DISSERTATION REPORT PROJECT TITLE

A STUDY ON THE TRAINING ASPECTS OF THE SALES PEOPLE IN THE RETAIL INDUSTRY

This dissertation report is bein s!b"itted as part o# the re$!ire"ents o# the %%A Pro ra" o# %aba Farid Co&&e e o# 'ana e"ent ( Te)hno&o *+ The st!d* has been !nderta,en b*-

Har,irat Sin h Dha&i.a& UID NO/001120034

With the guidance and support of

Le)t+ %a&deep Sin h

Faculty Baba Farid College of Management & Technology

1506

GUIDE CERTICATE

This is to )erti#* that 'r+ Har,irat Sin h Dha&i.a& o# o!r instit!te has )o"p&eted his dissertation in RETAIL INDUSTRY and )arried o!t a st!d* on THE TRAINING ASPECTS OF SALES PEOPLE IN RETAIL INDUSTRY7 !nder "* !idan)e+

DateP&a)e- %athinda

DECLARATION
I Har,irat Sin h Dha&i.a&7 st!d*in in %aba Farid Co&&e e o# 'ana e"ent ( Te)hno&o *7 %athinda do hereb* de)&are that this Dissertation Report re&atin to RETAIL INDUSTRY and the topi) STUDY ON THE TRAINING ASPECTS OF SALES PEOPLE IN THE RETAIL INDUSTRY has been prepared b* "e a#ter doin a resear)h in this ind!str*7 as part o# the re$!ire"ents o# the %%A Pro ra" 815069+ '* !ide #or the trainin has been Le)t+ %a&deep Sin h+

I #!rther de)&are that this Dissertation Report has not been s!b"itted ear&ier to an* other Uni:ersit* or Instit!te #or the a.ard o# an* De ree or Dip&o"a+

DateP&a)e- %athinda HAR;IRAT SINGH DHALI<AL UID NO/001120034

AC;NO<LEDGE'ENT
I .ish to e=press "* deep sense o# ratit!de to >>>>>>>>>>>>>>>7 %aba Farid )o&&e e o# 'ana e"ent ( Te)hno&o * #or pro:idin "e the opport!nit* to do "* Dissertation7 .hi)h pro:ided "e .ith &ot o# pra)ti)a& e=perien)e o# the ind!str*+ I .ish to re)ord "* deep sense o# ratit!de to pro?e)t "* !ide Le)t+ %a&deep Sin h #or his ,ind s!pport7 ad:i)e and en)o!ra e"ent #ro" the be innin o# the pro?e)t ti&& the )o"p&etion o# the pro?e)t report+

I .o!&d a&so &i,e to a),no.&ed e a&& those respondents .ho ha:e &end their pre)io!s ti"e .itho!t .hi)h this dissertation .or, .o!&d not ha:e been s!))ess#!&+

CHAPTERS
09 19 39 69 A9 INTRODUCTION DESIGN OF THE STUDY PROFILE OF THE RESPONDENTS ANALYSIS FINDING7 CONLUSION AND SUGGESTIONS ANNECURE %I%LIOGRAPHY

PAGE/NO
0 6 @ 36 AB

Seria& No 1 2 3 4

Des)ription !mportance of training "ssessment of training needs #umber of sales people in Bathinda #umber of sales people in !ndia Fre%uency of conducting the training programme Budget for training "ims and ob(ecti)es of training Methods used for training ,lace of training Why train sales force The Trainer ,roduct or ser)ice Contents of the training Training aids used !nstructional methods -ffecti)eness of the training Fre%uency of the training programme .uggestions by the sales force Training needs -/perience of sales people 0ualification of sales force !ncome of sales people Commission and incenti)es

Tab&e no 1 2 3 4

Graph no 1 2 3 4

Pa e no 43 44 4 4$ 4&

$ & ' * 1+ 11 12 13 14 1 1$ 1& 1' 1* 2+ 21 22 23

$ & ' * 1+ 11 12 13 14 1 1$ 1& 1' 1* 2+ 21 22 23

$ & ' * 1+ 11 12 13 14 1 1$ 1& 1' 1* 2+ 21 22 23

4' 4* + 1 2 3 4 $ & ' * $+ $1 $2 $3 $4 $

EXECUTIVE SUMMARY

This report is the outcome of my learning during the research that ! ha)e done on the training needs of the sales people in the retail industry1 Bathinda1 as part of my dessertation2 This report gi)es a clear )ie3 of the retail sector1 and the training facilities pro)ided to the sales force of retail industry2 The report gi)es a )ie3 of the industry and its acti)ities2

!ndia4s retail sector appears bac53ard not only by the standards of industriali6ed countries but also in comparison 3ith se)eral other emerging mar5ets in "sia and else3here2 There are only 14 companies that run department stores and only t3o 3ith hypermar5ets2 While the number of businesses operating supermar5ets is higher 73' in 2+1+81 most of these had only one outlet2 The number of companies 3ith supermar5et chains 3as less than 12 9o3e)er1 the retail mar5et is gro3ing1 not only in terms of numbers but also in terms of stature1 image and class2 !t is interesting to 5no3 that in a modern city li5e Mumbai1 3hich already had relati)ely good standards1 the retail industry has mo)ed to an e)en higher le)el2 Customers are constantly changing and their e/pectations 5eep rising2 Today !ndians ha)e become 3orld class consumers 3ho demand 3orld class ser)ice2 :egular update of s5ills1 training1 de)elopment and technology 7bearing in mind the necessity of 5eeping the human element in place because technology in itself1 is cold1 impersonal and not at all customer friendly8 3ill ensure that brand mar5eters are able to 5eep pace in a dynamic 3orld2

&

The mar5et sur)ey 3as conducted to 5no3 3hat 5ind of training is currently pro)ided by the retail companies2 "lmost all 5inds of retail outlets 3ere co)ered under this research li5e the retail outlets of big brands of sports 3ear1 clothing sho3rooms1 food retailers of all si6es2 There 3ere different numbers of sales people 3or5ing in different 5inds of retail companies2 "ll of them 3ere pro)ided 3ith )arious training and this study 3as to identify those training details in this industry2 The sampling method used was judgmental and convenience sampling !n retail industry 3hich is in boom from past one decade there is a drastic change in the 3ay the business is run2 #o3 there are lots of ma(or players in this industry from small to big2 The retail business has become more organi6ed and customer oriented2 .o the people in this industry are also changing 3ith a more professional outloo5 3ith more 5no3ledge and s5ills to impress the consumers and ma5e good )olume of sales at the end of the day2 "ccording to the re%uirements the sales people are to be trained and this study 3as conducted to access the effecti)eness of the training being gi)en to the sales force at present2 The study came out 3ith the findings that there is a good impro)ement in fulfilling the training needs of sales force in retail industry in Bathinda2 .ome more impro)ements are needed 3hich are specified in the interpretation and suggestions2

'

INTRODUCTIONThis research is basically done to find out the training needs of the sales people in the retail industry and ho3 they are being fulfilled2 The retail industry in our country is at boom and getting organi6ed day by day1 the demands of customers are not (ust great products but also great shopping e/perience and to ma5e this possible a retail outlet should ha)e 3ell trained sales people2 This study is made to 5no3 ho3 3ell the sales people of retail industry in Bathinda are trained to meet the customer e/pectations and global standards2 The retail sales people demonstrate ho3 items 3or5 and e/plain details of items to customers; they gi)e information about )arious models1 colors1 and brands of an item2 .ometimes they gi)e special information about )ery e/pensi)e or comple/ items2 They help customers to find items in the store1 they try to con)ince customers to buy those items2 :etail sales people compute the amount of the total sale and recei)ed cash1 che%ue or credit card payments2 .ales people also handle returns or e/changes of items2 The abo)e mentioned are the )ery basic and important duties of sales people and they re%uire great s5ills and 5no3ledge to perform 3ell2 "nd this high le)el performance can only be seen if the sales people are pro)ided 3ith training as and 3hen re%uired2 :etailers are increasingly stressing the importance of pro)iding courteous and efficient ser)ice in order to remain competiti)e2 The direct lin5 bet3een the customers and the company is the sales people 3ho are e/pected to pro)ide this courteous and efficient ser)ice to the customers2 .ales people are periodically gi)en training to update and refine their s5ills for pro)iding the best customers2

1+

" sales persons gain e/perience and seniority; they usually mo)e to positions of greater responsibility and may be gi)en their choice of departments2 This often means mo)ing to areas 3ith potentially higher earnings and commissions2 The highest earnings potential is usually found in big<tic5et items2 This type of positions often re%uires the most 5no3ledge of the product and the highest talent for persuasion2 .o training is the most important aspect in recent trend 3hich increases the potential of sales people to meet the organi6ational and personal ob(ecti)es The retail industry in Bathinda has changed its face and approach2 .ales people 3or5ing in this industry play ma(or role in handling the customers effecti)ely2 This study is done to e)aluate the training system used by the retail industry in Bathinda2 "nd also to understand training aspects 3hich 5eeps the sales force of retain industry fit and ready to face any 5ind of challenges1 particularly due to increasing domestic and international competition.

11

12

DESIGN OF THE STUDYProb&e" state"entThe retail industry in Bathinda has changed its face and approach2 From small outlets to big sho3rooms and departmental stores1 e)ery retailer is gi)ing their business a ne3 loo52 .ales people 3or5ing here play a ma(or role by handling the customers effecti)ely2 Customers are of )arious types and to handle them and their %ueries1 sales people should be ha)ing good s5ills and 5no3ledge2 This study is to understand the training aspects 3hich 5eep the sales force of retail industry fit and ready to face any 5ind of challenges1 particularly due to increasing domestic and international competition2 Ob?e)ti:es12 To understand the training needs of the sales people in the retail industry in Bathinda2 22 To e)aluate the training system used by the retail industry in Bathinda2 32 To suggest impro)ements to the e/isting training programmes conducted by retail industry2 Resear)h "ethodo&o *.ources of data= primary and secondary2 ,rimary data is collected by using descripti)e research method from retail outlets of all types2 .econdary data is collected from the internet1 (ournals and ne3s paper2 Sa"p&in "ethod#on<probabilistic .ampling scheme by using con)enience and (udgment sampling techni%ue2

13

Sa"p&in siDe&+ Sa"p&in !nit:etail<outlets of all types2 'ethod o# )onta)t,ersonal inter)ie3s>contacts 3ere carried out for the retail outlets2 Resear)h Instr!"ent.tructured %uestionnaire used to collect the primary data2

14

PROFILE OF THE RESPONDENTS :espondents 3ere all types of retailers1 in 3hich again the sales managers1 the outlet o3ners and the sales people 3ere as5ed the %uestions2 These retail outlets 3ere from all o)er the Bathinda city2 These retailers 3ere into all 5ind businesses li5e FMC?1 durable goods and others2 There 3ere no geographical limitation 7Bathinda8 3hile selection of the retail outlets2 "ll the respondents 3ere indi)iduals and no group responses 3ere collected2

INDUSTRY PROFILEWhether selling shoes1 computer e%uipment1 or automobiles1 retail salespersons assist customers in finding 3hat they are loo5ing for and try to interest them in buying the merchandise2 They describe a product@s features1 demonstrate its use1 or sho3 )arious models and colors2 For some sales (obs1 particularly those selling e/pensi)e and comple/ items1 retail salespersons need special 5no3ledge or s5ills2 For e/ample1 salespersons 3ho sell automobiles must be able to e/plain to customers the features of )arious models1 the meaning of manufacturers@ specifications1 and the types of options and financing a)ailable2 Consumers spend millions of dollars e)ery day on merchandise and often form their impressions of a store by e)aluating its sales force2 Therefore1 retailers are increasingly stressing the importance of pro)iding courteous and efficient ser)ice in order to remain competiti)e2 When a customer 3ants an item that is not on the sales floor1 for e/ample1 the salesperson may chec5 the stoc5room1 place a special order1 or call another store to locate the item2 !n addition to selling1 most retail salespersons1 especially those 3ho 3or5 in department and apparel stores1 ma5e out sales chec5s; recei)e cash1 chec51 and charge payments;

1$

bag or pac5age purchases; and gi)e change and receipts2 Aepending on the hours they 3or51 retail salespersons may ha)e to open or close cash registers2 This may include counting the money; separating charge slips1 coupons1 and e/change )ouchers; and ma5ing deposits at the cash office2 .alespersons are often held responsible for the contents of their registers1 and repeated shortages are cause for dismissal in many organi6ations2 .alespersons may also handle returns and e/changes of merchandise1 3rap gifts1 and 5eep their 3or5 areas neat2 !n addition1 they may help stoc5 shel)es or rac5s1 arrange for mailing or deli)ery of purchases1 mar5 price tags1 ta5e in)entory1 and prepare displays2

WB:C!#? CB#A!T!B#.=
Most salespersons in retail trade 3or5 in clean1 comfortable1 3ell<lighted stores2 9o3e)er1 they often stand for long periods and may need super)isory appro)al to lea)e the sales floor2 This (ob can be re3arding for those 3ho en(oy 3or5ing 3ith people2 ,atience and courtesy are re%uired1 especially 3hen the 3or5 is repetitious and the customers demanding2

-M,DBE-M-#T=
The sales people 3or5ed in stores ranging from small specialty shops employing a fe3 3or5ers1 to giant department stores 3ith hundreds of salespersons2 !n addition1 some 3ere self<employed representati)es of direct sales companies and mail<order houses2 The largest employers of retail salespersons are department stores1 clothing and accessories stores1 furniture and home furnishing stores1 and motor )ehicle dealers2 This occupation offers many opportunities for part<time 3or5 and is especially appealing to students1 retirees1 and others loo5ing to supplement their income2 9o3e)er1 most of those selling Fbig tic5etF items1 such as cars1 furniture1 and electronic e%uipment1 3or5 full time and ha)e substantial e/perience2

1&

-AGC"T!B# "#A T:"!#!#?=

There usually are no formal education re%uirements for this type of 3or51 although a high school diploma or e%ui)alent is increasingly preferred2 -mployers loo5 for people 3ho en(oy 3or5ing 3ith others and ha)e the tact and patience to deal 3ith difficult customers2 "mong other desirable characteristics are an interest in sales 3or51 a neat appearance1 and the ability to communicate clearly and effecti)ely2 The ability to spea5 more than one language may be helpful for employment in stores in communities 3here people from )arious cultures tend to li)e and shop2 Before hiring a salesperson1 some employers may conduct a bac5ground chec51 especially for a (ob selling high<priced items2 !n most small stores1 an e/perienced employee1 or the proprietor1 instructs ne3ly<hired sales personnel in ma5ing out sales chec5s and operating cash registers2 !n large stores1 training programs are more formal and usually conducted o)er se)eral days2 Topics usually discussed are customer ser)ice1 security1 the store@s policies and procedures1 and ho3 to 3or5 a cash register2 Aepending on the type of product they are selling1 they may be gi)en additional speciali6ed training by manufacturers@ representati)es2 For e/ample1 those 3or5ing in cosmetics recei)e instruction on the types of products a)ailable and for 3hom the cosmetics 3ould be most beneficial2 Di5e3ise1 salespersons employed by motor )ehicle dealers may be re%uired to participate in training programs designed to pro)ide information on the technical details of standard and optional e%uipment a)ailable on ne3 models2 Because pro)iding the best ser)ice to customers is a high priority for many employers1 employees are often gi)en periodic training to update and refine their s5ills2

HBB BGTDBBC=
"s in the past1 employment opportunities for retail salespersons are e/pected to continue to be good because of the many (ob openings created each year due to the need to replace the large number of 3or5ers 3ho transfer to other occupations or lea)e the labor force2 "dditional openings 3ill be created by gro3th in employment of retail salespersons2

1'

-mployment is e/pected to increase about as fast as the a)erage for all occupations through the year 2++' due to anticipated gro3th in retail sales created by a gro3ing population2 There 3ill continue to be many opportunities for part<time 3or5ers1 and demand 3ill be strong for temporary 3or5ers during pea5 selling periods1 such as the Christmas season2

SALES PEOPLE IN RETAIL INDUSTRY

:etail salespeople help customers find items in stores2 They try to con)ince customers to buy those items2 There it is in the display1 the 21 megapi/el digital camera you4)e been eyeing for months2 !t4s got more bells and 3histles than a circus clo3nI Eou4)e researched the brand1 the features1 and finally decided that today1 you are going to get it2 Eou 3al5 up to the counter and the salesperson as5s 3ith a smile1 FWhat can ! help you 3ith todayJF Eou reply that you 3ant to buy the camera2 Eour fingers t3itch 3ith e/citement2 Eou can4t 3ait to start shootingI FBh1 !4m sorry1F the salesperson says2 F!t4s been a hot seller and 3e are out of stoc52 We sold the last one (ust a fe3 minutes ago2F Eou4)e 3aited and finally sa)ed up enough money1 and no3 it4s not hereI FDet me chec5 3ith our other store1F the salesperson offers1 chec5ing the in)entory on the computer2 F"<haI They ha)e t3o left2 !4ll put a hold on it right no32 !f you still 3ant it1 ! can arrange to ha)e it shipped to your home1F the salesperson says helpfully2 Eou sigh 3ith relief2 FThan5 you1F you say2 FEou4)e been )ery helpful2F Than5s to that salesperson1 you4re shooting high resolution digital images 3ithin a fe3 days2 :etail salespeople demonstrate ho3 items 3or5 and e/plain details of items to customers2 They gi)e information about )arious models1 colors1 and brands of an item2 .ometimes they gi)e special information about )ery e/pensi)e or comple/ items2 They help customers to find items in the store2 !f they cannot find an item1 retail salespeople chec5 the stoc5room or ma5e special orders from other stores2

:etail salespeople compute the amount of the total sale and recei)e cash1 chec51 or credit

1*

card payments2 Then they gi)e customers change and receipts2 Most salespeople are assigned to a register at the beginning of their shift2 They are also gi)en dra3ers 3ith Kban5sL of money2 They count their ban5s to be sure they contain the correct amount of money2 "t the end of their shift1 salespeople again count the dra3ers4 contents and compare the totals 3ith their sales data2 They also total charge forms1 return slips1 and other non<cash items2 Finally1 salespeople deposit the day4s sales at the store4s cash office2

<OR; ACTIEITIES
The follo3ing list of occupational tas5s is specific to this career2

,ro)ide polite and efficient ser)ice to customers2 Aetermine each customer4s needs2 Aescribe items for sale and sho3 different models or colors if necessary2 "ns3er %uestions2 .ho3 ho3 items are used2 Ma5e special orders or chec5 other stores for hard<to<find items2 :ecei)e cash1 chec51 and charge card payments2 Compute cost of total sale using cash register2 ?i)e cash change and receipts to customers2 Bag or pac5age items for customers2 Wrap items to be gi)en as gifts2 "rrange to mail or deli)er special<order items2 9andle returns or e/changes of items2 Count and 5eep trac5 of money in cash register2 .ort through charge slips1 e/change slips1 and coupons in cash register2 Balance cash dra3ers2 Ma5e cash deposits at the store4s cash office at the end of business2 Brgani6e1 display1 and 5eep trac5 of items for sale2 .toc5 shel)es and rac5s2

2+

Mar5 price tags2 Ceep 3or5 areas neat2 Watch for and pre)ent security ris5s and thefts2 .tay up<to<date about sales and special offers and store policies2

,eople in this career perform the follo3ing list of tas5s1 but the tas5s are common to many occupations2

Wor5 3ith the public2 Con)ince others to buy goods2 ?et information needed to do the (ob2 -stablish and maintain relationships2 Communicate 3ith super)isors1 peers1 or subordinates2 Gpdate and use (ob<related 5no3ledge2 :esol)e conflicts and negotiate 3ith others2

<or,in Conditions !n a typical 3or5 setting1 people in this career= Inte!pe!sonal Relationships

Aeal 3ith and pro)ide ser)ice to customers2 9a)e a high le)el of contact 3ith customers and co3or5ers2 May on occasion deal 3ith angry or discourteous people2 "re moderately responsible for the health and safety of customers2 This usually applies to customers 3ho test dri)e cars or other )ehicles and e%uipment2 May on occasion be placed in a conflict situation2 9a)e moderate responsibility for outcomes2 .alespeople are e/pected to meet sales %uotas2

"h#sical $o!% Conditions

Bften 3or5 indoors2 9o3e)er1 retail salespeople may 3or5 outdoors if they sell items such as cars1 plants1 or lumber yard materials2

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$o!% "e!&o!mance

Must be e/act in their 3or5 and be sure all details are done2 This is so that customers are charged the correct price for items2 Bften repeat the same tas5s2

'ou!s(T!avel

May 3or5 part time or full time2 May 3or5 e)enings1 3ee5ends1 or holidays2 Bften 3or5 longer hours around the 3inter holidays2 May be discouraged from ta5ing )acation time during pea5 shopping periods2

Ph*si)a& De"ands ,eople in this career fre%uently=

.tand for long periods of time2 Wal5 from place to place in the store2 :epeat the same motions2 Gse hands to handle1 control1 or feel ob(ects1 tools1 or controls2

!t is important for people in this career to be able to=

.pea5 clearly so listeners can understand2 :ecogni6e and understand the speech of another person2 Gse stomach and lo3er bac5 muscles to support the body for long periods 3ithout getting tired2

!t is not as important1 but still necessary1 for people in this career to be able to=

.ee details of ob(ects that are less than a fe3 feet a3ay2 Gse hands and fingers to grasp1 mo)e1 or assemble ob(ects2 Mo)e t3o or more limbs together 7for e/ample1 t3o arms1 t3o legs1 or one leg and one arm8 3hile remaining in one place2 .ee details of ob(ects that are more than a fe3 feet a3ay2 22

.ee differences bet3een colors1 shades1 and brightness2 9old the arm and hand in one position or hold the hand steady 3hile mo)ing the arm2 Bend1 stretch1 t3ist1 or reach out 3ith the body1 arms1 and>or legs2 .ometimes these mo)ements are made %uic5ly and repeatedly2 Gse muscles to lift1 push1 pull1 or carry hea)y ob(ects2 Be physically acti)e for long periods 3ithout getting out of breath2 Coordinate mo)ement of se)eral parts of the body1 such as arms and legs1 3hile the body is mo)ing2

S,i&&s and Abi&ities ,eople in this career need to= Communicate

Disten to others and as5 %uestions2 Gnderstand spo5en information2 -/press ideas clearly 3hen spea5ing or 3riting2 :ead and understand 3or5<related materials2

Reason and "!o)lem Solve

"naly6e ideas and use logic to determine their strengths and 3ea5nesses2 Hudge the costs and benefits of a possible action2 #otice 3hen something is 3rong or is li5ely to go 3rong2 Follo3 guidelines to arrange ob(ects or actions in a certain order2

Use Math and Science

Gse math s5ills to sol)e problems2 "dd1 subtract1 multiply1 and di)ide %uic5ly and correctly2

$o!% with "eople

:ecogni6e others4 reactions and understand the possible causes2 Teach others ho3 to do something1 such as operate a ne3 product2 23

;no.&ed e ,eople in this career need 5no3ledge in the follo3ing areas=

Customer and ,ersonal .er)ice= Cno3ledge of pro)iding special ser)ices to customers based on their needs2 .ales and Mar5eting= Cno3ledge of ad)ertising and selling products and ser)ices2 "dministration and Management= Cno3ledge of managing the operations of a business1 company1 or group2 -ducation and Training= Cno3ledge of teaching and the methods in)ol)ed in learning and instruction2 Mathematics= Cno3ledge of the rules and uses of numbers2 "reas of 5no3ledge include arithmetic1 algebra1 geometry1 and statistics2 -nglish Danguage= Cno3ledge of the meaning1 spelling1 and use of the -nglish language2 ,ublic .afety and .ecurity= Cno3ledge of protecting people1 data1 and property2

Interests ,eople in this career are people 3ho tend to=

Consider support from their employer important2 They li5e to be treated fairly and ha)e super)isors 3ho 3ill bac5 them up2 They prefer (obs 3here they are trained 3ell2

Consider relationships important2 They li5e to 3or5 in a friendly1 non< competiti)e en)ironment2 They li5e to do things for other people2 They prefer (obs 3here they are not pressured to do things that go against their sense of right and 3rong2

Consider good 3or5ing conditions important2 They li5e (obs offering steady employment and good pay2 They 3ant employment that fits their indi)idual 3or5 style2 They may prefer doing a )ariety of tas5s1 3or5ing alone1 or being busy all the time2

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9a)e enterprising interests2 They li5e 3or5 acti)ities that in)ol)e starting up and carrying out pro(ects1 especially in business2 They li5e to lead and persuade others1 ma5e decisions1 and ta5e ris5s for profit2

9a)e social interests2 They li5e 3or5 acti)ities that assist others and promote learning and personal de)elopment2 They li5e to communicate 3ith others= to teach1 gi)e ad)ice1 help1 or other3ise be of ser)ice to others2

Preparation To 3or5 as a retail salesperson1 you must= complete on<the<(ob training; ha)e e/cellent interpersonal s5ills; and be self<moti)ated2 #o formal education is re%uired beyond high school2 9o3e)er1 a college degree can be good preparation for selling high priced or technical products1 such as cars or computers2 .e)eral fields of study pro)ide a good bac5ground for this occupation2

Many employers re%uire salespeople to ha)e a college degree if their (obs are part of a management<training program2 Be sure to ta5e courses in business management1 mar5eting1 and computers if you are interested in a retail management position2 On/the/?ob/Trainin :etail salespeople learn their s5ills mainly through on<the<(ob training2 !n smaller stores1 training happens one<on<one 3ith a manager or o3ner2 Darger stores ha)e formal training programs2 !n these programs you learn about customer ser)ice1 security ris5s1 and store policies2 Eou also learn ho3 to operate cash registers and price<scanning machines2 .ome retail salespeople recei)e special training from manufacturers2 This training is usually limited to e/pensi)e or comple/ items1 such as computers or cars2 Eou may also need special training if you sell )ery specific types of items1 such as plants1 fabrics1 or

health

care

products2

<or,/E=perien)e Many (obs are entry le)el and do not re%uire pre)ious e/perience2

.ome (obs1 such as selling cars1 building materials1 or computers may re%uire pre)ious e/perience2 B)er the past t3el)e years1 Belding .5ills Ae)elopment has earned a reputation for results<dri)en retail training2 Belding has designed and deli)ered 3orld<class retail Customer .er)ice training programs and retail .elling .5ills training programs for some of today4s most successful retailersI

The organi6ed retail sector is e/pected to gro3 at $M by 2+1+ and touch a retail business of N 1& billion as against its current gro3th le)el of 3M 3hich at present is estimated to be N $ billion1 according to the .tudy underta5en by The "ssociated Chambers of Commerce and !ndustry of !ndia 7"..BC9"M82

The .tudy has re)ealed that the retail sector 3ill gro3 at ?A, &M by 2+1+ and enlarge its mar5et share to N 2'+ billion from its present estimated le)el of N 2++ billion2 :eleasing the .tudy on O:etail .cenario in !ndia@1 "..BC9"M ,resident1 Mr2 Mahendra C2 .anghi has re)ealed that the organi6ed sector retailing is all set to gro3 at much faster speed than unorgani6ed sector and the higher gro3th speed 3ill alone be responsible for its higher mar5et share 3hich has been pro(ected for N1&billion2 Cities and metropolies in 3hich retailing 3ill sho3 booming prospects include Mumbai1 Aelhi1 Chennai1 Col5ata1 Bathinda and Canpur1 said Mr2 .anghi adding that the popular mode adopted for building shopping malls in these cities 3ill be based on build1 operate1 lease and sell basis2

2$

This system1 as per the findings of "..BC9"M 3ill lead to establishments of closer lin5ages and relationship bet3een real estate de)elopers1 state go)ernments1 financial institutions and retail industry2

"s per "..BC 9am@s estimates1 in)estment opportunities that the retail sector 3ill create in ne/t 4< years 3ill result into continued urbani6ation and increase the per capita income of !ndian populace 3hich 3ill finally lead to greater consumerism2 The gro3th of retail sector 3ill lead to greater shift to3ards ser)ice economy in 3hich need for real estate 3ill be paramount1 said Mr2 .anghi2

Franchising in retailing 3ill emerge as a popular mode of retailing as their 3ill be proliferation of a)ailability of brands 3ith both foreign and !ndian companies ac%uiring a strong brand e%uity for their products in near future2

The retail boom currently being 3itnessed in !ndia is li5ely to ha)e a significant impact on the commercial real estate sector as the large metropolis 3ill ha)e si6able retail construction pro(ects under3ay2 9o3e)er1 there 3ill be fe3 stumbling bloc5s that may restrict the gro3th of retail sector2 These include )ery high stamp duties on transfer of property 3hich )ary from state to state le)el2

" case in e/ample is ?u(arat1 Gttar ,radesh and fe3 other states 3here the stamp duty is charged at 122 M1 3hile there are certain states li5e Aelhi in 3hich the stamp duty le)ied is 3ithin the range of 'M2Grban Dand Ceiling "ct1 :ent Control "ct and Dand "c%uisition "ct until amended 3ill continue to distort property mar5ets and cities1 leading to e/ceptionally high property prices2 ,resence of strong pro<tenancy la3s 3ill also ma5e it difficult for retailers to gro3 as this problem is compounded by lac5 of clarity o)er titles to o3nership2 2&

The go)ernment should encourage ,eople of !ndian Brigin 7,!B8 to in)est in real estate and to3nship building and foreign in)estment in real estate business and retailing should also be opened up2Bn the domestic ta/ation front1 sales ta/ rates differ across the )arious !ndian states1 ma5ing supply chain management a challenging tas5 for organi6ed retailers2 !nter<state sales attracts Central .ales Ta/ 3hile for some categories of products1 certain states le)y import duties namely entry ta/ on entry of goods into their territory2 .imultaneously1 states le)y e/port duties 3here goods are mo)ed for sale outside state border2

Consumer beha)iour in the organi6ed retail industry has altered drastically o)er the last fe3 years1 a fact that retailers need to be sensiti)e to2 With the consumer becoming increasingly discerning1 it becomes )ital for retailers to pay attention to e)ery little detail in order to be successful2 Thus1 pro)iding a good brand e/perience is )ital2 Brand e/perience 3ould include se)eral aspects= the timings of the store1 the consumer@s entry1 the 3elcome that he or she recei)es1 the familiarity of the layout1 the ability to bro3se 3ith ease1 the ease of na)igation1 the )ariety and the range1 the product 5no3ledge possessed by salespeople1 the payment facilitation1 the attracti)eness of the loyalty programme1 the seating arrangement1 the toilets1 the pac5aging and the e/it2 These are all crucial to the o)erall brand e/perience2 !f not handled 3ell1 it could result in a disgruntled consumer1 3ho spreads bad 3ord<of<mouth2 !f the o)erall brand e/perience is positi)e and pleasant1 consumers are li5ely to 5eep coming bac5 to the store image and the popularity of the store and increases through 3ordof< mouth2 class2 The retail mar5et is gro3ing1 not only in terms of numbers but also in terms of stature1 !t is interesting to 5no3 that in a modern city li5e Mumbai1 3hich already had relati)ely good standards1 the retail industry has mo)ed to an e)en higher le)el2 Customers are constantly changing and their e/pectations 5eep rising2 Today !ndians ha)e become 3orld class consumers 3ho demand 3orld class ser)ice2

2'

:egular update of s5ills1 training1 de)elopment and technology 7bearing in mind the necessity of 5eeping the human element in place because technology in itself1 is cold1 impersonal and not at all customer friendly8 3ill ensure that brand mar5eters are able to 5eep pace in a dynamic 3orld2 Gnder no circumstances must brand mar5eters be allo3ed to get regressi)e; there is a need that brand mar5eters constantly rise to the occasion and surpass customer e/pectation2 :ecently1 Cross3ord1 the boo5store chain inaugurated its largest store at Cemps Corner in Mumbai1 3here . :riram1 C-B1 Cross3ord Boo5stores1 and his team played gracious hosts to authors and readers2 The spaciousness1 the spread1 and the focus on detail reflected 3orld class standards and established Cross3ord as a strong brand2 .er)ice is a 5ey element in successful retailing and attention to detail is li5ely to result in customer satisfaction and greater sales2 Spi)e/o#/:ariet* Bne of the reasons 3hy consumers fre%uent a particular store is to loo5 at )arious items under one roof2 :ange is another detail that the retail industry cannot ignore2 "t ,antaloon1 there is an attempt to pro)ide a 3ide choice so that the customer can pic5 and choose as per his or her taste2 Aiscount and lo3 cost are also factors that retailers need to ta5e care of as an increasing number of customers are 3illing to go a great distance to get )alue for their purchases2 Bffering goods at a price lo3er than M:, seldom fails to attract consumers2 !nternational appeal is yet another detail that retailers need to attend to2 !nternational products and brands still attract the !ndian consumer and e)en a small Mar5s & .pencer store has great appeal2 Training is another important aspect of retail2 .hoppers@ .top and #irmal Difestyles 73hich transformed a far<flung suburb li5e Mulund into a retail hub8 are both 5no3n to ha)e top class training programmes for their e/ecuti)es2 Finally1 no)elty is a detail that retail (ust cannot miss2 !n fact1 it is a factor that ser)es to differentiate an outlet from other outlets2 Malls largely o3e their success to the no)elty factor attached to them2 :etailers need to 5eep se)eral things in mind in order to enhance customer e/perience and pro)ide a positi)e brand e/perience2 " fe3 are listed belo3=

2*

Understand )!sto"er needs $!i),&* " retailing professional notices a customer@s need e)en before he )erbalises it2 ,romptness in identifying and satisfying e)ery customer@s uni%ue needs is essential2 This re%uires 5een listening and an acute sense of obser)ation1 3hich 3ould enable the retailer to pro)ide a good brand e/perience2

F! am e/cited about the segment1F said Hain2 FBur outlets are )ery modern2 We do not sell at the rate of gold or diamond on a particular day1 3e sell at a fi/ed price2F !ntergold is a subsidiary of the :osy Blue ?roup < a diamond manufacturing company 3ith offices in 1 countries2 The group entered the !ndian retail (e3elry in 1*'' 3ith its first store in Mumbai2 #o31 it has 24 stores in 1 cities2 !t is loo5ing to add 12 stores e)ery year1 said Hain2

9e suggested that funding is a ma(or issue for an organi6ed retail model2 F!t ta5es years for a retail chain to brea5 e)en1F said Hain2 F!f you get into malls1 you ha)e to deal 3ith the high cost of rent2F !n addition1 it has been difficult to hire educated people and talent into retail stores1 he added2 F!ndian parents ha)e traditionally not been 3illing to send their children into the retailing business2F

For the shopping malls1 the struggle 3ill be to deal 3ith supply chain inefficiencies1 said .hoppers4 .top4s :ahe(a2 The distribution system in !ndia has to be streamlined to a)oid 3astage and to ensure lo3 costs1 according to him2 F.upply chain is the biggest concern1F he said2 F!ndian consumer is )ery price conscious2 9e 3ants )alue for money2F Hain said the !ndian malls ha)e a great future as they pro)ide entertainment for shoppers1 unli5e traditional Fmom and popF stores2 The malls are creating a shopping e/perience1F added Hain2 FThe success of CafP Coffee Aay and Barista has been because people did not ha)e a place for leisure and hanging out outside their offices or classrooms2F

3+

For Biyani1 malls 3ill remain a big city phenomenon only2 "ccording to him1 the gro3th 3ill mainly be in specialty stores such as stores for 3atches1 branded clothing and not a generic super stores such as Wal<Mart2

"ccording to the Federation study1 de)elopment of the retail industry should be made a priority by the !ndian go)ernment2 !ssues such as inter<state mo)ement of goods1 and infrastructure also need to be tac5led to de)elop the retail industry in !ndia2 Dac5 of foreign in)estment is 3hat is 5eeping the industry from gro3ing1 according to the study2 T:"!#!#? T9- ."D-. FB:C-= Bnce a company has decided to in)est time1 money and resources in sales force training1 the ne/t big challenge is its implementation2 There is no Fmagic 3andF that 3ill implement 3hat4s learned in a sales and mar5eting training session and ma5e it part of the company culture2 " high performance sales culture is not an e)ent1 but a (ourney2 "ll (ourneys need road maps2 E##e)ti:e Sa&es Trainin -ffecti)e sales training is the foundation upon 3hich long<term sales success is built2 Gnfortunately1 many sales training programs consist of (ust listening to someone tell you 3hat you should be doing and perhaps sho3ing you ho3 the instructor 3ould do it2 The 5ey to effecti)e sales training is to pro)ide more than (ust .hat/to/do training2 !t must also sho3 you ho. to do it along 3ith pro)iding the opportunity to hone your s5ill by actually doin it2 For training to be truly effecti)e1 it needs to be a pro)ess and not an e:ent2 Le:e&s o# Sa&es Trainin De)el<1

31

When your ne3 employee is at De)el 1 they are unconsciously incompetent2 They are unconscious of ho3 you run your business and 3hat to do at their ne3 (obs2 They are incompetent to the terms of the s5ills needed to be a successful employee in your business2 -)en if they ha)e some sales s5ills 3hen they start1 they still are unconscious to ho3 things run 3ithin your company2 .tart by teaching the basics of your business < step by step2 Baby steps1 until they gro3 to the ne/t le)el of learning2 Det them de)elop the s5ills of 3elcoming your customers into the store and gaining the customer@s trust2 "s your ne3 staff members build a rapport and ne3 friendships 3ith the customers1 they 3ill also be building their o3n confidence on the sales floor2 Bf course1 product 5no3ledge is a main factor in ma5ing the sale2 But1 3hen ne3 employees start out1 it@s more important for them to ma5e themsel)es and the customers feel comfortable2 The 5no3ledge of the in)entory 3ill soon be learned as they 3or5 3ith it2 Treat your ne3 staff as if they 3ere your special customers2 .ell them on the e/citement of your in)entory2 This training process can be turned into an en(oyable and re3arding e/perience for you2 What a thrill to bring in ne3 members to your team1 get to 5no3 them1 and 3atch them learn and gro32 -)en though this le)el of training may start 3ith the basics1 it can actually be the most encouraging le)el of all because the ne3 employee starts out 3ith a lot of energy and e/citement about his or her ne3 position2 !f you pic5 up on that energy you 3ill find it to be a most pleasant e/perience for both of you2 Le:e& 1- Sa&es Trainin "t this le)el your trail training period should be o)er and1 hopefully1 you ha)e decided that your ne3 employees are the right people for their (obs2 Though they ha)e learned a lot the first month1 they are no3 consciously incompetent2 They are conscious of 3hat is

32

needed to be done on the (ob1 yet they still do not ha)e the s5ills needed to be a great salesperson and are still incompetent2 That is 3hy this le)el can be the most frustrating of all2 The e/citement of the ne3 (ob may ha)e 3orn off some3hat and they are frustrated because they see other team players ma5ing all the sales2 "t this time it is important to recogni6e their accomplishments and compliment them on ho3 3ell they are doing2 Ceep supporting and encouraging them at this le)el < you need to be a cheerleader2 .et up a meeting 3ith them to discuss ho3 they are doing and offer your support in their continued learning process2 Det them tal5 to you about ho3 they feel about their ne3 positions2 Aiscuss concerns and ans3er any %uestions they may ha)e about their ne3 positions2 Find out ho3 they feel about selling and 3hat empo3ers them to 3or5 on impro)ing their s5ills2 Eour sales people 3ill increase their sales drastically 3hen they add some genuine enthusiasm for the products and ser)ices they are selling2 Le:e& 3- Sa&es Trainin Congratulations are in order 3hen the ne3est members of your sales team reach this le)el2 Whoe)er said1 QEou can@t get good helpR1 ne)er too5 the time to train a staff to reach this le)el2 Why settle for less than the best team your money can buyJ When your employee has reached le)el three they are consciously competent2 They are conscious of 3hat needs to be done on the (ob and are )ery 5no3ledgeable about ho3 your business runs2 They are competent because they 5no3 your products 3ell and can sell them on their o3n1 easily and successfully2 Aelegate areas 3ere they sho3 strength1 sho3 your appreciation and re3ard them for their accomplishments2 Continue the training process by informing them of changes in your policies and products2 -mpo3er 33

your staff to ma5e decisions and accept their input to3ard your success at regular store meetings2 !f you do1 you@ll soon ha)e the dream team you@)e al3ays 3anted2 ?o)ernment policy There has been )igorous opposition to foreign direct in)estment 7FA!8 in retailing from small traders 3ho fear that foreign retailing companies 3ould ta5e a3ay their business1 lead to the closure of many small trading businesses and result in considerable unemployment2 ?i)en the political clout of the small trading community1 because of their enormous numbers1 the go)ernment has barred FA! in retailing since 1**&2 9ence1 at present1 foreign retailers can only enter the retailing sector through franchising agreements2 Brganisational characteristics ?i)en the traditional and underde)eloped state of the !ndian retail sector1 the organisational characteristics of retail enterprises are rudimentary2 Most of them belong to independent enterprises in the form of small family businesses2 Cooperati)es ha)e been present in !ndia for se)eral decades1 spurred by the encouragement gi)en by the !ndian ?o)ernment1 3hich )ie3ed the cooperati)e mo)ement as an integral component of its erst3hile socialist policies2 9o3e)er1 since the 1**+s1 there has been a reduction in go)ernment support for cooperati)es2 !n 2++21 there 3ere about 3 1+++ outlets run by cooperati)es2-conomic liberalisation1 competition and foreign in)estment since the 1**+s led to a proliferation of brands 3ith both foreign and !ndian companies ac%uiring a strong brand e%uity for their products2 9ence1 franchising emerged as a popular mode of retailing2 .ales of franchises gre3 at a rapid pace of 14M per annum o)er the re)ie3 period2 !n 2++21 there 3ere o)er 1+++ franchised outlets2 The other ma(or retailing organisation format is multiples1 better 5no3n as Fchain storesF in !ndia2 !n 2++21 there 3ere about 11'++ chain stores2 "mong the )arious organisational formats1 sales of chain stores gre3 at the fastest pace1 3ith sales gro3th during the re)ie3 period a)eraging 24M per year2

34

Food<retailers There are a large )ariety of retailers operating in the food retailing sector2 This is not surprising considering the enormous si6e of the mar5et for food2 9o3e)er1 traditional types of retailers1 3ho operate small single outlet businesses mainly using family labour1 dominate this sector2 !n comparison1 supermar5ets account for a minuscule proportion of food sales2 This is because of the strong competiti)e strengths that traditional retailers possess2 These include lo3 operating costs and o)erheads1 lo3 margins1 pro/imity to customers1 long opening hours1 and additional ser)ices to customers 7such as home deli)ery82 #e)ertheless1 supermar5et sales e/panded at a much higher rate than other retailers2 This is because greater numbers of higher income !ndians prefer to shop at supermar5ets because of con)enience1 higher standards of hygiene and the attracti)e ambience2 9ealth and beauty products retailers With gro3th in incomes1 !ndians ha)e been spending more on health and beauty products2 "s in the case of other retailing sectors1 small single<outlet retailers also dominate sales of health and beauty products2 9o3e)er1 in recent years1 a couple of retail chains specialising in health & beauty products ha)e sprung up2 "t present1 they account for only a tiny share of sales of these products2 9o3e)er1 as !ndians spend more on such products in future1 their business 3ill undoubtedly e/pand substantially2 There is also scope for entry of more such chains2 Clothing and foot3ear retailers #umerous clothing and foot3ear shops are to be found in !ndian cities and to3ns1 especially in shopping centers and mar5ets2 These are a mi/ of traditional and modern stores2 Traditional outlets are small and cramped 3ith little emphasis on alluring displays2 They basically stoc5 a limited range of cheap and popular items2 !n contrast1 modern clothing and foot3ear stores are spacious 3ith sample products attracti)ely displayed in 3indo3s1 sometimes 3ith manne%uins2 Hust as in the case of food retailing1 there are also a huge number of retailers selling clothing and foot3ear in ma5eshift stalls

or on footpaths2 Because of their roc5<bottom prices1 3hich are much lo3er than prices of branded products1 they attract a large number of customers2 9ome furniture and household goods retailers The home furniture and household goods retailing sector in !ndia is dominated by small retailers2 Aespite the large si6e of this mar5et1 )ery fe3 modern and large retailers ha)e established speciali6ed stores for these products2 9o3e)er1 there is considerable potential for the entry or e/pansion of speciali6ed retail chains and it is li5ely that this 3ill happen during the ne/t fe3 years2 Aurable<goods<retailers The entry of a large number of foreign consumer durable companies into the !ndian mar5et during the 1**+s after the go)ernment liberali6ed its foreign in)estment and import policies transformed this sector dramatically2 " much larger )ariety of consumer electronic items and household appliances became a)ailable to the !ndian customer2 Competition among companies to sell their brands pro)ided a strong impetus to the gro3th Deisure for retailers and operating personal in this goods sector2 retailers

:ising household incomes due to economic gro3th spurred consumer e/penditure on leisure and personal goods in !ndia2 There are specialised retailers for each category of products in this sector2 " fe3 retail chains also emerged particularly in the retailing of boo5s and music products2 "nother 5ey feature of this sector is the popularity of franchising arrangements bet3een established manufacturers and retailers2 "lternati)e selling channels2

.ales through most alternati)e selling channels are tiny or non<e/istent2 The only e/ception 3as direct selling1 3hich gre3 rapidly o)er the re)ie3 period2 The main reason for this 3as that direct selling companies could easily attract a huge number of FdistributorsF1 3ho constitute the 5ey element for the success of any direct selling

3$

company2 Many of these are unemployed !ndian house3i)es 3ho 3elcomed this opportunity to earn additional income for their households2 The lo3 start<up costs meant that they could easily start this business2

Forecast total retail sales :etail sales 7in real terms8 are predicted to rise more rapidly than consumer e/penditure during 2+1+<2+122 The forecast gro3th in real retail sales during 2+1+<2+12 is '23M per year 7compared 3ith &21M for consumer e/penditure82 !ne)itably1 modernisation of the !ndian retail sector 3ill be reflected in rapid gro3th in sales of supermar5ets1 department stores and hypermar5ets2 This is because of the gro3ing preference of the affluent and upper middle classes for shopping at these types of retail stores1 gi)en the con)eniences they offer such as shopping ambience1 )ariety and a single<point source for purchases2 9ence1 sales from these large format stores are predicted to e/pand at gro3th rates ranging from 24M to 4*M per year during 2++3< 2++'2 9o3e)er1 such rapid gro3th is from a small base2 9ence1 they 3ill continue to account for only a small share of total retail sales in 2++'2 :etailing1 one of the largest sectors in the global economy1 is going through a transition phase not only in !ndia but the 3orld o)er2 For a long time1 the corner grocery store 3as the only choice a)ailable to the consumer1 especially in the urban areas2 This is slo3ly gi)ing 3ay to international formats of retailing2 The traditional food and grocery segment has seen the emergence of supermar5ets>grocery chains 7Food World1 #ilgiris1 Bombay Ba6aar1 "pna Ba6aar81 con)enience stores 7Con)eniB1 9, .peedmart8 and fast<food chains 7McAonalds1 Aominos82 The emergence of ne3 sectors has been accompanied by changes in e/isting formats as 3ell as the beginning of ne3 formats= o 9ypermar5et= o Darge supermar5ets1 typically 31 ++< 1+++ s%2 ft2 o Mini supermar5ets1 typically 11+++<21+++ s%2 ft2 3&

o Con)enience stores1 typically & +<11+++s%2 ft2 o Aiscount>shopping list grocer !n order to appeal to all classes of the society1 retail stores 3ould ha)e to identify 3ith different lifestyles2 !n a sense1 this trend is already )isible 3ith the emergence of stores 3ith an essentially O)alue for money4 image2 The attracti)eness of the other stores actually appeals to the e/isting affluent class as 3ell as those 3ho aspire for to be part of this class2 9ence1 one can assume that the retailing re)olution is emerging along the lines of the economic e)olution of society2 Spread o# or aniDed retai&in = Brgani6ed retailing is spreading and ma5ing its presence felt in different parts of the country2 The trend in grocery retailing1 ho3e)er1 has been slightly different 3ith a gro3th concentration in the .outh2 9o3e)er1 the Mecca of retailing is undoubtedly Chennai2 What 3as considered a Otraditional41 conser)ati)e4 and Ocost<conscious4 mar5et1 pro)ed to be the home ground for most of the successful retail names < Food World1 Music World1 9ealth and ?lo31 Sitan1 .ubhi5sha and Si)e5s <to name a fe32 The choice of Chennai as the Oretail capital4 has surprised many1 but a )ariety of factors acted in its fa)our2 Chennai1 in spite of being a rapidly gro3ing metropolis offers reasonable real estate prices1 one of the most critical elements for the industry2 Chennai has been 3itnessing a high industrial gro3th and increasing presence of the M#Cs1 both in the !T sector as 3ell as outside it2 The industrial boom has led to the emergence of ne3 residential areas 3ith aggregation of professionals as 3ell as a rapid increase in the number of Odouble<income4 households and gro3th of the nou)eau riche>upper middle class 3ith increased purchasing po3er2 This has been combined 3ith the increasing need for touch and feel shopping 7especially for the large migrant population82 "ll the factors

3'

ha)e acted fa)ourably in nurturing the industry2 Cons!"er/ the pri"e "o:er " )ariety of factors seem to influence the gro3th in the retailing industry2 OConsumer ,ull41 ho3e)er1 seems to be the most important dri)ing factor behind the sustenance of the industry2 !n this conte/t* a brief sur)ey among consumers across income segments to understand their spending pattern2 "n analysis of the Omonthly purchase bas5et of the consumers sur)eyed indicated that the a)erage monthly household spend on food and grocery related items )aried across income segments2 For instance1 in the case of upper income households1 the a)erage spend 3as around :s 412++ per month2 "s against this1 the a)erage spend in the case of a middleincome household 3as around :s2 21' + and lo3er income households :s2 112 + per month2 7This is computed from a sample of 1++ customers ha)ing an a)erage family si6e of four82 Based on the distribution of the more than 1 la5h households in Chennai across income segments and the a)erage spend1 a conser)ati)e estimate of the grocery retailing potential at Chennai 3ill be around :s2 3++ crores2 Besides increasing purchasing po3er1 a )ariety of other factors also seem to fuel the retailing boom2 With increase in double<income households and 3or5ing3omen1 there is an increasing pressure on time 3ith )ery little time being a)ailable for leisure2 !n this scenario1 consumers are see5ing the con)enience of one<stop shopping1 3hereby they could ha)e better utility of time2 They are also see5ing speed and efficiency in processing1 as a result2 Being more a3are1 consumers are on the loo5out for more information1 better %uality and hygiene as 3ell as increased customer ser)ice2 These changes in consumer beha)iour also augur 3ell for the retailing industry2 9o3e)er1 in !ndia there are no uniform trends 3ith respect to consumer buying

3*

beha)iour2 There are )isible differences in the shopping pattern of consumers across income segments as sho3n in the table2 Brgani6ed retailing has definitely made head3ay in the upper class2 9o3e)er1 e)en in this segment1 items such as mil51 fruits1 )egetables and a significant portion of Othrough<the<month4 purchases seem to be done at traditional outlets2 The middle<income class prefer shopping for processed food and personal care in supermar5ets and fall bac5 on traditional outlets for bul5 shopping2 Brgani6ed retail outlets seem to be associated 3ith branded items>special purchases2 Brgani6ed retailing does not seem to ha)e made an impact on the lo3er class1 e/cept for Ocuriosity4 shopping2 The biggest %uestion before organi6ed retailers therefore1 is 3hether this really means a huge untapped potential for the organi6ed retailers and 3hether the con)ersion in mindset going to be easy2

4+

41

I'PORTANCE TO TRAINING 9o3 much importance your company gi)es to training of sales personsJ Sery important !mportant .ome3hat important #ot at all important 1&214M $1242M 1'2 &M 22' M Table<1

70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% very important somewhat not at all important important important Series2

?raph<1 The follo3ing graph sho3s the details of importance gi)en to the training of sales people by the company2 Most of the companies ha)e gi)en it lot of importance to training2 Fe3 companies rate it as most important factor2 .o 3e can clearly see that there is lot of importance gi)en to training in the retail industry in Bathinda2 !nference= &'M of the respondents feel that training of sales people is )ery important2

42

ASSESS'ENT OF THE TRAINING NEEDS 9o3 training needs of sales people are assessedJ Based on ,erformance e)aluation Changes in product or mar5et Hob description "ny other +M 1242M *'2 &M +M Table<2

performance evaluation changes in pro ucts!mar"ets #o$ ecription any other

?raph<2 This graph gi)es the details of ho3 the training needs of the sales people are assessed2 Most of the companies do it on the basis of the (ob description of the sales people2 Fe3 companies do it 3hen there is any change in the product or the mar5et as 3ell2 !nference= *'M of the companies assess the training needs based on the (ob description2

NU'%ER OF SALES PEOPLE <OR;ING IN %ATHINDA What is the strength of your sales force inJ

43

a8 Bathinda 1< $<1+ 11<2+ T2+ *3M M 2M +M Table<3

1 to 5 6 to 10 11 to 20 %20

?raph<3 This graph depicts the number of sales people 3or5ing for the retail outlets in Bathinda2 Most of them ha)e around one to fi)e sales people 3or5ing for them2 Bnly fe3 ha)e more than fi)e sales people2 !nference= *3M of the company@s sales force in Bathinda ranges from 1< 2

NU'%ER OF SALES PEOPLE ALL OEER THE COUNTRY b8 "ll !ndia

44

1< $<1+ 11<2+ T2+

+M +M +M 1++M Table<4

1 to 5 6 to 10 11 to 20 %20

?raph<4 This graph sho3s the number of sales people employed by the retail companies in the country2 !t is clearly sho3n that all the companies ha)e more than t3enty sales people employed in the 3hole country as a 3hole2

FREFUENCY OF CONDUCTING THE TRAINING PROGRA''E 9o3 often the training programmes are conducted for the sales peopleJ Bnce a year T3o or more times a year "s and 3hen needed &*2&2M 22&+M 142'$M 4

"ny other

22&+M Table<

'0.00% &0.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% once a year two or more times a year as an when nee e any other

Series2

?raph< The follo3ing graph sho3s ho3 often the sales people of the retail industry are pro)ided 3ith training2 Most of the companies or the outlets pro)ide them training once in a year2 "nd the rest of the retail sales people are gi)en training as and 3hen re%uired2 !nference= &*M of the companies conduct training programmes for their sales force once in a year2

%UDGET FOR TRAINING Ao you ha)e a yearly budget for training programmesJ Ees 3$23$M

4$

#o

$32$3M Table<$

70.00% 60.00% 50.00% 40.00% Series2 30.00% 20.00% 10.00% 0.00% yes no

?raph<$ This graph sho3s 3eather there is any fi/ed budget for the training programmes for the sales people in the retail industry2 The graph sho3s that most of the companies does not ha)e any budget allocated for training purpose as such2 But some companies do ha)e a budget for training but the managers of the retail outlets are not pro)ided 3ith the clear numbers of it2 !nference= $3M of the retail companies say that they don@t ha)e any fi/ed budget for their training programmes2

AI'S AND O%JECTIEES OF TRAINING What are the aims or ob(ecti)es behind training your sales staffJ !ncrease current s5ills and 5no3ledge !ncrease sales performance Moti)ating sales people "ny other 1'2$4M 4223M 2$22&M +2'4M

4&

Table<&

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% increase sales performance increase current s"ills an "nowle ge motivating sales people any other Series2

?raph<& This graph sho3s us the aims and ob(ecti)es behind training the sales force in the retail industry2 Most of the retail sales people are trained to enhance their sales performance2 :est of them are trained for impro)ing upon the current s5ills and 5no3ledge or for moti)ating them to perform better2 !nference= according to 4M of the companies main ob(ecti)es of training programmes is to increase the sales performance2 2$M of the companies do it for moti)ating sales people also2

'ETHODS USED FOR TRAINING What methods do you normally use for training programmes for sales personsJ Dectures "udio )isions ,roduct demonstration :ole playing Bn the (ob training 2 M +M +M +M & M

4'

Business games Case discussions "ny other

+M +M +M Table<'

&0% 70% 60% 50% 40% 30% 20% 10% 0%

le ct ur es uc io (v t e m isu o n a ls st ra tio ro n le on p th l ay e in #o g $ $u t sin rain in es g ca s ga se m es is cu ss io ns an y ot he r

Series2

pr o

au

?raph<' This graph sho3s us the methods used in training the sales people in the retail industry2 Most of the retail sales people are trained by gi)ing on the (ob training and by gi)ing lectures to them2 .o the best 3ay to train the sales people in this industry is by gi)ing them on the (ob training2 !nference= most of the companies 7& M8 gi)e on the (ob training to the sales people PLACE OF TRAINING Where does the training normally ta5e placeJ Company@s premises 9otels "ny other *&214M 1242M 1242M Table<*

4*

company)s premises hotels any other

?raph<*

9ere in this graph 3e can see that most of the times the sales people of retail industry are trained in the company premises only2 Bnly fe3 of the companies ta5e them to hotels or some other place2 .o its most feasible to train the sales people of retail industry in the outlets itself so that they get practical 5no3ledge and e/perience at the time of learning itself2 !nference= *&M of the training programmes ta5es place at companies premises2

<HY TRAIN SALES FORCE What dri)es you for training your sales forceJ Customer satisfaction sur)ey .ales performance Competitors analysis Management feedbac5 "ny other 1244M *422+M +M 4234M +M Table<1+

100% '0% &0% 70% 60% 50% 40% 30% 20% 10% 0% customer satisfaction survey sales performance competitor)s analysis management fee $ac" any other

Series2

?raph<1+ This graph sho3s the reason behind training the sales force2 The basic reason that dri)es the company to train the sales force2 Most of the companies feel that it@s the sales performance that dri)es the company to train their sales force and some times because of the feedbac5 gi)en by the management2 .o the training is basically gi)en to enhance the sales performance of the sales people2 !nference= *4M of the respondents feel that it@s the sales performance 3hich dri)es them for training their sales force2

THE TRAINER Who train your salespersonJ Faculty 3ithin the company Faculty from outside Combination of a and b "ny other ''223M +M 112&$M +M Table<11

100.00% '0.00% &0.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%
$ co m pa ny ou ts an ot he r i e

Series2

th e

fro m

fa cu l

fa cu l

co m

ty

This graph tells about 3ho trains the sales people mostly2 Most of the retail organi6ations ha)e their o3n faculty from the company itself2 .ome of the retail companies use both faculty from the company and from outside some times2 .o by this graph 3e can see that in retail industry the sales people are mostly trained by the faculty 3ithin the company2 !nference= ''M of the retail companies ha)e the faculty from the company itself2

PRODUCT OR SEREICE What type of product or ser)ices you sellJ FMC? or non durable products Aurable products !ndustrial products "ny other 1'2'2M '121&M +M +M Table<12

$i na t io n

ith in

ty

?raph<11

of a

an y

'0.00% &0.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% *+,- or non ura$le ura$le pro uct in ustrial any other pro uct Series2

?raph<12 This graph sho3s the details of the type of product or ser)ice pro)ided by the company2 Most of them are into durable products and fe3 of the companies are into FMC? products2 !nference= '1M of the products or ser)ice pro)ided by the retail organisations are durables2 CONTENTS OF THE TRAINING What are the contents of the training programmes for ne3 and e/perienced sales personJ ,roduct 5no3ledge .elling techni%ues Mar5et 5no3ledge #egotiating s5ills .ales related mar5eting policies Competitors 5no3ledge "ny other 32222M 3+2'+M 2'243M '2 3M +M +M +M Table<13

35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% competitor "nowle ge negotiating s"ills pro uct "nowle ge selling techni.ues mar"etting "nowle ge any other sales relate Series2

?raph<13 The follo3ing graph gi)es us the details of 3hat 5ind of content is pro)ided to the sales force in the training2 They are mostly pro)ided 3ith product and mar5et 5no3ledge and selling techni%ues2 .ome of the companies also pro)ide them 3ith the negotiating s5ills2 !nference= product 5no3ledge is gi)en the highest priority in the training programme2 TRAINING AIDS USED What type of training aids are used in your training programmesJ B9 pro(ector DCA pro(ector Blac5 or White board #one 1221*M 142$3M 4'2&'M 2423*M Table<14

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% /0 pro#ector 1,2 pro#ector $lac" or white $oar none Series2

?raph<14 This graph gi)es the details about the training aids used for training the sales force2 Most of the companies pro)ide training 3ith the help of blac5 and 3hite boards1 fe3 use B9 pro(ectors and DCA pro(ectors also2 "nd lot of companies does not use any of these aids during training the sales force2 !nference= 4'M of the companies use blac5 and 3hite boards as the training aid2

INSTRUCTIONAL 'ATERIAL What 5ind of instructional materials and training aids are pro)idedJ Manuals or product leaflets Cases #one *+214M +M *2' M Table<1

manual or pro uct leaflets cases none

?raph<1 This graph gi)es the details about the instructional material pro)ided during the training2 Ma/imum number of companies use only manual or leaflets that gi)e the product details1 none of the companies gi)e the case studies to the sales force2 "nd fe3 companies ne)er used any of these materials2 !nference= *+M of the companies use manuals or product leaflets as instructional materials in training programmes2 0G-.T!B##"!:- FB: T9- ."D-. FB:C-= EFFECTIEENESS OF THE TRAINING 9as the training pro)ided to you helped you in doing your (ob 3ellJ Sery much helpful 9elpful .ome3hat helpful #ot helpful #ot at all helpful 2+2 'M &22+ M &23 M +M +M Table<1$

very much helpful helpful some what helpful not helpful no at all helpful

?raph<1$ This graph sho3s us the le)el of help that the sales force gained by under going the training programme2 !t is seen that most of the sales people get lot of help from training2 There is no negati)e impact or results of training at all2 !nference= &2Mof the sales people feel that training programmes are helpful in doing their (ob 3ell

FREFUENCY OR TRAINING PROGRA''ES 9o3 often the training is pro)ided to youJ Bnce a year Bnce in t3o years T3ice a year "ny other &'2 'M *2 'M 22&3M *2 'M Table<1&

&

'0.00% &0.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% once a year once in two years twice a year any other Series2

?raph<1& This graph sho3s ho3 many times the training is pro)ided to the sales people2 Most of the companies pro)ide training only once in a year2 Bnly fe3 companies pro)ide training more than once or e)en less than that2 !nference= most of the sales people 7&'M8 are pro)ided training once in a year2

SUGGESTION %Y THE SALES FORCE "ny suggestions for impro)ing the training programmesJ Contents Method used Trainers -)aluation method used #o suggestions 1+214M 22'*M 1424*M 22'*M $*2 $M Table<1'

'

&0.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

co nt en ts tra in er s st io ns us e us e

Series2

et ho

This graph sho3s the details about 3hat the sales people suggest about the training for its betterment2 Most of them ha)e no suggestions and fe3 of them suggest to impro)e in the case of trainer and the contents used or pro)ided2 !nference= $*M of the salesforce ha)e no suggestions for impro)ing the training programme2

TRAINING NEEDS !n 3hich areas of your selling (ob you need trainingJ .elling techni%ues #egotiating s5ills Communication s5ills ,roduct 5no3ledge Mar5et 5no3ledge :etailing operations Consumer beha)iors "ny other 222*&M *2&*M 2222*M 222$3M 2+2*4M +M 123 M +M

ev al ua tio n

?raph<1'

no

su gg e

et ho

Table1*

selling techni.ues negotiating s"ills communication s"ills pro uct "nowle ge mar"eting "nowle ge consumer $ehavior

?raph<1* This graph sho3s us the areas in 3hich the sales force feels they need training2 The rate the selling techni%ues1 communication s5ills1 product and mar5et 5no3ledge as their first priorities2 !nference= selling techni%ues 722M81 communication s5ills 722M81 product 5no3ledge 722M81 mar5et 5no3ledge 72+M8 are the areas 3hich are prioriti6ed by the sales people2 ECPERIENCE OF SALES PEOPLE 9o3 many years of e/perience do you ha)e in sellingJ +<$ months &<24 months 2 <$+ months T years +M +M +M +M Table<2+

$+

60% 50% 40% 30% 20% 10% 0% 0 to 6 months 7 to 24 months 25 to 60 months %5 years Series2

?raph<2+ This graph gi)es the details of the e/perience that the sales people ha)e in retail industry2 Most of them ha)e either $ months or at ma/ 2years2 This sho3s that most of the sales people the retail industry don@t stic5 to this industry for a long time2 !nference= sales people in this industry do not ha)e e/perience of more than 2 years2

FUALIFICATION OF THE SALES FORCE Eour %ualification2 Belo3 ..DC ..DC ?raduation "ny other 223'M * 223M 22'M +M Table<21

$1

$elow SS1, SS1, gra uation anyother

?raph<21 The follo3ing graph gi)es the educational details of the sales force in retain industry2 Most of the sales people in this industry are not highly educated2 They ha)e the minimum %ualification re%uired to do the (ob2 "lmost all of them are either ..DC pass or e)en under that2 !nference= * M of the sales people@ %ualification is ..DC2

INCO'E OF SALES FORCE Eour monthly income 7:s8 U3+++ 3+++< +++ +++<& ++ & ++<1++++ T1++++ &23 M &+2 'M 222+ M +M +M Table<22

$2

33000 3001 to 5000 5001 to 7500 7500 to 10000 %10000

Table<22 This graph gi)es the details about the income of the sales force in retail industry2 Most of the sales people get bet3een three to fi)e thousands per month2 Bnly fe3 get fi)e to se)en and a half thousands per month2 .o the income le)el of sales people in this industry is )ery less2 !nference= &+ of sales force@ monthly income ranges from 3+++ to +++2

CO''ISION AND INCENTIEES Aoes your income include commission or incenti)esJ Bnly fi/ed salary Bnly commission .ome percent commission Fi/ed salary V commission "ny other *'233M +M +M 12$$M +M Table<23

$3

120.00% 100.00% &0.00% 60.00% 40.00% 20.00% 0.00%

pe m isi rc on en tc f i4 om e m sa isi la on ry 5 co m m is io n sa la ot he r ry

Series2

fi4

on ly

on ly

so m

co m

?raph<23

This graph sho3s us the type of compensation paid to the sales people in retail industry2 Most of the companies pay only fi/ed salaries to them1 only fe3 pro)ide for incenti)es based on the performance2 !nference= *'M of sales people ha)e only fi/ed salary in this industry2

an y

$4

FINDINGS12 The companies in retail industry gi)e a lot of importance 7&*M8 to the training of sales people2 22 The training needs of sales people are assessed mostly 7*'M8 on the basis of their (ob description2 32 Most of the retail outlets 7*3M8 ha)e around 1 to them2 42 The training in most of the companies 7&*M8 is pro)ided only once in a year2 2 Most of the companies 7$3M8 do not ha)e any fi/ed budget for training their sales people2 $2 Most of the companies 72 M8 use lectures and on the (ob training 7& M8 as the training methods2 &2 The training ta5es place in the company premises itself2 '2 ,roduct 5no3ledge1 selling techni%ues1 mar5et 5no3ledge and negotiating s5ills are gi)en the most importance in training the sales force in retail industry2 *2 Blac5 and 3hite boards 7 +M8 and product manuals 7*+M8 are used as training aids in the training sessions2 1+2 Most 7*3M8 of the sales people feel training is )ery helpful in doing their (ob 3ell2 112 Most of the companies in retail industry ha)e employed sales people 3ith lo3 %ualification such as ..DC 7* M8 and ?raduation 73M82 122 Most of the retail companies 7&+M8 gi)e salaries bet3een 3 thousands to thousands per month and mostly 7*'M8 they gi)e only fi/ed salaries1 3ithout any incenti)es2 sales people 3or5ing for

CONCLUSION-

$$

The nature of training itself is undergoing a transformation2

Brgani6ational

e/pectations for training ha)e shifted dramatically2 The pronounced change is a ne3 and )igorous (ustification of the cost of training based on :eturn on !n)estment7:B!8 and organi6ational impact2 This transition has been dri)en by the competiti)e nature of the international economy2 !n :etail !ndustry 3hich is in boom from past one decade there is a drastic change in the 3ay the business is run2 .o the people in this industry are also changing 3ith more professional outloo5 3ith more 5no3ledge and s5ills to impress the consumers and ma5e good sales at the end of the day2 The study indicates that training of sales people is gi)en importance to greater e/tent to meet the re%uirements2 Basically the assessment of the training needs is done by Companies on the basis of (ob description of the salespeople2 The fre%uency of conducting the training programme to sales people in retail industry is mostly once in a year and most retailers do not ha)e any fi/ed budget allocated for training programmes2 The nature of training itself is undergoing a transformation2 "s training has mo)ed from satisfying trainees to impro)ing organi6ational and sales performance2 -ffecti)e sales training is the foundation upon 3hich long term sales success is built2 9ence the study indicates that for effecti)eness of training programmes the sales people are gi)en on the (ob training at the company premises2 Most of retail organisations ha)e their o3n faculty from the company as the trainer2 Most of them use blac5 and 3hite board in the training sessions as their aids1 and )ery fe3 use o)erhead and DCA ,ro(ectors2 The ability to generate and apply 5no3ledge is a competiti)e ad)antage and in order to sustain competiti)e ad)antage of sales people they are pro)ided 3ith product 5no3ledge1 selling s5ills1 and mar5et 5no3ledge through training2

$&

The instructional material pro)ided during the training is manuals or leaflets that gi)e product details2 9o3e)er1 case method of studies1 role<plays1 CAs is not used at all by any retailer in the training programmes2 The study has also pro)ided an insight in understanding the sales people point of )ie3 3ith regards to the training programmes that are pro)ided to them by the company2 .ales people feel the training programmes are helpful in meeting the re%uirements of the organisation2 Most of them are satisfied 3ith the training being conducted once in a year2 The areas included in training such as selling techni%ues1 communication s5ills1 product 5no3ledge and mar5et 5no3ledge ha)e ser)ed the sales people@s e/pectations to a great e/tent2 The e/perience of sales people is ranging from si/ months to t3o years2 Most of the sales people in this industry are not highly educated1 they ha)e minimum %ualification re%uired to do the (ob1 and most of them are ..DC passed2 Their salary ranges from :s3+++ to :s +++ 7per month8 3hich is fi/ed and only fe3 companies pro)ide for incenti)es based on performance 712$$M82 Finally to conclude1 the training aspects of sales people in retail industry of Bathinda are 3ell ta5en care2 The companies no3 are gi)ing a lot of importance to the training1 as it ma5es a lot of difference to the success of their business and to sustain in the mar5et2 There are a fe3 impro)ements re%uired 3hich can enable the sales people 3ith e)en better s5ills to impress1 con)ince and handle the customers )ery 3ell2

SUGGESTIONS

Their should be better %uality of trainers and the better methods of training needed as some of the sales people are not )ery satisfied 3ith them2 $'

Most of the companies pro)ide training only once in a year 3hich is not sufficient as the mar5et is )ery dynamic1 hence the sales people should be pro)ided 3ith training as and 3hen needed to update their 5no3ledge in addition to once a year training2

.pecific training ob(ecti)es should be outlined on the basis of performance parameters1 (ob description1 and type of product and mar5et2 The trainee should be helped to see the need for training by ma5ing him a3are of the personal benefits he can achie)e through better performance2 !f necessary1 a combination of training methods should be selected such as role play1 case method1 )ideo cassette>CA1 lectures1 demonstration of product etc2 The trainees should be pro)ided 3ith regular1 constructi)e feedbac5 concerning their progress in training and implementation of the ne3ly ac%uired abilities2 !n retail industry it is seen that the sales people are not highly educated1 hence1 the training content should be )ery simple and easy to understand.

$*

&+

"##-WG:18 9o3 much importance your company gi)es to training of salespersonsJ WhyJ o Sery important o !mportant o .ome3hat important o #ot at all important2 28 9o3 training needs of salespeople are assessedJ Based on o ,erformance -)aluation o Changes in products>mar5ets o Hob description o "ny other 38 What is the strength of your sales force on o "ll !ndia o Bathinda office Bathinda 1< $<1+ 11<2+ T2+ "ll !ndia 1< $<1+ 11<2+ T2+

48 9o3 often the training programmes are conducted for sales peopleJ o Bnce a year o T3o or more times a year o "s and 3hen needed o "ny otherXXXXXXX22 8 Ao you ha)e a yearly budget for training programmesJ o Ees o #o o !f Ees ho3 muchXXXXX22J $8 What are the aims or ob(ecti)es behind training your sales staffJ o !ncrease current s5ills and Cno3ledge o !ncrease sales performance o Moti)ating sales persons o "ny other XXXXXXXX

&1

&8 What methods do you normally use for training programmes for sales personsJ o Dectures o "udio<)isuals o ,roduct demonstrations o :ole playing o Bn the (ob training o Business games o Case discussions o "ny otherXXXXXX '8 Where does the training normally ta5e placeJ o Company@s premises o 9otels o "ny other22222222222222 *8 What dri)es you for training your sales forceJ o Customer satisfaction sur)ey o .ales performance o Competitor@s analysis o Management feedbac5 o "ny otherXXXXXX 1+8 Who train your sales personJ o Faculty 3ithin the company o Faculty from outside o Combination of a and b o "ny otherXXXXXXX22 118 What type of products >ser)ices you sellJ o FMC? or #on<Aurable products o Aurable products o !ndustrial products o "ny otherXXXXXX 128 What are the contents of the training programmes for #e3 and -/perienced sales personsJ o ,roduct 5no3ledge o .elling techni%ues o Mar5et 5no3ledge o #egotiating s5ills o .ales related mar5eting policies

&2

o Competitors 5no3ledge o "ny other

138 What type of training aids are used in your training programmesJ o B9 pro(ector o DCA pro(ector o Blac5>3hite boards o "ny otherXX2 148 What 5ind of instructional materials and training aids are pro)idedJ o Manuals>product leaflets o Cases o "ny otherXXX2 Than5 you 0uestionnaire for the sales force 18 9as the training pro)ided to you helped you in doing your (ob 3ellJ o Sery much helpful o 9elpful o .ome3hat helpful o #ot helpful o #ot at all helpful2 28 9o3 often the training is pro)ided to youJ o Bnce a year o Bnce in t3o years o T3ice a year o "ny otherXXXX 38 "ny suggestions for impro)ing the training programmesJ o Contents o Methods used o Trainers o -)aluation method used o "ny otherXX22

&3

48 !n 3hich areas of your selling (ob you need trainingJ o .elling techni%ues o #egotiating s5ills o Communication s5ills o ,roduct 5no3ledge o Mar5et 5no3ledge o :etailing operations o Consumer beha)iour o "ny otherXXX22 8 9o3 many years of e/perience do you ha)e in sellingJ o +<$months o &<24months o 2 < years o T years $8 Eour 0ualification= o Belo3 ..DC o ..DC o ?raduate o "ny otherXXXX2 &8 Eour monthly !ncome 7:s8 o U :s 3+++ o 3++1< +++ o +++<& ++ o & +1<1++++ o T1++++ '8 Aoes your income include commission or incenti)eJ o Bnly fi/ed salary o Bnly commission o XXXX2M of commission o Fi/ed salary V XXXXX2 Commission2 o "ny otherXXXXXX

&4

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