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Recognizing the importance of the sales manager to the success of the organization, researchers are beginning to focus attention on the sales manager. Presents the results of an exploratory study designed to isolate differences in the training of sales managers in smaller and larger organizations. Specifically addresses training approaches, leaders, methods, environments, and content. Provides a discussion of the findings with managerial implications and future research direction.

This study examines the effects of sales training on sales force performance and customer orientation in the context of small and medium‐sized companies (SMEs). The results give empirical evidence of the importance of sales training investment as a means of increasing sales performance. However, more training investment does not imply higher levels of customer‐oriented selling. Yet, higher levels of salespeople performance and customer‐oriented selling are observed when specific training methods and content are implemented. Additionally, customer‐oriented selling positively influences sales force performance, and sales training seems to moderate the relationship between sales force performance and effectiveness. Managerial implications and applications are discussed, and suggestions for future research are presented.

The retail environment of the future is likely to be increasingly competitive. Department and specialty stores must provide services which distinguish them from the competition. One method that may be used in attaining a distinctive position entails the development of a well‐trained, skilled retail salesforce. Examines retail sales training from the perspectives of 202 retail salespeople employed by full‐service retailers. Provides insight into the amount of training which should be provided and the topics which should be included in sales training programs.

The purpose of this paper is to examine practices of and differences between small and large organizations as they relate to the training of sales managers.

Utilizing a survey approach, data were collected from a sample of sales managers and trainers employed by firms across the USA. Analysis was conducted between “small” and “large” organizations based on sales force size.

While many similarities do exist between small and large firms' sales manager training practices, some significant differences also exist in terms of teaching approaches, types of instructors, training locations, methods, and content utilized. Results of the current study exhibit both similarities and differences as compared to results of sales manager training practices found in earlier studies.

The study was based on a sample of sales managers and trainers employed by firms within the USA. Sales manager training practices could differ due to cultural differences, the industry the firm competes in, and other factors.

First, sales manager training activities show more similarities than differences between small and large firms. Second, internet‐based training methods are becoming prevalent in large firms while still struggling for acceptance in smaller ones. Third, no one type of instructor is viewed as being highly effective in either small or large firms. Fourth, senior management must support and encourage positive behavioral changes associated with sales manager training or else efforts will fail.

The current study answers the call for research to identify contemporary sales manager training practices, building upon results of previous studies.

States that little empirical work is available as a guide in the design and implementation of sales manager training programs. Examines the relationship between trainee satisfaction with sales manager training (a measure for training effectiveness) and the format, site, instructor, instructional method, and content of the program. Reports results of a survey of sales managers in field sales organizations. Indicates that training satisfaction is associated with all five issues. Offers direct implications for enhancing sales manager training programs.

The purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment).

Utilizing a survey approach, data were collected (and analyzed) from 355 members of two associations: the United Professional Sales Association and the American Society for Training and Development.

First, internal training approaches and instructors are most commonly used and perceived as most effective. Second, sales managers are exposed to a wide variety of training content as part of their training activities. Third, the frequency, duration, and assessment of training vary widely among respondent organizations.

The utilized sample of sales managers and trainers are employed by firms within the USA. Cultural differences could exist in training practices, training content, and perceptions of effectiveness among respondents from other countries.

First, sales manager training activities lie on a continuum that complicates effectiveness measurement. Second, sales manager training should be provided in the field by those who are either senior to or more knowledgeable on the training topic(s) than the sales manager. Third, internet‐based training methods are still in their infancy. Fourth, the complexities associated with the sales manager position lead to a need for varied training being delivered by diverse instructors.

Almost a decade has passed since the last empirical studies of the “nuts and bolts” of sales manager training practices were published. The current study builds on previous work by utilizing a larger sample and incorporating technology advances and new content areas (e.g. financial analysis, networking, partnering, cross‐functional activities).

The purpose of this paper is to examine similarities and differences of current state of initial sales training practices of both domestic and multinational corporations (MNCs) in Egypt. This paper begins by reviewing the cross-cultural sales training research and developing hypotheses.

A methodology section follows, including measurement instruments, sample and data collection, and validity and reliability measures. The data were collected from sales managers, marketing managers, and sales supervisors.

Results reveal that MNCs differ significantly from their domestic counterparts in the following sales training phases: needs determination, objective setting, program methods, program contents, and training evaluation.

In-depth discussion, managerial implications, and suggestions for future research are provided.

There has been very limited research published on sales training practices in the Middle East (Yaseen and Khanfar, 2009) and Egypt in particular (e.g. Attia and Honeycutt, 2012; Honeycutt et al., 2001). This research sheds further highlights on sales training practices in Egypt and adds in filling in the gap in sales training literature by addressing sales training in Egypt.

Approximately one million manufacturers’ representatives exist in the USA and their training needs are deserving of research attention. They are typically associated with small agency firms that have limited resources to arrange in‐house sales training – especially for new sales personnel. Thus, an industry‐wide survey was done to identify perceived training needs and potential demand for this program. These results provided guidance for creating an industry‐based sales training program that emphasizes personal selling and marketing skills as well as professional aspects of the job. These results also showed that agency size, program cost, and certification were important factors in demand.

The purpose of this paper is to decipher the possibility of ensuring the effectiveness of sales training by focusing on selected organization-related variables and thereafter aims at making recommendations for enhancing the overall sales training effectiveness. Variables that are under organizations’ control, like training transfer climate, training evaluation and degree of choice (mandatory or by choice) were selected for this study. The study also attempted to understand how these variables influence at pre-training stage and post-training stage.

This cross-sectional research involved both exploratory and conclusive phases. To test the postulated hypotheses, data were collected in two phases from sales executives of a large oil and gas petrochemical company having the presence across India. A total of 370 sales executives, who were the part of a sales training program, were approached twice, one before the training and once after the eight weeks of training. Data from the respondents who completed both pre- and post-training survey (255) were used for analyses.

The results indicate that all the three predictor variables – training awareness, perceived transfer climate and the presence of an appropriate training evaluation mechanism, influence trainees’ motivation to learn. The results depict that motivation to learn mediates the association between the predictor variables and the resultant variable. Also, degree of choice was found to moderate the association between motivation to learn and sales training effectiveness. The research reinforces the significance of pre-training factors in designing sales training programs to ensure its better effectiveness.

The present study captures organizational-level variables as they are under the control of the organization and can be managed. The study included both motivation to learn and training effectiveness in the hypothesized model to understand the motivational issues in a holistic perspective. The outcomes of this research strengthen the role of trainees’ motivation to learn as a connecting variable between organizational-level variables and sales training effectiveness. Thus, the outcome of this study contributes to the literature on training motivation as well as training effectiveness.

The findings of this study are significant for sales organizations or the organizations offering sales training aiming to enhance overall training effectiveness. Training managers must focus on these factors and ensure that all the pre-training organizational-level variables are very well-taken care of. This implies that the trainees need to be well informed about the training calendar, training policies, training content, expectations from them and how the program will be evaluated after training, along with appropriate positive transfer climate. Organizations should also include proper training evaluation mechanism to measure training at different levels.

This study is an attempt to decipher the possibility of ensuring the effectiveness of sales training by focusing on select organization-related variables, and thereafter aims at making recommendations for enhancing the overall sales training effectiveness. The study’s uniqueness lies in simultaneous examination of influence of various variables, and that too at two different points of time (before and after the training). These two perspectives are apparently missing in the existing sales training literature.

The aftermath of the 1990 Middle East war and the region′s subsequent exposure to Western technologies and lifestyles has contributed to an accelerated opening up of Arabic culture to Western ideas. Often relegated to a secondary role in the Arab culture, changing market conditions have helped increase the importance of many marketing functions and, in particular, personal selling. Given the increased importance of personal selling in a high context culture, such as that of Saudi Arabia, the development of a qualified salesforce should significantly improve a firm′s competitive position. This exploratory study examined the extent to which sales training philosophies and practices differ between Saudi Arabia and the United States. Findings reveal the limited extent of Saudi sales training programmes and offer insight into the future development of marketing and sales training in this Arab culture as well as implications for both Arab and foreign businesses.