salesforce training the effort an employer is puts forth to provide salesforce job- related culture, skills, knowledge and attitudes that should resul

TABLE OF CONTENTS

Title page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of contents vi
CHAPTER ONE
1.0 Introduction
1.1 Background of the study
1.2 Statement of the study
1.3 Research questions
1.4 Objective of the study
1.5 Research Hypotheses
1.6 Significance of the study
1.7 Scope of the study
1.8 Limitation of the study
1.9 Clarification of terms



CHAPTER TWO

2.0 Literature Review
2.1 The nature and frame work of salesforce training programme.
2.2 The need for salesforce training
2.3 Types of training necessary for the salesforce
2.4 Functions of salesforce / salespeople
2.5 Types of salesforce
2.6 The effective’s salesforce training programme as a means of achieving increased productivity of the salesforce.
References
CHAPTER THREE
3.0 Research methodology
3.1 Research design
3.2 Sources of data
3.3 Population and determination of sample size population.
3.4 The sample size calculation
3.5 Method of investigation
3.6 Questionnaire distribution
3.7 Research instruments
3.8 Description of data analysis techniques
CHAPTER FOUR
4.0 Data presentation and analysis
4.1 Interpretation of data
4.2 General discussion of findings
CHAPTER FIVE
5.0 Summary, conclusion and recommendations
5.1 Summary of research findings
5.2 Conclusion
5.3 Recommendation
Bibliography
Appendix

CHAPTER ONE
1.0 INTRODUCTION
Salesforce are known to be life wire of any organization, generally, the history of salesforce dates back to the period of industrial revolution in Europe. This was the time when mass production begins in household name in manufacturing organization in Europe. Today, salesforce as employees in both service and manufacturing organization in Nigeria are seeing as indispensable in the achievement of organizational goals.

A closer look at the opposition of employment in the Nigerian economy clearly indicate that salesforce are largely employed in banking organization, insurance companies, construction and manufacturing like hotels and tourist organization.

In other to maximize the performance of salesforce, there is always need for continuous effective salesforce training programme. The training programme became necessary because of the growing changes in the social and economic environment by which salesforce operate.

According to York and Tyson (2001:162) training in a work organization is essentially a learning process in which learning opportunities are purposefully structured by the managerial, human resources and training salesforce, working in collaboration of by external agents acting on their behalf. The aim of the process is to develop in the organization’s employees through knowledge, skills and attitudes that have been defined as necessary for the effective performance of their work and hence for the achievement of the organizational aims and objectives by the most cost-effective available.

On the other hand, salesforce training the effort an employer is puts forth to provide salesforce job- related culture, skills, knowledge and attitudes that should result in improved performance in the selling environment. The goal of building a successful sales culture in the changing global environment places new demands on training departments and requires organizations to develop innovative and comprehensive approaches that extend beyond geographic and time limitations. On- time training, on one coaching and behavioural change training are just some of the strategies companies are applying to salesforce training curricular across the country. Many organizations have decided to reengineer the training process because of increased product competition, and a better understanding of the sales process and new training techniques.
1.1 BACK GROUND OF STUDY
The Rokama Industry Limited was fully established in 1982 and produces baby Jelly, toothbrushes, air freshens, Uzzi water and also refilling of gases. The industry employed about 40% local raw materials and 60% of foreign inputs, though they mix them through what the director called valued added process.

The operations of organizations, larger small, require competent salesmen as staff. This is so because most of the salesmen employed have not been trained to do jobs as it concerns to sales in an organization. Even those who have studied in technical/ professional field of work at college must receive some initial training orientating them to the policies, practices and other ways of the particular organization which has employed them.

Long before now, some organization does not give their salesforce effective training programme. To them, salesmen will always perform. Not until recently that the started knowing the importance of effective salesforce training programme as one of the means of achieving increased productivity of the salesforce. Salesforce is an indispensable part of the marketing team that appreciates the need to be customer oriented. As a matter of fact, they are the people closes to the customer in the organization and there fore the organization depends on them (salesforce) to continually monitor the needs of customers and responses to already existing products in the market and convey such information to the organization so that they always have goods that will satisfy the customer in the market place. Because of these roles that salesforce play, it is pertinent that they are effectively trained as this will ensure effective salesforce increase productivity. The quest of this study is for effective salesforce training programme as a means of achieving increased productivity of the salesforce.



1.2 STATEMENT OF THE PROBLEM
In view of the circumstances identified above, the researcher wishes to solve the following problems. It is observed that most salesforce especially field- salespeople who work for established business organization always performs below expectation. Indeed their level of performance is extremely low. This problem is generally attributed to lack of training.

In addition to this problem, most organization which employs salespeople (salesforce) do not have an effective salesforce training programme for efficient and effective increased productivity of the salesforce. They are unable to achieve an improved selling performance for increased productivity of the firm.

There is also a share dearth of training policy in those, organizations. Also one has observed that most salesforce are unwilling to present themselves for effective training. These are some of the problems, which the researcher wishes to examine in this work.


1.3 RESEARCH QUESTIONS
1. Are salesforce of any importance to the business establishment?
2. Does salesforce of Rokana industries perform below expectation?
3. Does increased in the productivity of the salesforce depend on salesforce training programme?
4. Does motivation improve the performance of salesforce?
6. Is it necessary for organization to have training facility?
7. Does training without proper motivation effectively encourage salesforce? Performance?
1.4 OBJECTIVES OF THE STUDY
The effective salesforce training enables the salespeople to have the knowledge of the company’s produce and their applications, plus new product developments. The study is aimed at achieving the following:
i. To identify the need for or relevance for the training and development in an organization.
ii. To determine the problems experience by the salesforce.
iii. To identify various forms of training programmes which are made available for salesforce?
iv. To identify the factors militating against effective salesforce training programme.
v. To make recommendation on the best possible means for enhancing the level of salesforce training.
vi. To suggest ways of improving salesforce motivational strategy for increase productivity.
vii. To ascertain the strength of salesforce as a means of increase productivity in the organization.
1.5 RESEARCH HYPOTHESES
Ho: An increase in the productivity of the salesforce does not depend on salesforce training programme.
Hi: An increase in the productivity of the salesforce is dependent on the salesforce training programmme.
1.6 SIGNIFICANCE OF STUDY
The present study will be of immense benefit to managers and students who are interested in the salesforce training. These works will serve as a guide that will enable the managers of these companies to handle effectively day to day management of salespeople (salesforce). And also to that of the students, it enables them to increase in their scope of knowledge towards salesforce training activities.
1.7 SCOPE OF THE STUDY
This study will centre on “effective salesforce training programme as a means of achieving increased productivity of the salesforce”.

The study will lay emphasis on the pattern problem and prospect of salesforce training in manufacturing organization. The geographical area of coverage is Rokana Industry Located in Imo State.

Furthermore, the studies will make recommendation on the best possible means of enhancing the level of effective salesforce training programme in the manufacturing organizations (Rokana Industry).
1.8 LIMITATION OF STUDY
The researcher encountered some constraints in carrying out this study. Such constraints encountered are;
TIME: Enough time was required for the collection of data and other relevant facts. The researcher as a final year student has to spend most of his time traveling to Rokana Industry in the bid in search of relevant and efficient information related and particularly for the most important ones for his study.
COST: A thorough research work imposes a huge financial burden, which can not easily carry out adequately by a student for this reason; the researcher has to be restricted to Rokana industry.
INTERVIEW PROBLEM
Most people interview were unwell ling to give or release information required due to fear that their opponent or competitors may get hold of them. More also, most people interviewed not able to answer correctly the questions posed to them.
1.9 CLARIFICATION OF TERMS
i. For the purpose of this research, this word will be sued to mean the same thing and they are defined as technologically oriented individuals whose primary responsibility is to sell both consumer and industrial goods and service to buyers and buying influences industry government and institutions.
ii. Training: It can be seen as an organized procedure by which people gain knowledge and / or skill for doing a particular job.
iii. Motivation/ Motivating: This can be described as a means by which trying to force someone to perform a task or duty, and the right use of the appropriate incentives to obtain the desired result. Motivations are all those inner inertia (such as drives and desires) that is sufficiently enough to stimulate ones behaviour towards attainment of a goal.
iv. Productivity: According to advanced learner’s dictionary, productivity is increase efficiency in industrial production and also the rate at which goods are produced for effective function.
REFERENCE:

CHAPTER TWO
2.0 LITERATURE REVIEW
In this chapter, steps will be taken by the researcher to examine scholarly publications relating to the field under review. This means that conference papers, newspaper and journal articles, seminar and workshop relating to salesforce programme as means of achieving increased productivity of the salesforce are examined.

Most of the materials reviewed are presented in the following sub-headings
2.1 THE NATURE AND FRAME WORK OF SALESFORCE TRAINING PROGRAMME

Writing on the nature of salesforce training and increased productivity, York (20001:161-163) maintained that helping salespeople to become effective in their job is one of the most fundamentally important tasks in people management that any work organization has to undertake. Employers depend on the quality of their employee’s performance to achieve organizational aims and objectives; employees have motivational needs for development that can and should be met through job satisfaction.
The initiative for providing this help must come mainly from the employers. The vocabulary to describe this kind of help in the context of work includes terms such as training, development, and education and more recently salesforce training programme and increased productivity. Attempts are made by some authors to separate these terms by differential definitions. For example training aims to achieve short- term specific organization objective. Education is directed towards the long-term development of individuals.

Definitions of this kind is simple a very complicated process. What, for example is to be said about the universally accepted term “salesforce training”. This process is certainly not concerned with short term objectives and certainly includes education and increased productivity of the salesforce processes. As the common denomination of almost these terms in learning, it is better to see training as a learning process, as defined below rather than to engage in debates about semantic differences.
There is no adequate all embracing term to describe this process, although “work-directed learning” comes close to our view. In meantime, the world “training” will be used throughout in discussing the process in the widest possible context, starting with the following comprehensive definition as a foundation for effective practice.

According to Okorie Festus (20002:5), in his Lee way to Skillful selling defined salesforce as a vital Link between the manufacture and distributors and users. It is often said that the advent of mass advertising has reduced the stature of the salesman to the role of mere order takes.

Salesforce training learning opportunities are purposefully structured by the managerial, human resource and training programme working in collaboration or by external agents acting on their behalf. The aim of the process is to develop in the organization’s employed, the knowledge, skills and attitudes that have been defined as necessary for the effective performance of their work and hence for the achievement of the organizational aims and objectives by the most cost effective means available. The importance of using a comprehensive definition as a basis for practice is that it focuses attention on the main aim of training, that is effective performance leads logically to certain importance conclusions and question arising from the definition that determine the degree of effectiveness in practice such as;
1. Training is always a means to an end and not an end in itself. Unless it leads to the effective performance of work it inevitable incurs a waste of valuable resources.
2. Precise definition of the requirements for effective performance in terms of knowledge skills and attitudes by means of job analysis is of fundamental importance.
3. Because it is directed towards effective performance of work, it must be seen as an integral and vital part of the whole work system.
4. Since managers are responsible for the effective performance of work to achieve the organizational aims and objectives, they logically must have the responsibility for ensuring that employees are effectively trained for this purpose. Management must take the initiative in setting up resources and monitoring the effectiveness of the training system and its provision in practice.
5. Whilst management bears the man responsibility of all salesforce in the organization are involved in the training task. Effective practice requires the collaboration of managerial human resource and salesforce training.
6. The purpose of training may be achieved by a variety of means example by planned work experience in a series of different job, by planned experience within on job, by formal training at the work place or at training centres. The sole criterion for choice of method in whatever is most likely to achieve the training aim.
7. The, development of an organization’s human resources applied to all its employees form the most senior in the field of work. When training is defined in traditional narrow terms, it tends to be directed towards junior and middles grades of employees. But all employees are likely to need training of some kind throughout their working lives for increased productivity of the salesforce (salespeople). It surely could not be assumed that senior salesmen, on whom so much depends, have no need for further learning especially in view of the demands of economic, social and technological changes in the present times.
8. Because of the vital contributions that training makes to the development and increased productivity of the salesforce and the achievement of organization’s aims in any shape or form must themselves be trained for the task, e.g full and part time trainers, managers and supervisors.
Similarly, stricken (1994:362) while writing on the principle of training for salespeople maintained that inferences should be laid on future need for developing and training of salespersons power. This circumstance suggests that a necessary part of any managerial job no matter what is special function may be is manpower planning. As yet this aspect of his responsibility is still ignored by many planned training is essential to develop and improve existing skills to need the needs that future products, markets and production will require. In the study undertaken by the U.S.A. National planning Association’s centre for priority analysis, Dr. Leonard Lecht come to a major conclusion on, which he reveals in his book manpower need for national goals in the 1970’s. The fact is that if the united state continues with its existing modes of employment, education and training only efforts to meet its national goals will be constrained by substantial Labour shortages. This will be in spite of substantial advances in technology and automation, for with each there is brought into being a further demand for additional manpower and new labour skills.

If the above point is agreed as applicable, in general, to most advance western countries it is worth nothing very briefly some of the thinking in this area and how it relates to salesforce training.

The institute of personnel management published in 1967 a study perspective in manpower planning by several members of the Edioburgh Group. In this, it was stated that there are two very good reasons why all organizations should objectively study their manpower resources; expected problems in recruiting personnel with special skills; changes within the organization arising from a search for increased efficiency and greater increased efficiency and productivity have a direct relationship to the ability of salespeople and it is this area, which is surely the concern of any trainer.


2.2 THE NEED FOR SALESFORCE TRAINING
It is important to emphasize that the environment of all companies is dynamic. Its principal factor is such an environment is the impact of technological change. It can cause continual revision of the product. Its application and customer requirements.

Be that as it may, Stranchen (1978):364) maintains that there is also the equally profound effect of competitive action and reaction. There is no doubt that many companies are dedicated to the policy of “first in the field”. Certainly, much sales activity is often engendered by the action of a principal competitor.

So the sales organization has a need for training that is not merely born from pressures created internally in terms of planning and selling objectives. There are external pressures resulting from a continually changing operating area, which demand that salespeople be up to date in both product knowledge and selling skills.

According to York and Tyson (2001:163) write that an analysis of training need is an essential prerequisite to the design and provision of effective training. It should however be noted that the type of training to be accorded to salespeople recruited for the selling of consumer products differs greatly from those employed for the sale of industrial products.

Morden A.R. (1987:512-513) while deliberating on the contents of sales representatives training said that, most salesforce training covers the following areas:

2.3 TYPES OF TRAINIGN NECESSARY FOR THE SALESFORCE
Salespeople are usually exposed to two types of training right from the period that are recruited to the time when they either resign or retire from the active service of their employer. These training are;
1. The type they usually receive to get them adequately started on the job, which is normally referred to as either the induction , initial, or indoctrination training or programme, and.
2. Those that management may later arrange at regular intervals to further improve and enhance the productivity of salesforce which we call either the subsequent or continuous training.
2.4 FUNCTIONS OF SALESFORCE/ SALESPEOPLE
The salespeople have been described as the vital link. They are life wire of any organization. Even though the economy may expand, unless the salesman ensures acts as a spur to the economy, in selling his goods in his firm’s factory. In turn, this means continued prosperity to the supplier of materials and services to the factory and employment for the supplier’s work- people. The salespeople’s function therefore is far wider than the mere persuasion of buyers to place order. In the society, they occupy an important worth- while role and they contributes materially to the expansion of the economy.

When examined in greater details, the salespeople are which can depend upon individual company policy include some or all of the followings:
1. The presentation, demonstration and sales of his company’s goods. Negotiation on quality, price and delivery, explanation and presentation of company policy.
2. The continuous examination of the market and reporting on competitive methods, products and prices. Reporting on shortages, over supply and changes in trading conditions.
3. The maintenance of adequate stocks of his company’s goods by distributors and users.
4. The continuous acquisition of knowledge of his company’s products and their applications, selling points and the benefits to the users.
5. The advice and instruct dealers, their staff in the sale and display of his company’s products.
6. Prospecting for new outlets and the extension of his company’s influence on his territory.
7. The maintenance of good customer relations.
8. The obtaining and maintenance of satisfactory displays for his company’s goods.
9. Recommendation of credit for customers, assessment of their premises, organization, standing and influence, in the acquisition of satisfactory trade references.
10. The collection of outstanding accounts and avoidance of bad debts.
11. The handling of complaints from distributors and users.
12. Implementation of sales promotion schemes.
13. The maintenance of satisfactory records of expenditures, handling of correspondences.
14. The proper care and maintenance of any of his company’s property, which has been entrusted to his charges.

2.5 TYPES OF SALESFORCE
According to Ugiagbe (2002:112) while writing on industrial salesperson classified salespeople (salesforce) into the following:
1. The sales Engineer: Thus sales person is technically trained and he calls upon purchasing agents, plant engineers, production supervisors, etc. products sold are normally complex and technical in nature. The sales engineer may be the original equipment manufacturers (OEMS) or distributors or users customer. This type of industrial salesperson is an engineer who sells.
2. The executive salesperson: This salesperson possesses a high degree of competence. The sell for manufacturers or distributors standardized industrial products like computer, software programs and consulting services, company insurance advertising, etc to purchasing directors, personnel managers, production and data production managers. The product and services sold by the executive salesperson are not used for further production, but they are required in the supplies salesperson.
3. The Industrial supplies salesperson: The sell for manufacturers or distributors standardized industrial products such as component parts, raw material, processed materials etc. They are technically oriented and trained. They have knowledge of production machinery processing. Generally, they sell to original equipment. They deal more within purchasing agents.
4. Inside Sale person: The inside salesperson is basically a phone salesman. They do not work in the field; they sell through phone from within the manufacturers’ facilities. Inside salespersons are used where customers are already established and where personal sales calls are not required. They are less expensive to train and they do not require field expenses such as car, travel meals, Lodging and entertainment. They have assigned territory and are responsible for accounts within those areas.
5. The Missionary salesperson: They work with industrial customers and middlemen in a consulting or an advisory capacity. The are involved with indirect sales that may accrue from helping a customer with technical assistance aiding the distributor salespeople. This type of salesperson does not sell but can be instrumental in future sales.
2.6 THE EFFECTIVE SALESFORCE TRANINING PROGRAMME AS A MEANS OF ACHIEVING INCREASED PRODUCTIVITY OF THE SALEFORCE

Writing on the effectives, salesforce, training on the performance of productivity of salespeople. York (2001:167) is of the view that:
a. Training is a learning process and not a trainer oriented process.
b. The trainer is essential a catalyst in the process. As Galileo is reported to have said, “You cannot teach people anything, you can only help them to learn.
c. In the practice of training, trainers need therefore to:
i. Show why people need to learn contain things, how it will help them, how their learning fits into a total picture and the relationship of parts to a whole e.g the rational of a whole training programmes and of a single subject in a course.
ii. Make training as experimental and active as possible, that is using real work as the learning medium or methods that relate to real work as closely as possible.
iii. See that people learn from good examples and practice as quick as possible.
iv. Use an imaginative approach, involving interesting, varied and stimulating methods for learning, supported by helpful audio visual and similar aids.
v. Be interesting and stimulating themselves through their own presentational skills.
vi. Structure learning, so that people have regular assessments of their performance and achievement.
REFERENCES
Shaun Tyson and Alfred (2001:161-167) Essentials of human resource management Sydney press London. Fourth Edition.

M.C. Nwaogwugwu and M.A Ugiagbe (2002:111-112) Industrial Marketing in Nigeria. Uderbiuwa press Nigeria. First Edition.
Stranchen M. Charles (1994:362-367) Training and Development of salespeople. The Dryden Press New York Fifth Edition.
Modern A. R. (1987:513) sales management (the total systems approach) Ludan Press London. Third Edition.

Still R. Richard et al, (1976) sales management, Decisions, policies and cases Ebgle wood Cliffs, Prentice Hall inc. New Jersey
Okorie .F.R. (2002:5-7) Leeway to skillful selling Mantle publishers Nigerian First Edition.
1. Consult the recommended normal as a guide for proper referencing.
2. Discuss the theories models relevant this study.
3. Follow the outline in the faculty format strictly.
4. Effect corrections and re-submit proceed to .

CHAPTER THREE
3.0 RESEARCH METHODOLOGY
This chapter describes the research method adopted for the entire study. The following sub-headings will be discussed under this chapter.
1. Research design
2. Sources of data
3. Population and determination of sample size population.
4. The sample size calculation
5. Method of investigation
6. Questionnaire distribution
7. Research instruments
8. Description of data analysis techniques.

3.1 RESEARCH DESIGN
The study utilized a survey research design. The researcher sought opinion of management staff, salesforce instructors, straining officers in the Rokana industry. Survey instrument was deemed the most appropriate for gathering the data required for the study, since survey design centres on people, their beliefs, opinion, attitude and behaviours (Best:1984).
3.2 SOURCES OF DATA
The data contained in this research study are made up of a combination of primary data and secondary data. The primary research sources provide most of the information and data used in the work.
In obtaining these data the primary data was sourced through:
1. Direct interview
2. Administered questionnaire
While that of secondary data were sourced through published journals, textbooks, and conference papers as well as past project works.
3.3 POPULATION AND DETERMINATION OF SAMPLE SIZE
The population of the study comprised 50 staff and 150 trained salesforce in the four departments/ sections in the Rokana industry for the study.

DETERMINATION OF SAMPLE SIZE POPULATION ACCORDING TO THE INDUSTRY
S/N0 Industry Management staffs Management staffs Higher qualification Trained officers Total
1. Admin 5 10 25 20 60
2. Personnel 4 5 15 15 39
3. Marketing Dept. 6 8 20 25 59
4. Accounting 5 7 10 20 42
Total 16 14 30 40 100


3.5 METHOD OF INVESTIGATION
The methods of investigation of the study include the followings:
a. Questionnaires
b. Interview
c. Observation
The questions in the questionnaire are divided into two parts with combination of both closed and open ended question. Part one of the questionnaire seek to gather information about the person being questioned while part two seek to know the effective salesforce training programme as a means of the salesforce, and how it motivate salespeople. Interviews were also conducted and operational processes personally observed.
3.6 QUESTIONNAIRE DISTRIBUTION
The questionnaire meant for this study was distributed to various people in the firm. Such as below:
Departments Higher qualifications (Top management) Sales instructors (middle management) Management staff (lower management) Trained
Officers Total
Administrative Dept 8 2 4 11 25
Personnel dept. 7 3 5 5 20
Marketing dept. 9 7 3 20 39
Accounting 6 2 4 4 16
Total 30 14 16 40 100

The above, showed a total of one hundred questionnaire which was distributed and only fifty percentage) by the researcher.
3.7 RESEARCH INSTRUMENTS
The research instrument distributions which the researcher used are as follows;
i. By mail
ii. Personal visit
1. PERSONAL VISIT: This approach can also be called face to face personal interaction with the personalities concerned for the purpose of carrying out the project; visits were made to the company and also to the various departments.

DESCRIPTION OF DATA ANALYSIS TECHNIQUES
To aid analysis and promote understanding, the researcher used statistical tools in carrying out the analysis of the different hypothesis stated in chapter one is chi-square.

The chi- square method of testing hypothesis is depicted by X2. This method of technique is simply used because it reveals the relationship between variables and more importantly applicable in the testing of hypothesis.
The formula and its application are explained in chapter four.






CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS
This chapter focused on data presentation and analysis of results collected. The result collected was based objectively on those question naire administered to the management staff of Rokana industry. The questionnaires were distributed and collected.

A total of one hundred questionnaires were administered by the researcher through the management staff which is 16, salesforce instructors 14, higher quantifications 30, and trained officers 40.

On fifty were actually collected (representing percentage) observed through the research study.
TABLE 4.1
SEX RESPONSES RESPONSES%
MALE 30 60
FEMALE 20 40
TOTAL 50 100
From the table above, it can be observed 60% representing 30 respondents were made while 40% representing 20 respondents were female.
TABLE 4.2
AGE REACKET RESPONSES RESPONSES%
15-25 5 10
25-35 20 40
35-45 15 30
45-55 10 20
TOTAL 50 100

The table above, shows the age of people the questionnaire were administered to 10% of the respondents are from between the 15- 25 years, 40% from 25-35 years, between 35- 45 years 30% were interviewed while 20% were interview while 20% were interviewed from the age of 45-50years.




TABLE 4.3
QUALIFICATION RESPONSES RESPONSES%
SSCE 10 20
GCE 19 38
ND 11 22
B.SC. 9 18
OTHERS 1 2
TOTAL 50 100

From the table above, it shows that 20% representing 10 respondents are SSCE holders, 38% representing 19 respondents have their qualification as GCE while 22 representing 11 respondents obtained ND while 18% representing 9 respondents have B. SC qualification other qualifications not indicated have only 2% representing and 1 respondent.




TABLE 4.4
QUESTION 1
DO YOU HAVE SALESFORCE IN YOUR ORGANIZATION?
QUALIFICATION RESPONSES RESPONSES%
YES 50 100
NO - -
TOTAL 50 100

From the table above, it shows that out of 100% represent 50 respondents agreed to have salesforce in their organization while no respondent disagreed.
TABLE 4.5
QUESTION 2
WHAT TYPE OF SALESFORCE DOES YOUR ORGANIZATION HAVE?

TYPE OF SALESFORCE RESPONSES RESPONSES%
EXECUTIVE SALESFORCE 15 30
INDUSTRIAL SUPPLIER 20 40
INSIDE SALESPEOPLE 5 10
MISSIONARY SALESPEOPLE 10 20
TOTAL 50 100
From the table above, it can be observed that 30% representing 15 respondents claimed their company employed salesforce executive, 40% representing 20 respondents said that they have industrial supplier salespeople, 10% representing 5 respondents agreed to have inside salespeople, while 20% representing 10 respondents claimed to have missionary salespeople.
TABLE 4.6
QUESTION 3
ARE SALESFORCE OF ANY IMPORTANCE TO THE BUSINES ESTATELISHMENT?

ALTERNATIVE RESPONSES RESPONSES%
YES 48 96
NO 2 4
TOTAL 50 100

From the table above, it can be observed that 96% representing 48 respondents said that salesforce are important while 4% representing 2 respondents said no.
QUESTION 4
If yes, of what importance are they?
a. The respondents said that the salesforce present, demonstrate and sale their company’s product.
b. They maintain a good customer relation.
TABLE 4.7
QUESTION FIVE
IS IT TRUE THAT SALESFORCE PERFORM BELOW EXPECTION?
ALTERNATIVE RESPOSENSES RESPONSES%
YES 35 70
NO 15 30
TOTAL 50 100

From the table above, it shows 70% representing 35 respondents said that salesforce perform below expectation while 30% representing 15 respondent said no that they do not perform below expectation.

QUESTION 6
IF YES, WHAT ARE THE REASONS?
a. The respondents said that some of the salespeople/ salesforce are unwilling to present themselves for training.
b. The salespeople are not given adequate training by their organization.
TABLE 4.8
QUESTION- SEVEN
DOES INCREASED IN HE PRODUCTIVITY OF THE SALESFORCE DEPEND ON SALESFORCE TRAINING PROGRAMME?

ALTERNATIVE RESPONSES RESPONSES
YES 43 86
NO 7 14
TOTAL 50 100

From the above table, 86% representing 43 respondents agreed that the increased in the productivity of the salesforce is depend on salesforce training programme while 14% representing 7 respondents disagreed.

TABLE 4.9
QUESTION EIGHT
DO SALESFORCE REQUIRE MOTIVATION?
ALTERNATIVE RESPONSES RESPONSES
YES 45 90
NO 5 10
TOTAL 50 100
From the research table conducted above, 98% representing 49 respondents agreed that motivation improves the performance of salesforce while, 2% representing 1 respondent said that no matter how motivated a worker may be without the ability or skill, he cannot perform.

TABLE 5.1
QUESTION ELEVEN
IS IT NECESDARY FOR N ORGANIZATION TO HAVE TRANATIVE FACILITY?

ALTERNATIVE RESPONSES RESPONSES
YES 30 60
NO 30 40
TOTAL 50 100

From the table above, it can be observed that 60% representing 30 respondents agreed that it is necessary for an organization to have train facility while 40% representing 20 respondent disagreed or said no.



TABLE 5.2
QUESTION TWELVE
WHAT TYPE OF TRAINING POLICY DO THE MANAGEMENT ADOPT?
TYPES OF TRAINING RESPONSES RESPONSE 5%
INDICTION 23 46
OFF THE JOB 17 34
ON- THE JOB 10 20
TOTAL 50 100

From the table above, it shows that 46% representing 23 respondents claimed that the type of training they adopt is induction, 34% representing 17 respondents said that their company has off- the job training while 20% representing 10 respondents said they have on the joy type of training.


TABLE 5.3
QUESTION THIRTEEN
DOES TRAINING WITHOUT PROPER MOTIVATION EFFECTIVELY ENCOURAGE SALESFORCE PERFORMANCE?


ALTERNATIVE RESPONSES RESPONSE %
Yes 5 10
No 45 90
Total 50 100

In analyzing the table above, it can be observed that 10% representing 5 respondents agreed while 90% representing 45 respondents said that training without proper motivation cannot increase the performance of salesforce.
4.1 INTERPRETATION OF DATA
The hypoth4eses would be tested in this chapter by using chi-square in table 4.8 which says:
Ho: Increased in the productivity of the salesforce does not depend on salesforce training programme.
Hi: Increased in the productivity of the salesforce is depend on salesforce training programme.

OBSERVED RESPONES
ALTERNATIVE RESPONSES RESPONSE 5%
YES 43 86
NO 7 14
TOTAL 50 100

ALTERNATIVE RESPONSES RESPONSE% TOTAL
YES 43 86 129
NO 7 14 21
TOTAL 50 100 150

Ei = Total row X total column
Total of row and column score

X2 (Oi – Ei)2
Ei
ALTERNATIVE YES NO
RESPONSES 50X129 50 X 21
150 = 43 150 = 7
PERCENTAGE 100 X 129
150 = 86 100 129
150

X2 (Oi – Ei) 2
Ei


(43 -43)2 + (86 – 7)2 + (7- 86)2 +
43 7 86

(14 – 14)2
14

= o + 891.6 + 7 2. 6 + 0
= 964.2 = observed
Level of significance is 5% = o.o5
Degree of freedom =(C – 1) (R-1)
= (2 – 1) (2-1) = 1
C = Number of column in contingency table
R = Number of row in the contingency table
X2 = 0. 05, 1 = 3.841 = critical value since the observed is greater than critical value; we reject Ho and conclude that increased in the productivity of the salesforce is depend on salesforce training programme.
4.2 GENERAL DISCUSSION ON FINDINGS
This study tried to show the impact of effective salesforce training and motivation as an increased productivity of the salesforce. Salesforce are known to be the life wire of any organization. Therefore, in other to maximize the performance of salesforce there is always the need for continuous training and motivation. The training programme become necessary because of the growing environment by which salesforce operate.

Motivation is an essential requirement consequently, even when the zeal to work hard is naturally present in the worker, it could not be manifested because he or she feels that the efforts would neither be recognized nor rewarded.

It was observed from the research conducted at the Rokana Industry that salesforce needed different types of motivation as stated earlier such as remuneration, etc to make them become more effective.

It could be drawn from the research conducted that salesforce perform below expectation poor motivation given to them.

CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS
This indicate that helping salesforce to become effective in their job is one of the most effective in their job and also the most fundamentally important task in salesforce management that any work organization has to undertake or embarked on

The initiative for providing this help must come mainly from the employers. The vocabulary to describe this kind of help in the context of work includes terms such as training, motivation, education/ learning and effective seminars and workshop.

Training in a work organization is essentially a learning process in which learning opportunities are purposefully structured. The aim of the process is to develop in the organization’s sales knowledge, skill and attitudes for the performance of their work and achievement of the organizational aims. There are many types of training, but limiting it to salesforce training.


5.2 CONCLUSION
The effective salesforce training programme as means of achieving increased productivity of the salesforce is a function of three major variables, the motivation, and learning. Therefore, the performance of salesforce for increased productivity is as a result of the interaction between their training skill and motivation.

In view of this, where training is lacking inefficient and no matter how motivated the salesforce may be, they can not perform effectively similarly, no matter how skillful or able the salesforce may be, if he lacks motivation such latent capability cannot be transformed into performance. From the research conducted, it was found that 90% of the respondents said that training without motivation cannot increase or improve the performance of the salesforce.
5.3 RECOMMENDATIONS
The following are the researcher’s recommendations to further improve the level of training and adequate motivation in increased productivity of the salesforce.
The training programme should be properly co-ordinate and also corrective measures should be applied where deviation from the planned objectives occurred.

Motivation should be given to salesforce / people as at when due to improve their performance.

It was observed from the research study that most organizations that employ sales force lack training officers that will carryout the organizational responsibility of training their salespeople. Therefore, management should from time to time employ well trained officers.

Finally, proper and adequate training programme of salesforce enables the company to ascertain its salesforce strength for effective field work.

SUGGESTIONS OF AREAS FOR FURTHER STUDY
Here, it enhances the researcher investigate some areas that are not covered. Therefore, the areas include the following;
i. Salesforce recruitment and selection
ii. Effective communication with the salesforce
iii. Supervision and evaluation of salesforce
1. Salesforce recruitment and selection- The salesforce recruitment are categorized into two such as: a internal and external sources of recruitment. Under the internal sources, it shoes that firm so decides to recruit the needed man- power from its existing employees while external sources are those from outside the organization. The selection tools enable the organization. The selection tools enable the organization to select the most qualified individuals among the applicants who applied.
2. Effective communication with the salesforce enables the sales manager to receive effective quality information from the salespeople in order to be able to measure their performances in their different territories.
3. Finally, supervision and evaluation of the salesforce is the process of directing, coordinating and inspecting the efforts of salespeople to attain both company individual goals.