Regarding the methodology of creating Sales Academies, can pose a scheme of work considering four phases of implementation. First, you need to know, or possibly define, the business model of the organization. In this section we aim to develop processes and threads of work, the sales strategy of the company, taking into account the current and potential customers and the study of competition. Associated with this process we have to identify and/or design management tools, which are linked to the sales model. At this point, it is also necessary to define the duties carried out by the seller and the supervisor and the business profile in terms of skills and knowledge necessary for excellence. It should be also associated with the performance indicators and tools for control and measurement.
Second, would proceed to the analysis of skills, in terms of skills, and current knowledge of the trade. This allows us to identify areas of development of each person, depending on the outcome of the comparison with the profile defined in the first phase.
Once the diagnosis of departure, define, thirdly, the training and development actions needed to ensure that our sales reach excellent performance, setting these actions in itineraries tailored to the specific needs of each individual. For the implementation of these actions we will consider the application of multiple training methods, combining classroom training with a highly practical e-learning and training in the workplace.
Finally, we would put in place monitoring processes. On the one hand, individually, about how each salesperson develops from active participation in the Academy. Moreover, at the enterprise level, on the impact of training on business results. To do this, we have to use individual progress indicators and business indicators, establishing an initial measurement and successive measurements through multidimensional databases, along the formative period established in the Sales Academy.
In OVERLAP Consultants we have identified also a number of success factors in implementing the Sales Academies. These factors relate to the involvement of senior management and the controls from the beginning of the project of creation of the Academy, on the one hand, and, secondly, the establishment of a communications plan that positions the Academy as a strategic element within the company, reaching different groups of the organization and with special emphasis on the collective goal of the Academy. Also, establishing action plans for each participant and follow-up by his immediate superior, is another factor helping the Academy achieve its objectives.
In conclusion, we could say that the fundamental objective of the Sales Academies try to get a professional sales force and excellent, to establish a channel of constant adaptation to market requirements, thus achieving a key positioning ahead of competitors.