Introduction to Sales - The Sales Process

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When a salesperson engages a customer and begins selling a product or service, it's the beginning of the sales process.
This is a series of events that the seller will go through with a customer. Sales professionals use the sales process to begin a transaction, and hope to close the process successfully by making the sale.
The Sales Process
The sales process is subject to variation. It can be a long process or a short one, depending on the type of product, how much it costs, and who the potential customer is.
Though there are different versions of the process, several common elements remain the same. The approach covered in this topic has five stages:
1 - finding potential buyers.
2 - qualifying.
3 - presentation.
4 - closing the sale, and
5 - asking for referrals.
Reducing Barriers
Following an effective sales process is essential for sales professionals to be successful. If the requirements for each stage of the process are handled properly, it can reduce the number of barriers, known as objections, that can block a sale.
Objections can arise because the salesperson is selling the product to the wrong market, not asking the right questions, or making presentations that aren't geared toward customers' needs.
Exercise - Why Using a Sales Process?
Why do professional salespeople use the sales process?
1 - To successfully initiate and close a sales transaction?
2 - To successfully manage the administrative functions associated with a sales transaction?
3 - Or, to successfully incorporate the selling company's corporate message into sales strategies.
The answers here are obvious.
Option 1 is a correct option. By completing each stage of the sales process, a salesperson can increase the chance of successfully initiating and closing a sales transaction.
Option 2 is incorrect. The sales process is not specifically designed to help oversee or manage the administrative functions associated with a sales transaction. The process is intended to provide a pathway to a sale. (...)

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Tools in Decision-Making Processes

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Problem-solving and Decision Making Strategies - Tools in Decision-Making Processes

Understanding decision-making styles and the use of decision-making styles.

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Decision-Making Process

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Problem-solving and Decision Making Strategies - Decision-Making Process

Understanding an effective decision-making process.

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Problem Solving Process Traps

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Problem-solving and Decision Making Strategies - Problem Solving Process Traps.
Details the five types of mind traps and gives you the opportunity to practice.
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ADDIE: Training and Development Professionals' Guide - Training Processes and Plans

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Although organizations' training needs differ, a formal five-step training process should be followed: determine training needs, design the training program, deliver the training, evaluate the training, and finally, monitor and measure outcomes.

Determine training needs
The first step in the process is to determine training needs using needs analysis and by verifying and clarifying expressed needs through surveys and interviews. Learning and development managers then need to propose a training program and gain approval and funding for it. 

Design the training program
Once you understand the training needs of the organization and have the initial approval, you can design the training program to meet these needs. This step includes determining what participants, content, measurements, delivery sequence, delivery methods, facilities, media, and instructors are appropriate and setting a schedule for the training program.

Deliver the training
Once the training program has been designed, you deliver the training, ensuring that all logistical issues have been considered and addressed.

Evaluate the training
After delivering the training, you need to evaluate the training to ensure that it has met its instructional goals, that results have been improved, and that the expected outputs are being produced.

Monitor and measure outcomes
On an ongoing basis, you need to monitor the outcomes of the training, measure the return on investment (ROI), and ensure that any gains from the training are maintained. Because training can be expensive and because it should help an organization meet its strategic targets, the training plan needs to be thorough and feasible. How formal this document should be is dependent on the size and culture of the organization.

Training Elements
Effective training plans should contain the following elements: challenges and opportunities and strategies of the organization, training's strategic goals and objectives, how work and jobs are designed, organized, and managed, competencies required to reach organizational objectives, training system required by the organization and what it will look like in the future, and resources and ROI expectations. 

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