An evaluation of sales training in the U.S. banking industry

Article Abstract:

Due to increased competition because of deregulation, banks are finding the need to train their employees in sales tech iques. A survey was done by sending a questionaire to randomly selected retail and wholesale banks taken from the membership of the Bank Marketing Association. 370 retail banks and 344 wholesale banks participated. A sales training index was devised to measure the sales training efforts of the respondents. 36% of the retail banks and 36% of the wholesale banks did not have any sales training program so development of more such programs is seen as an important goal. Major steps in setting up training include selling the training program internally to personnel and management, effective management in general. Knowledge of product, technique and the ability to relate well to customers are desirable results of training.

DEPOSITORY INSTITUTIONS, Methods, Banking industry, Human resource management, Bank employees, Bank marketing

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Some assumptions about the effectiveness of sales training

Article Abstract:

Many companies make substantial investments in training their sales personnel. A key question, however, is what factors are related to the effectiveness of sales training? Sales management writers, as well as sales trainers and managers, seemingly hold certain assumptions about what variables are associated with sales training effectiveness. This paper examines eight such assumptions and then reports the results of a study that explored whether the assumptions are justified. Study findings raise questions about some of these assumptions. Implications for sales managers are also offered. (Reprinted by permission of the publisher.)

Analysis

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Sales training: executives' research needs

Article Abstract:

This study examines the current usefulness of academic research and the needs for additional research in 34 sales training subareas. Overall, 77% of responding sales training executives rated academic publications as being useful. They also stated that additional research into the sales training areas of determining effectiveness, design and administration, customer relations and behavior, and improving the sales manager's role are most warranted. These findings are discussed and suggestions for future sales training research are presented. (Reprinted by permission of the publisher.)

Research, Management research

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