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RJ Reynolds

Sales Training Entry Program Binder. Trainer's Guide.

Date: Jun 1985
Length: 661 pages
504821552-504822212
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Fields

Type
MANUAL
REVISION
Site
Sales
Best Jw
Dir Sales Organization Development
Request
Order
19960800
Minnesota
1rfp52
1rfp93
Mangini
Court
Named Person
Rjri
Rjr Intl
Rjr
Kfc
Heublein
Del Monte
Sealand
Aminoil
Compumark
Rjr Development
Kroger
Revco
*7 Eleven
American
B&W
Liggett
Lorillard
Philip Morris
Cerretani Supermarkets
Reynolds, R.J.
Ti
List, O.F. Parent, C.O.
List, O.F. Subsidiaries
Archer
List, O.F. Officers
Sanders
Rjr Foods
Morton Frozen Foods
Arrow Liquers
Coastal Valley Canning
Beaulieu Vineyard
List, O.F. Rjri Officers
Ftc
Gasp
List, O.F. Stores
Doe, J.
Jones
Midtown Tobacco
Abc
True Checks
Acs
Ctr
Hhs
Nhlb
Education & Research Foundation
Ama
Harvard Medical School
Washington Univ
List, O.F. Natl Institutes, O.F. Health
Veterans Administration
American Heart
American Lung
Univ, O.F. Ky
Niehs
Nichho
Nida
Va
Univ, O.F. Ca
Aha
Ala
Nih
Ara
Jones & Sons
Canteen
Servomation
Us Treasury Dept
True Check
Hixon, J.W.
X, Y. Z Vending
Automatic Vending Service
Quality Vending Service
Staw, M.W.
Maxwell
Nascar
Natl Family Opinion
Referenced Document
Robinson-Pactman Act of 1963 (630000), 630613. Cigarette Merchandising Manual. Merchandisers and Component Parts Catalog. Merchandisers and Component Parts Assembly Instructions Manual. Pss Instruction Manual. Ims Trainer's Manual. Facts You Should Know B
Date Loaded
27 Feb 1998
Author
Rjr
Box
Rjr2220
Characteristic
Marginalia
Brand
Camel
Camel 85
Camel Box 80
Camel Lights 100
Camel Lights 85
Camel Non Filter 70
Now
Salem Lights Menthol 85
Salem Ultra Lights Menthol 85
Vantage
Winston
Winston 100
Winston 85
Winston Box 80
Winston Lights 100
Winston Lights 85
Winston Ultra Lights 100
Winston Ultra Lights 85
Barclay
Bright 85
Bright 100
Camel Lights Box 80
Doral
Doral II 85
Doral II Menthol 85
More
More 120
More Lights Menthol Box 100
More Menthol 120
Now 100
Now Menthol 100
Now Menthol 85
Salem
Salem Lights Menthol 100
Salem Menthol 100
Salem Menthol 85
Salem Slim Lights Menthol Box 100
Salem Ultra Lights Menthol 100
Vantage 100
Vantage Menthol 85
Vantage Ultra Lights 100
Vantage Ultra Lights 85
Vantage Ultra Lights Menthol 100
Vantage Ultra Lights Menthol 85
Belair
Benson & Hedges
Bright
Cambridge
Carlton
Century
Century 85
Century Lights 85
Century 100
Century Lights 100
Chesterfield
Doral 85
Doral Menthol 100
Eve
Kent
Kool
L&M
Lark
Lucky Strike
Marlboro
Merit
Newport
Now 85
Now Box 80
Now Box 100
Old Gold
Pall Mall
Parliament
Philip Morris
Players
Raleigh
Richland
Saratoga
Satin
Silva Thins
Sterling
Sterling 85
Sterling Menthol 85
Tareyton
Triumph
True
Vantage 85
Viceroy
Virginia Slims
Winchester Little Cigars
B&W Brands
Lorillard Brands
Generic Brands
Alpine
American Brands
Winchester
More Lights Box 100
Multi Filter
UCSF Legacy ID
nhm55d00

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SALES TRAINING ENTRY PROGRAM Co:nmodity No. 084566 Revised 6/85
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NEk SALES REPRESEr:TATIVE TRAINIt,G The Sales Training Entry Program has beer. developed to set the best possible foundation for a new Sales Representative's future develop- ment. The prograff.will contribute significantly to the Company's ultimate goal -- to sell more RJR cigarettes and tobacco products. Selling techniques and working habits formed during the first year of a Sales Representative's career remain throughout the Representative's selling life. It is Division Management's responsibility to train new Sales Representatives to become fully productive. The importance of this function cannot be over-emphasized. The training process, therefore, is one of the most vital accountabilities for Field Sales Management. The Trainer should keep in mind that the training process is not just a matter of teaching. There is a great difference between teaching and demonstrating. By teaching, you impart your knowledce to the Sales Representative, by demonstrating you show the techniques of how to sell. A combir.ation of teaching and demonstrating is essential for well-rounded training. It is very important that only one Manager take the Sales Representative through the first eleven-week period. Afterward, the Division Management team should continue the training process. CROSSTRAI?:I\G AND RETRAINING - The STEP materials can be used in two additional training situ- ations: (1) When Representatives have been newly assigned to vending, military, or direct accounts; (2) When Representative performance warrants a review or retraining in a specific area. kfien evaluations or Work Withs indicate a problem or problems in specific accountabilities, Division Management should institute appropriate retraining immediately. Retraining may consist of coaching and correction in the field, or the Trainer may wish to bring the Representative to the Division Officer for a refresher session using the appropriate modules and print materials. Copyright, R. J. Reynolds Tobacco Company, 1964. AAll Rights Re- served.
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THE PROGRAM t Classroom Training Classroom training consists of a combination of audiovisual training modules, assigned reading, and workbook exercises. This fo=at provides the RJR Sales Representative a structured introduction to the knowledge and procedures which he or she eventually will be required to understand. Except for the first and last module, each filmstrip has built-in program stops chat break each presentation into easily assimilaced sections. The Representative is referred to specific portions of the STE? Binder to examine in detail, or for reinforcement, issues coveraci briefly in the filmstrip. The Sales Representative is given reinforcement testing at each program stop. These tests should be self-scored, allowing the individual to gauge his or her own comprehension. Examinations There are also two Examinations to be used as a guide for Division '!anage-ent. One comes at the beginning of Week 4 and'che other is given at the end of the training period. These Examinations contain recall and comprehension items, is well as items designed to test the Representative's ability to apply new knowledge and skil:s. The Sales Representative should be advised at the start of the eleven-week period, that these Exams will be given. Division Management should not assign specific home study prior to the Exa=s. Instead, the Sales Representatives should be told that the Exam w___ cover everything that they have learned up to the testing point. The Examinations have a dual purpose: (1) To measure the retention, understanding, and application of objective data and (2) To help Division Management and the new Sales Representative identify areas which need further development. To further these objectives, the test items have been grouped by subject area (i.e., ACCOCNTABILITIES). This forn.at permitF Divisicn Management to easily identify any area in which the Sales Represen- tacive needs further development. For example, if one-half of the responses to ACCOUNTABILITIES are incorrect, Division Management knows that further development may be needed with the Sa:es Repre- sentative in this area. I un TG-2 ~
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One or two incorrect answers do not usual2}• indicate a pro~le-. l:owever, a great mar.y mistakes indicates additior.a: deve:opme-;t is necessary for the Representative to acc,uire a sufficient mastery of the basic information. The Trainer should review both Exat:inations with the Representat_•:e. This interaction and the early detectic:, cf mistakes in applicat_on or ur.derstandir.g will be of profound benefit to the learner. ?he true value of testing is the measure of compreher.sicr, and ski:l development noted within an individual area cf study. IhSTRL'CTIONS TO THE TRAINER are attached to each test packet, gi•::ng directions for administering the Exam to the Sales Represer.ta::.ve. All Exams should be maintained in the Division Office as a part of the Sales Representative's permanent record. Modules and Print Materials Each Sales Representative proceeds through the series at his or her ow:n speed. Since each filmstrip is a self-contained package, the Representative will be able to exar.ine and review each section at a schedule suited to his or her availability. This allows the Repre- sentat:ve who wishes to cover a particular section in detai] to do se until he or she feels comfortable and proficient in the under- standing and use of the information presented. Though the STEP program concentrates orn standard knowledge and uniform procedures, certain information and corresponding procedures may be different in some areas. The Sales Representative shou:d be advised of these specific differences where applicable. The eleven modules of the audio-visual program are outlined along with Directions and Notes to assist the Trainer in obtaining maximur, benefit from the prograz. Prograr,m stops in each presentation are indicated. These breaks indicate the placement of review exercises, except f or RJR AND THE INDL'STR], SMOKING AND HEALTE and PURSUIT OF EXCELLENCE Modules, which have no exercises. There are other important elements of each prograr including ques- tion and answer sessions, and assigned reading/study (includes reading and study in the STEP Binder and in other resource manuals) No homework shonld be formally assigned during the STEP Progran. The assigned reading and study should be given on the designated days during the progra^. Except for Weeks I and 8, which have two prograr; ed classroorrm days, there will be no more than one full classroom day per week throughout the training program. r
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Time needed to complete the work is shown in the Trainer's Guide and scheduled during the normal work day. During the eleven-Meex program, a Sales Representative may request the projector and modules for use on his or her Swn time. This is acceptable; hoL- ever. at no time should management suggest or imply that home study is expected. Timin The base training period is one year. During the first eleven weeks, the Sales Representative will become proficient in the basic skills and knowledge needed to become a productive member of the division team. The initial twelve days are structured day by day. In the third week, the program becomes more flexible, allowing the Sales Representative to progress at his or her own pace. Frcm time to time, high priority matters develop which demand Tar.- ageTent's immediate attention, or a holiday will fall dur_ng t:e early part of the program. 67hen this occurs, and the training process is interrupted, it should be resumed at the point of inter- ruption and continued as outlined until the first twelve days are covered. The flexibility of the third week should alloa vou to catch up. ~ ~ Each new Representative will rrogress at a different rate. '•hen mastery_,of a given area of study is achieved, toe Represeatative and the Trainer indicate sign-off by jointly initia:ing the «eexl;• Sign-Off Sheets printed on the reverse side of the weekly Sched- ules. This signifies that both Trainer and Representative agree that sign-off criteria for that section have been inet. At the end of the eleven-week period of study, a Comprehensive Sign-Off Sheet is initialed, indicating satisfactory completion of the STEP pro- gram. gram. If at any point, sign-off is not achieved, the Trainer may lengthen the study period beyond eleven weeks. However, the eleven-week schedule should be adhered to, if possible. As soon as possible, preferably in the twelfth week, Division wanagement not involved in the standard eleven-week training program should work with the new Sales Representative to help identify specific areas for further development. An action plan should then be developed including Object:ves, '-;ork Withs, T/A's, etc. as needed to continue the development process. During the remainder of the 12-month base period, special training emphasis should be g:ven in any areas needing further development. TG-r
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C~isres.tzon of `la:eria;s '••he.^n the e'_e•:ec-weer• pregram is conc:udec, tne Tra.ner is resr_-.s- ibie for making sure that all materials used for training a:e returned to the Division Office. The `.:orkbocK Exercises can be retained by the Representative :s .: resource for review and study. The Trainer's Guide contains m.:- eriais a•hich wiil be used throughout the training period, so a new Trainer's Guide packet should be ordered for each new Saies Representative tra:neo. All other materials ccill be maintainec' ..% the Division Office for re-use. TG-5
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Oy-THE-JOB TRA:N:::G Because effective sales techniques are best taught by example and coaching, the on-the-job portion of the STEP program is of critical importance. There are three primary advantages to OJT: (1) You, the Trainer, can demonstrate proper technique and behavior :n real-world situations rather than in simulation; (2) The Trainee perfurms actual work, under your guidance, which allows him or her to -,ake an orderly transition from classroom to iob; and (3) You and the Trainee can critique job perfornance immediately after it occurs se that bad habits and/or any misunderstanding can be corrected before non-productive patterns emerge. 0JT requires Trainer attention to all details of the job; therefcre, preparation and planning should be done prior to each session. And, most importantly, thorough review of each call should be routine. RJR now provides a unique new tool for the STEP Trainer to facili- tate 0JT sessions: The four-part set of Tracking Exercises for Systematic Selling and a t:acking exercise for PSS. irackir.g Exercises - SysteWatic Selling :he Tracking Exercises are a cor.trol and check on imp:erentation of the Six Steps of Systematic Selling. There are four exercises of progressive complexity which should be perfor-,ed by either the Trair.er or Trainee depending upon who is making the call. Instruc- tions are specified on the Weekly Planning Sheets. As the name indicates, these exercises are all you or the Sales Representative need to "track" one another during calls. You will find copies of the four exercises at the back of this binder in the quar.tities you will need to perform them according to the Plar.nir.g Shee:s, i.e., one copy of Exercise #1, two copies of Exercise 42, six copies of Exercise #3, and three copies of Exercise #4. On the left side of the page are the steps to be tracked. On the right are 12 boxes, representing calls on accounts. The observer places a check mark in the appropriate box when he or she sees that the step was accomplished correctly. Exercise #1 determines recog- nition of each step. Exercise #2 through 04 contain progressively more detail concerning what must be done during each step. F.xercise n4 also contains important reminders about contract preparation. By performing these exercises with the Sales Representative, and coaching him or her after the call, you reinforce good call techni- ques and help him or her become fully aware of the procedures to follow within each of the six steps.
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Tracking Dcercises - PSS The tracking exercises are a control and check on the correct use of PSS skills. It is not expected that you will be able to track evei;, tire a skill is used throughout a call. However, these tracking exercises can be helpful in identifying areas of eorpetency as well as areas needing further developrient. For exarT)le, the Sales Representative could be making very good use of probing skills; howvver, he ma}• not be supporting by introducing appropriate benefits. The PSS tracking exercise is divided into Customer Response and Sales Representative Skill use. Jin alphabetical or numerical system should be used to record the customer remarks/responses and the S R's skill use. For exarrple: 1 could be used for the opening by the Sales Representative. If the customer reacts with indifference, you could note 2 next to Indifference under Customer Response. The Sales Representative's use of skills to respond to the customer's indifference would also be 2. The next custamer response would be 3, etc. It may be helpful to write da.•n key words on the forrr. to assist you in reviewing the skill use with the Sales Representative. By coaching the Sales Representative after the call, you can reinforce good use of PSS skills. Tracking exercises-PSS are to be used during calls made in week 8 after the conpletion of PSS training, and during the INLS presen- tation on Tuesday, week 9. The trainer may, at his/her discretion, determine if continued use of the tracking exercises-PSS is necessary after this point. Sales Information System If your Division is on the S I S System, you will note the references to the Hand-Held Corrputer throughout this program. In rrbst cases, you will need to refer to the Hand-Held Manual for answers to any questions.
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This Trainer's Guide provides the planning tools with which you control and monitor the Representative's progress. Take advantage of it by preparing yourself thoroughly for each classroom session and each call. By using your training resources wisely, you can reinforce positive work habits as well as ensure that the Repre- sentative obtains the best possible results from his or her re- taining experience. Although the prograr is designed in part for individual use by the trainee, there can be no substitute for your presence and involvement throughout the eleven weeks of basic study. The following steps comprise recommended training procedures: 1. On the first day, SET THE TONE FOR FUTURE INTERACTION with the Representative. Stress your accessibility and desire to help him or her succeed. Set the "rules of the game": frankness, honesty, openness, hard work, and goal-oriented activity. Discuss your goals and expectations and those of the Repre- sentative. 2. ARRANGE A SUITABLE CLASSROOM SETTING: quiet, traffic-free; all training materials set up and ready-for-use. Have additional paper and pencils on hand. 3. When possible, BEGIN EACH DAY WITH AN OVERVIEW of the day's agenda. CLOSE EACH DAY WITH A REVIEW AND QUESTION/ANSWER SESSION. Clarify all misinterpretations as they occur. 4. ALLOW THE TRAINEE TO VIEW THE MODULES AND PERFORM THE EXER- CISES ALONE, but be available to answer questions and make training points at each program stop when necessary. 5. Make every effort to CONTACT RETAIL CALLS as outlined in the Guide. ON-THE-TRADE ACTIVITIES SHOULD RELATE TO THF. CLASSROOM MATERIAL just covered. The Trainer must address only those areas to which the trainee has already been exposed (e.g. do not become involved in correcting merchandising problems before the Sales ` = Representative has gone through the merchandising segr..ent of STEP.) The Tracking Exercises and Objectives listed on the Sign-Off Sheet for each week reflect a progressive learning sequence and you must provide on-the-job training which incorporates the points to be learned for that week as well as those from previous weeks. 6. During the first three weeks of on-the-job training, you should CONCENTRATE ON THE SIX STEPS OF SYSTE*SATIC SELLING and nct dwell on merchandising, contracts, or compliance problems. These will be covered in detail in Weeks 4 and 5. If you uncover a merchandising problem or opportunity, explain briefly that the situation will be covered in detail in Week 4 (carton merchandising) or Week 5 (package merchandising). Then make a note on the Master Store List and reschedule those calls for the appropriate week. 0 TG-8

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