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Global Sales Training Steering Committee

Global Sales Training Steering Committee. New Hire Subteam Update December 13, 2000. Team Members. Robert Koehler Randy Hoch Yvonne Macredie Pat Pefley Kim Burkland-Ward Betsy Podriznik Nancy Tiernan (Co-Leader) Paula Panto (Co-Leader). Global Sales Training Steering Committee.

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Global Sales Training Steering Committee

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  1. Global Sales Training Steering Committee New Hire Subteam Update December 13, 2000

  2. Team Members • Robert Koehler • Randy Hoch • Yvonne Macredie • Pat Pefley • Kim Burkland-Ward • Betsy Podriznik • Nancy Tiernan (Co-Leader) • Paula Panto (Co-Leader)

  3. Global Sales Training Steering Committee New Hire Program Comparison Matrix (Draft only) Data Research Matrix - Sample

  4. Example: CPCG Bootcamp Intro to Compaq (with HR) • Compaq Global Sales New Hire • Overview of the company • Product/Solutions/Services that company sells Generalists (what to sell) PRODUCTS SOLUTIONS SERVICES Science of Selling 2-day Workshop (the how to sell) Customer Services Professional Services Example: Storage Specialists CUSSP, TAS, Executive Selling Recommended Global Sales New Hire Model Complete within Week 1 of hire Complete SEP within 3-4 weeks Of hire Complete within Weeks 2-6 of hire Complete within 3-12 weeks Of hire Mentoring/OTJ Complete by end of a Given quarter. Complete within first Year of hire (based on Account assignment)

  5. What New Hire ‘Programs’ Exist Today • TTS • New Hire Kit • Trained to Succeed • CPCG Boot Camp • CS New Hire Kit Generalists (what to sell) PRODUCTS SOLUTIONS SERVICES PRODUCTS SOLUTIONS SERVICES Science of Selling 2-day Workshop CPCG Boot camp Training Services Roadmap • Fast Start • New Hire for CS Specialists CUSSP, TAS, Executive Selling

  6. Global Sales New Hire - Goals • Improve job performance • Streamline current sales new hire onboarding processes company wide • Support and improve consistency of the sales new hire orientation and sales program infrastructure • Provide platform for sellers to become star performers

  7. Milestones • Data collection (end of December) • Identify gaps (mid-January) • Design/Development of Global Sales New Hire (Jan-mid Feb) • Determine delivery vehicle (Jan-mid Feb) • Implementation Strategy (mid-Feb – March) • Evaluation strategy (April)

  8. Risks • Buy in from current New Hire program leaders • Timeframe for implementation • Effective executive sponsorship for global support

  9. Open Issues for New Hire Sub-team • Global available resources to provide data collection • Priority setting with current job workload • Executive sponsorship • Implementation • Ongoing maintenance and resources • Funding

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