CJNg _ 2.jpgHi!


    My name is c.j., and here's the May 2008 issue of Psyche-Selling TM eNewsletter.      


    The month of May could be when panic begins to creep in slowly.  Some sales managers have realised that almost half the year has gone, but the sales target is still quite far off.  The solution?  Hire more sales people and conduct more sales training of course!


    Hence this month's topics:

  1. Getting the Biggest Bang for Every Sales Training Dollar You Spend; and

  2. Case Study:   Identifying the Key Influencers in Complex Sales Situations

    This issue's main article is on  "Getting the Biggest Bang for Every Sales Training Dollar You Spend", and it shows you how the paybacks in sales training are evaporated within a month, and what you can do about it 


    In brief:

  • According to research conducted by Huthwaite, 87% of what is learnt in a sales training session will be lost after 1 month upon completion of the training programme;

  • The training evaluation that the trainees filled in immediately after the training have got little or no correlation with the actual training effectiveness;

  • Rather, whether your next training will generate positive or negative paybacks will depend on if you  have a conducive environment to help trainees apply what was learnt

    To read the rest of this newsletter, pls. click here (http://www.psycheselling.com/page4.html).

Getting the Biggest Bang for Every Sales Training Dollar You Spend


by c.j. Ng

     According to research conducted by
Huthwaite, 87% of what is learnt in a sales training session will be lost after 1 month upon completion of the training programme.  That means 87% of what you spent on sales training went up in smoke, within 1 month!

     While this statistics reflect sales training, such percentages is likely to be very similar to other forms of corporate training as well.

     Other research has also shown that there is little or no correlation between training effectiveness and:

  • The training evaluation that the trainees filled in immediately after the training; or

  • The test results after the training (whether immediately or 1 month or 6 months later) to gauge whether the trainees remembered what was learnt.

     Rather, whether your next training will generate positive or negative paybacks will depend on:
  • Whether, before the training, you have set the targeted observable behavioural changes post-training;

  • Whether there is a conducive environment to help trainees apply what was learnt; and

  • Whether there are tracking systems in place to track if applying the learning points does indeed improve business results

Pre-Training Needs Analysis

     Many companies have implemented some level of training needs analysis for their staff.  However, most needs analysis are too general, and lack specific post-training behavioural changes. That means there are no indications on how the company would like to see better performance in the trainee after the training.

     Without clear objectives prior to the training, it will be virtually impossible to measure training effectiveness afterwards.

Here are some ways that companies can determine what are some of their desired post-training behavioural changes with limited manpower and resources:

  1. Evaluating performance appraisals.  Most established companies have some level of performance appraisals for staff.  Such reports usually provide clear indication of what improvements the staff need;

  2. In-depth interviews with managers.  Understand from managers’ point of view what their subordinates need to improve;

  3. In-depth interviews with staff.  NOT to ask staff what training they want, but what skills they need to help them do a better job.

     Companies that are attempting to set targeted behavioural changes for the first may want to set small and easily achievable objectives to build confidence.  There may be some behaviours that may not be easily changed with just a few training sessions, and companies have to be realistic when setting such objectives.

Building a Conducive Post-Training Environment

     Most of the learning that is lost is not so much due to trainees forgetting what is learnt, but rather they encounter difficulties when applying what they learnt.  When such difficulties are not resolved, the learning is lost.

     Hence, to help build a conducive environment that encourages application of learning points, here are some suggestions:

  • Provide some monitoring and coaching tools for managers to track trainees’ progress after the training;

  • Provide managers with the right coaching skills and encouraging them to a portion of their time coaching their subordinates after the training; or

  • Get the trainers to conduct post-training Q&A sessions.  These are not necessary refreshers, but rather Q&A sessions to help trainees implement what they learnt

Measuring the Real Value of Training

The ultimate test of any training will be whether the learning points, when applied correctly, actually delivers better business results.  These results can range from improving sales revenue to reducing costs to improving productivity or even optimize asset utilisation.

     In the case of sales training, many companies are still using sales materials dating as early as 1925.  When trainees applied what they learnt, but do not get the desired responses, these companies simply sent them back to the same training again.

Definition of insanity:   Doing the same things over and over again and expect a different result.

Hence, when measuring the value of training companies have to:

  • Monitor (either by internal staff or external consultants) whether the application of the learning points does give positive responses or results; and

  • Make necessary changes to the training curricula if you get lower-than-expected results

A Better Tomorrow?

     Does that mean that if companies are able to do the above-mentioned, it will have a very powerful and productive workforce?

Well, maybe.

A lot depends on whether companies are willing to face its own shortcomings squarely, and then not putting the blame on someone but rather take the necessary steps to improve those processes.

Directions Management Consulting will be providing advice and support to companies who are willing to take up such challenges to get better training effectiveness, and then build a formidable workforce thereafter.

For more information, please e-mail info@directions-consulting.com or call +86-136 7190 2505 or Skype: cydj001 and arrange to buy me a mocha.  All information shall be kept in confidence.

Power Breakfast Hour: 17 June 2008

Getting the Biggest Bang Out of Every Sales Training Dollar You Spend


     Join China Sales Performance Coach c.j. Ng in this one-hour breakfast meeting where he will be sharing with you the following insights:

  • How to set your targeted port-training observable behavioural changes, prior to your sales training;

  • How to create a conducive environment to help trainees apply what was learnt; and

  • How to build tracking systems for your sales training with min. resources

VENUE: Le Equilles Restaurant, Ground Floor, Xin Jin Qiao Plaza, 23 Beijing West Road (by Xizang Middle Road), Shanghai.  Pls. enter via Citadines Apart'Hotel at 55 Beijing West Road.

DATE: Tuesday, 17 June 2008


TIME: from 08:00 a.m. - 09:00 a.m.

PRICE: Just Pay for your Own Breakfast (Est. RMB 50-100)

     To make this a more conducive discussion, we are expecting a small group of about 15 people only. The previous Power Breakfast Hour session was a sold-out and over-booked event within a week of notice. Please e-mail your registrations to sales@directions-consulting.com



Case Study:
Identifying the Key Influencers in Complex Sales Situations

by c.j. Ng

Tom provides Customer Relationship Management (CRM) solutions to companies that would like to improve their sales revenue, while also retain their best customers.

One day, Tom visits a client whom he met at a Trade Show. The client’s name is Jack, and Jack is the Regional Sales Director of a large multi-national building materials company.

“You know, Tom, our company seriously needs a CRM system to track which of our sales person is servicing which customer. There has been a lot of conflicts recently due to multiple sales people calling up the same customer.” Said Jack.

“O dear….sounds like a serious problems. Can you tell me also, why else do you need to have a CRM system now?” asked Tom

“Well….we definitely will want to know who are our best customers, and then work as a team across different departments and locations to service those customers well.” Replied Jack.

“Right….so why is it that you don’t have a CRM system yet?” asked Tom again.

“O! Probably the IT department does not want to more work as it is. You know, they are just so conservative and so reluctant to make necessary improvements in our IT system!” exclaimed Jack.

“What happens if you don’t have this CRM system implemented in time? Who will be affected most?” Tom curiously asked.

“Well….let me see. My boss, our VP Global Sales, will be the most upset if the current situation is not improved. Of course, eventually if we screwed up too much, then our CEO and even the Board of Directors will sit up and take notice too!”

“And if you were to implement such a system, whose authority will be needed to complete the purchase?”

“That may be our CEO, but I don’t think he’ll be actively involved. Our VP Global Sales may be interested to find out what you have to offer, but she’ll definitely compare between different solutions.”

“Do you also need your IT department’s involvement as well?”

“I believe we will at some stage, but I believe they will be giving all kinds of excuses why we don’t need to spend on such a system, and that we, the sales team, are simply incapable of communicating with one another.”

“Who will your CEO be more willing to listen to? Your VP Global Sales or the IT guys?”

“I would say that our CEO is very sales-driven, and will likely be willing to listen to us more. However, since he’s not very IT literate, he will definitely consult with IT on matters like this.”

“What about your VP Global Sales? What are some of the concerns she has?”

“Since she’s newly promoted, I believe she’ll be very likely to want to take on some important projects. However, as she had known a few CRM failures, she will be very cautious on such matters.”

“Great! Thanks for sharing with me so much details about your company, Jack! So what do you think will be our next step?”

“It will be best if you can prepare some information on hand, and then I’ll introduce you to our VP Global Sales.”

“Sure! Can we arrange that to be on next Tuesday 3 p.m.?”

“That’s OK for me, but let me check with her. I’ll confirm with you if she’s OK.”

“Great! Thanks for helping with the arrangements.”

“My pleasure!”


  1. Who are the influencers in this sales scenario?

  2. What roles do each of these influencers play?

  3. Who will threaten the sale most? Why?

  4. What else needs to be done if this sale is to succeed?

Send your answers to info@psycheselling.com .  The entree with the most impressive answer will get a complimentary entry into the next Power Breakfast Hour session, or have c.j. buy lunch.

About PsycheSelling.com

Psyche-Selling TM is a wholly-owned brand of Directions Management Consulting Pte Ltd that specialises in the field of improving sales performance by enhancing the performance of the entire sales team.  Apart from the regular "selling skills training", Psyche-Selling TM conducts pre- and post-training analysis, interviews, monitoring and reviews, working closely with managers and even senior management, to deliver real improvements in sales leadership and performance.   

Directions Management Consulting Pte Ltd is a Human Capital Integrator that helps companies to improve business performances through people.

Psyche-Selling TM is currently a co-affiliate of the  HR Chally Group, together with  Shi Bisset & Associates, to help you identify gaps in your current sales force, and then formulate ways to help you get better results.

The HR Chally Group is a talent management, leadership development, and sales improvement corporation providing personnel assessment and research services for over 33 years.  Chally is recognised as an international technology leader in scientific assessment and prediction for selection, job alignment and leadership development, and for management assessment.  For more information about implementing Total Quality Sales Management in your company, pls. log on to http://www.psycheselling.com/TQSM-ExecBrief_email.pdf to get more insights.

Enquiries and suggestions, pls. e-mail info@psycheselling.com or visit www.psycheselling.com