs and long run growth of industrial organizations. To operationalize the proposed model, the work introduces twenty-two new measures of consulting-oriented sales programs. Relationships are tested using a sample of industrial sales managers and corresponding, longitudinal firm performance data. Initial consulting-oriented sales training is the strongest influence on firm performance. Evidence suggests combining this training with consulting-oriented ongoing training, evaluation, and compensation programs.     

Sales Training and Education: Tracking Academic Research in Selling and Sales Management: Authors,Authorships, Academic Institutions,and Journals

This study examines and tracks the extent of selling and sales management research from 1993–1997. Two hundred and sixty- six published journal articles representing sixteen journals are examined to identify where and when selling and sales management researchers received their doctoral training, their employment location at time of publication, regional trends in the location of these researchers, and a count by-journal of selling and sales management articles that have appeared during the time period. A total of 280 individual authors from 175 different colleges and universities are included in the study. Overall, the general trends for scholarly activity in selling and sales management appear to be robust when compared to prior studies of sales research productivity.     

视频游戏对认知能力的影响及其神经基础

视频游戏是一类需要借助视听设备并基于一定剧情进行操作的游戏。先前研究大多关注暴力视频游戏对攻击等负面行为的影响,但本文着重探讨视频游戏对个体认知能力的积极影响及内在神经基础,以辩证看待视频游戏对个体心理和行为的作用。本文对前人研究归纳梳理发现,视频游戏训练能使个体认知能力得到持久改善,同时论述了视频游戏中脑神经基础和奖赏预期对认知能力的调控作用。未来研究应在规范视频游戏训练技术的基础上,用其干预靶脑区以提升个体特定脑功能。     

An Utility Based Framework for Evaluating the Financial Impact of Sales Force Training Programs

Limited attention has been devoted to the financial evaluation of sales training programs. In response to this shortcoming, this research proposes a sales training evaluation framework that integrates economic utility theory with Kirkpatrick's (1959a, 1959b, 1960a, 1960b) four-level training evaluation model. The proposed utility theory framework is tested using data derived from a sales training program conducted in Egypt. After performing the economic evaluation, sensitivity analysis is employed to demonstrate the financial trends of varying key training program variables. The paper concludes with discussions of theoretical and managerial implications, research limitations, and recommendations for future research.     

Enhancing visuospatial performance through video game training to increase learning in visuospatial science domains

Although previous research has demonstrated that performance on visuospatial assessments can be enhanced through relevant experience, an unaddressed question is whether such experience also produces a similar increase in target domains (such as science learning) where visuospatial abilities are directly relevant for performance. In the present study, participants completed either spatial or nonspatial training via interaction with video games and were then asked to read and learn about the geologic topic of plate tectonics. Results replicate the benefit of playing appropriate video games in enhancing visuospatial performance and demonstrate that this facilitation also manifests itself in learning science topics that are visuospatial in nature. This novel result suggests that visuospatial training not only can impact performance on measures of spatial functioning, but also can affect performance in content areas in which these abilities are utilized.     

AN OBJECTIVE EVALUATION OF A BEHAVIOR MODELING TRAINING PROGRAM

Past research on the effects of behavior modeling training has rarely focussed on actual changes in job performance. This paper describes a study in which results of a behavior modeling training program for sales representatives were evaluated in relation to effects on the sales performance of the participants. Sales associates selling large appliances, radios, and television sets for a large chain retailer in seven stores in one metropolitan area participated in a behavior modeling training program designed to improve their sales effectiveness. Before and after comparisons were made in their sales records with similar sales associates in seven matched stores who participated in other kinds of sales training during the same period. Sales representatives who received the behavior modeling training increased their sales by an average of 7% during the ensuing six-month period, while their counterparts in the control group stores showed a 3% decrease in average sales. The extra effort entailed in obtaining the needed sales records seemed to be worthwhile in providing convincing evidence of the value of the training.     

Women in Professional Selling: A Human Resource Management Perspective

The authors present a set of human resource management tactics that can assist women who are pursuing sales careers and organizations that need effective salesforces. Topics discussed include recruiting selection, training, mentoring, managing and supporting.     

Video training of support staff in intervention plans for challenging behavior: Comparison with live training

We compared video versus live training as respective components of a program for training support staff in individualized intervention plans for people with severe disabilities and challenging behavior. Procedures constituting behavior plans for three individuals were presented to staff through an initial training session and then follow‐up assessment and training on the job. Twenty staff received the initial training in small groups by watching a video of a behavior analyst describing a plan along with informational bullets, and 18 staff received the initial training in live sessions with the behavior analyst. Results of knowledge quizzes and on‐the‐job observations and questions with staff indicated video and live training were both effective. Video training was more efficient regarding time required by staff trainees and trainers' direct‐contact time with staff. However, additional trainer time (and staff videographer time) was required to make the videos. Both types of training were well received by staff, though live training was slightly better received based on staff ratings. In light of results supporting effectiveness of video training, suggestions are offered regarding when such training is likely to be more and less advantageous from an efficiency perspective. Future research areas discussed focus on the ways to enhance the utility of video training. Copyright © 2008 John Wiley & Sons, Ltd.