situation
Enterprise A is a lighting enterprise with sales of 200-300 million yuan/year in Zhongshan City, Guangdong Province, and it is a medium-sized enterprise in the industry. With the gradual maturity of the industry, especially the acceleration of foreign brand market strategy, the sales growth rate has been stagnant in recent years.
The company realized that in order to develop and grow in the "tough battle" and "protracted war" in the future market, it is necessary to establish a professional sales team. To this end, the company has formulated an employee training plan, and invested hundreds of thousands of yuan in employee training every year, about 5,000 yuan/person. The intensity of training investment is not small, but the effect is very small.
Mr. B, vice president of marketing of the company, asked the sales manager and the training specialist of the human resources department to study the countermeasures.
The training specialist of the Human Resources Department said: "Everyone has a high enthusiasm for coming back for training, which also reflects that the hired teachers speak very well and the language is wonderful, which is close to actual combat. I hope the company will organize more training. In addition, we have also compiled the Marketing Practical Manual and the Retail Practical Manual, which are also distributed to all offices and require regular study. "
The sales manager said, "According to your arrangement, we have established a training system for regular office business meetings, requiring the office manager to train business personnel for 2 hours every week. But to be honest, most offices have done it, but business people generally reflect it. "
Mr. b was lost in thought, ...
First, the training of marketing personnel frequently asked questions
1, the form of internal training is more than the content, and it lacks systematicness and continuity.
With the deepening understanding of learning organization, more and more enterprises realize the timeliness and pertinence of internal training and communication. Therefore, the human resources department has set up a training specialist to recruit part-time internal trainers, but the effect is generally unsatisfactory. There are two main problems: first, the training specialist is not the backbone of the business system, so the training content or the textbooks compiled are divorced from reality and lack the systematicness of theory and actual combat; Secondly, it seems that internal trainers can make up for the shortage of training specialists. However, the lack of training methods and skills greatly reduces the training effect. At the same time, it is difficult to guarantee the training frequency and time, which leads to poor persistence and difficult to guarantee the effect.
2. The effect of external training is not reflected in the performance and work behavior of the organization.
Aware of the shortage of internal training, we hired external trainers and consultants for training. The content explained by external trainers may be systematic and practical, but it needs to be "digested and absorbed" within the enterprise, and the trainer's systematic thinking achievements and the successful experience of other enterprises should be applied to specific businesses to ensure that the training really plays a role. The reality is that most enterprises have not done enough in "digestion and absorption". Even if there are, they are mostly simple questions and answers, exams and so on. , especially the closed-book exam. What everyone writes at random is basically superficial, and it is euphemistically called "rigid first, then digested". It can be said that external training only makes the individuals of the training participants increase their knowledge and raise their awareness, and the results of training are often not reflected in organizational performance or work behavior.
3. There is no classified management of training, and the training needs and contents are misplaced and out of touch.
The extreme state of dislocation and disconnection between training demand and training content is "training for training". The main reason is that the training work is hastily prepared, and the training needs are "patted on the head" by individuals. Although this kind of situation is common, it belongs to the personal working ability and consciousness of the training organizer, so let's not mention it for the time being.
There are great differences in the acceptance and effect of training among high, medium and grass-roots enterprises. Middle and high-level personnel need a deep understanding of marketing concepts and theories, and what they need is a deep understanding of marketing practical skills, which is then reflected in specific marketing strategies and marketing strategy formulation, sales team management and so on. Grass-roots employees need to be familiar with and master marketing strategies, marketing strategies and business skills. What they need is to understand and understand marketing concepts and theories in order to enhance their understanding of marketing strategies, marketing strategies and business skills. Give an example of shopping guide training. Shopping guide training can be divided into high, middle and grass roots, but the content of middle and high level training should be how to build an effective shopping guide training system. How to effectively combine shopping guide training with the changes of customers, competing products and products, and what tools and methods are there? The content of grass-roots training is mainly product knowledge, shopping guide skills, customer psychological analysis and so on. And clearly explain what the shopping guide should do. Say what? If the content of grass-roots training is given to middle and high-level people, they are not interested (fully capable of self-study) and think it is a joke (a waste of time).
Generally speaking, the focus of advanced training is "knowing why", and external training is the mainstay; Grass-roots employees should pay attention to internal training while paying attention to "knowing what it is". General electric, Motorola and other multinational companies generally arrange internal training and external training.
Second, improve the effectiveness of training strategies and methods
The above mainly summarizes the common shortcomings and reasons of enterprise marketing training from the aspects of marketing personnel training, content and object. The crux of the problem lies in that the content orientation of external training and internal training is generally clear, but the way to exert the effect and the orientation of training are vague.
1. Pay attention to "digestion and absorption" to improve the effect of foreign training.
The system theory and actual combat framework of external trainers must be combined with actual combat cases, especially with the industry where the enterprise is located, which is of course a good guarantee of "digestion and absorption". Everyone knows this, and it is not difficult to do it. It's just a matter of choosing a coach. The next important issue is the specific ways and methods of "digestion and absorption". The disadvantages of the exam have been explained above. Here are two effective ways to improve the quality of "digestion and absorption" of foreign training.
A, "strike while the iron is hot" method, that is, apply the training content to quickly analyze and solve problems. Specific steps:
Firstly, students are required to write 3~5 solutions to the problems in their work according to the contents explained by the trainer; Secondly, according to the solutions provided by students, find a few people with better ideas, viewpoints and methods to form a group to form a more comprehensive and systematic solution; Finally, let all the students learn the plan and compare which ideas and methods are explained by the trainer and which are the students' own ideas.
In this way, students can not only "digest and absorb" the training content in time, but also record their training experience in time, which can be described as "killing two birds with one stone".
This method is suitable for all levels of training, which can not only mobilize the training atmosphere, but also be easy to operate. Of course, it may prolong the training time, but it will have a "twice the result with half the effort" effect on the training effect.
B, "fuzzy repetition" method, that is, students repeatedly explain the training content, so as to deepen the understanding of the training content. As the saying goes, "if you understand it, you don't necessarily want to understand it (not effectively combined with actual work), and you don't necessarily understand it." Specific steps:
First of all, students are required to explain according to the contents of the training handout and the actual situation and cases of the enterprise. The time requirement is foreign teachers1/3 ~1/2; Secondly, students are required to write or collectively discuss 3~5 solutions to the problem; Finally, check the training time directly to understand the training process (for example, by checking the number of trainees and the records of trainers, etc. ) and collect solutions to the problem.
This method is especially suitable for the middle level, which can not only realize the training of the parties, but also spread the training content within the organization and expand the influence of the training. There are two main difficulties in operation: first, the middle managers' personal communication and interpretation skills are insufficient; Second, it cannot be effectively organized and implemented.
The above two methods can be used not only as management tools to improve the digestion and absorption of external training, but also as evaluation tools to check the overall effect of external training.
2. Establish an internal training responsibility chain driven by business timeliness.
There is a proverb in China: "If you haven't eaten pork, you don't know its taste." External training only provides systematic knowledge, thinking methods and successful experiences of other enterprises, and needs to "internalize" the methods and norms for thinking and doing things for this enterprise system. The reason why most of our enterprises' external training has no "effect" is that we have not paid enough attention to the "internalization" link and failed to do it. Here are three effective ways to improve the quality of internal training.
A, take the performance management system as the traction, and implement the training responsibilities of line managers at all levels.
Performance management emphasizes the performance closed loop from planning, commitment, guidance to evaluation, so as to realize the comprehensive management of performance results and realization process. The essence of performance management is to ensure the implementation of goals and plans. The standard of performance commitment is that the superior and the subordinate reach an agreement on the goal and reach a * * * understanding of the work plan to achieve the goal; Performance guidance means that superiors promptly correct and dispel the deviations and doubts of subordinates in the process of implementing plans and achieving goals. It can be said that effective performance commitment and guidance is the most appropriate and effective training.
B, the implementation of business meeting training system, the implementation of team learning and communication.
Many enterprises have established the training system of regular business meetings, but few of them can really adhere to it effectively. To do a good job in the training of regular business meetings, we must first do a good job in the training and ideological work of line managers and form a training culture to educate subordinates within the organization; Secondly, standardize the management of training handouts. Most of them have done routine training in business meetings, but the main reason for the poor effect is that the trainers "cram for the Buddha's feet temporarily" and rely on "improvisation", which leads to everyone's lack of interest and mood; Finally, formulate corresponding training incentives. Clarify the positive and negative incentive system for regular business training, and adhere to both material and spiritual incentives.
C develop diversified experience summary and communication channels for internal trainers.
The experience summary of internal trainers is mostly the essence of actual combat in this enterprise, and it is also difficult for foreign trainers to understand and know. The problems existing in internal trainers are poor systematicness and lack of explanation methods and skills. , but it can't be completely blamed on them. According to different contents and different groups of people, design channels for internal trainer experience dissemination. For example, for internal trainers who are not systematic and structured or good at expressing, we can consider letting them write practical cases to spread their experience; For internal trainers who are systematic, structured and expressive, they can prepare complete handouts, spread them dispersedly and explain them centrally.
Concluding remarks
We often say two words: "learn from learning, use western learning" and "exercise in practice, grow through struggle", and the same is true of training. The "catalyst" function of external training is indispensable, otherwise it will be "arrogant" and "sit on the well and watch the sky", but don't forget that internal training is "fundamental". Incorporating external training and internal experience exchange into the organized daily internal training management can achieve a good result with twice the result with half the effort, thus achieving the purpose of improving execution through training. This is the real solution of "improving ability through training".