Objective
(a) To enable the participants to sincerely believe in the concept of customer satisfaction. The ultimate objective of all the actions of the corporation and its employees is to achieve customer satisfaction. It is not only necessary to understand the meaning of customer satisfaction but also to sincerely believe in it so that it automatically becomes the underlying basis of all the actions and decisions that an employee takes in an organisation.
(b) To enable participants to understand key marketing and sales concepts which will assist them in developing effective marketing & sales plans for their territories so as to increase market share as well as in achieving sales target on a regular basis.
(c) To enable the participants to get a better insight into the area of dealer location, appointment and development.

Content
SESSION 1 - Customer satisfaction concepts

(a) What is professionalism?
How does it lead to automatic "teamwork" and "customer satisfaction." Lack of professionalism is what leads to most of the conflicts, delays in decision making and customer dissatisfaction in an organization. But what is "professionalism?" Most people have misconception of what professionalism is. Our definition of professionalism is that "all decisions should be made in the best interest of the organization even if it hurts an individual's personal interests." Our definition suggests that teamwork would be "automatic" and there will less conflict in an organization. Automatic teamwork will lead to higher levels of customer satisfaction and effective handling of customers and colleagues (internal customers). Apart from being motivational, discussion on this topic will generate an awareness among the participants that all decisions and actions should be taken in the best interest of the company which is critical for customer satisfaction and for the success of any organization. This definition also serves to bring home the point that we need to serve our internal customers properly ignoring the biases, the petty politics and egos. So long as the work to be done or information to be obtained is in the best interest of the company, the same should be done. This will automatically lead to external customer satisfaction.

(b) Moment of Truth
A "Moment of Truth" occurs when employee and the customer have contact. When this occurs what happens is no longer directly influenced by the company. It is the skill, motivation, and tools employed by the firm's representative and the behavior and expectations of the customer that together result in customer satisfaction or dissatisfaction. The idea has been borrowed from bullfighters who used the term to describe the moment when the bullfighter faces the bull in the ring. Inspite of all his training and preparation, a wrong move by the bullfighter or an unanticipated move by the bull can result in a disaster. Similarly, when employees and customers interact, a careless mistake by the employee or an unanticipated request by the customer can result in a dissatisfied customer. Crores worth of investment in facilities, infrastructure and products/service can go waste if the interaction between the customer and the employee is not managed effectively. Any mistake at the time of "Moment of Truth," when the employee meets the customer can be disastrous for business. It is hoped that awareness of this concept will lead employees becoming more conscious of improving their skills in handling customers as well as in increasing internal customer satisfaction as their colleague could be in a "Moment of Truth" situation. Hopefully, after getting to know this concept they will go out of their way to help their colleagues so as to achieve higher levels of customer satisfaction, both external and internal.

(c) Positive Attitude
Sales people need to have positive attitude. The subject will be discussed briefly. Positive attitude also results in positive personality.

SESSION 2
(a) Importance of Customer Satisfaction
The cost of attracting a new customer is estimated to be five times the cost of keeping a current customer happy. It requires a great deal of effort to induce satisfied customers to switch away from their current suppliers. Unfortunately, most marketing theory and practice center on the art of attracting new customers rather than retaining existing ones. The emphasis traditionally has been on making sales and transactions rather than building relationships. The focus has been on pre-selling and selling rather than on caring for the customer afterward.

Importance of retaining customers through customer satisfaction will be highlighted by discussing an example whereby a successful company can grow without any marketing effort. In fact, it will be suggested that such a company can eliminate the marketing department completely. It is found that this example generates a lot of discussion among the seminar participants and ultimately the participants realize the importance of retaining customers with higher levels of customer satisfaction and effective after-sales-service. All employees play a key role in retaining customers. The importance of customer satisfaction will also be conveyed through the concept of "CUSTOMER MATH" developed by Avinash Narula.

SESSION 3 - Key marketing & sales management concepts
(a) Effectiveness vs Efficiency
It is important to understand the difference between "effectiveness" and "efficiency" to enable the executives to understand the importance of developing an effective strategy for their territory. Participants will learn that it is not only necessary to work hard but also to work smart. A simple example will be used to explain the concept.
(b) What is marketing strategy?
According to Peter Drucker, "The objective of marketing is to make selling superfluous." It is obvious that a thorough understanding of what marketing strategy is important. What is marketing strategy? What are its components? What is its significance to an executive? How can understanding of marketing strategy make a field sales staff more effective? This session will also highlight the role of field staff in implementing and modification of strategy. Discussion on this topic will assist the field sales staff in better understanding the strategy proposed by the head office which will improve the implementation of the same.

Second Day

SESSION 1 - Sales & dealer management concepts
(a) Theory of Pipeline
With a Short Case Study from Trainer's Own Experience) Avinash Narula's experience suggests that field sales people are always putting out fires, that is, trying to meet monthly targets at the end of the month or achieving targets by pushing dealer's inventory high. Mr. Narula's "Theory of Pipeline" states that a company including its field sales people should continuously work towards building a pipeline of customers which can be classified as either HOT, COLD or WARM. In practice some of the customers will buy immediately, some after a month and some even after a year. Usually, the problem is that a continuous effort is not made to continuously fill the pipeline and fires have to be out at the end of every month. "Theory of Pipeline" includes developing dealer network on a continuous basis so that the benefits of these developments in terms of sales are realised on a continuous basis. Discussion on the subject will motivate field sales staff to continuously build a pipeline by continuously developing the dealer's resources and abilities as well as monitoring on a regular basis whether the dealer is building a pipeline of his own or not. Dealer's pipeline is ultimately the field sales staff's pipeline. The discussion will also highlight the need to monitor dealer's retail sales and not just wholesale to the dealer.

(b) Selling Features vs Benefits
Usually, most of us focus on discussion of features while selling whereas we must focus on converting the "features" into "benefits for the customer." Customer is not buying the features but rather he is buying benefits. This session will be devoted to practicing how to convert features into benefits. Discussion on the subject will assist the participants to improve their selling skills to customers.

SESSION 2
(a) Sales Process
The sales process will discussed including how to overcome objections as various ways in which closing can be done.

SESSION 3/4
(a) Introduction to Distribution/Dealer Network
A brief discussion on what is the importance of distributor network to an organization. How a company can establish a competitive advantage through an effective distributor network? Impact of technology on distribution networks will also be touched upon.

(b)Improving Market Representation
(Locating, Selection and Appointment of Dealers) Appointment of the right dealer is very important. It could mean the difference between success and failure in the marketplace. Discussion will highlight the need to properly scan the market for suitable dealers rather than choosing from the options which are easily available. Proper selection and appointment of effective dealers is key to success. Mr. Avinash Narula has had tremendous experience in locating and selecting dealers. The subject will be discussed with examples from Mr. Narula's experience.

(c) Dealer Development - By Building Relationship & Trust
Building a trusting relationship with the dealer is critical for building a strong dealer network. A strong relationship can be built by taking the following actions :

(i) Convincing dealers of the benefits of the actions being suggested by the field staff. Dealers usually resist any suggestion by company's personnel to improve business if it involves spending money. Mostly this happens because field sales staff, usually do not explain the benefits of an action to the dealer rather it is thrust on the dealer as policy. Participants will be urged to discuss the benefits of actions with the dealer so that the dealer is motivated positively to implement the suggestions of the field staff. Participants will be asked to convert actions required by the dealer into benefits. Focus will be laid on convincing dealers to take certain actions to improve sales by discussing with them the benefits of each action.

Field sales staff should sell ideas and benefits that will accrue to the dealers when suggesting actions for implementation. We should not approach the dealer with a "Take this action because we say so or this is our policy" attitude but with "If you take this action, YOU will have the following BENEFITS" approach.

(ii) By treating dealer's resources as your own (not literally, of course) while making suggestions to improve business By doing so the dealer will consider the field sales staff as an integral part of his business and will accept the suggestions of the field staff without any resistance.

(d) Increasing Sales Through Penetration of the Market

(With a Short Case Study from Trainer's Own Experience in the Tractor Industry) This case study will assist the field sales staff to understand how to increase penetration of the market. The case study will also highlight the importance of understanding the dealer's territory.

Format
The contents will have an appropriate mix of theory and practical applications with more emphasis on the later. In order to make the program more interesting, we may incorporate short case studies from Avinash Narula's experience in the industry to emphasize key learning outcomes. Wherever appropriate, we will incorporate role plays, games and case study. The training program will be highly interactive, that is, participants will be involved in discussion. The Trainer will use examples from his own 25 years of experience in industry.