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Rapidly Changing Sales, Marketing Technologies Turning Employers into Educators

Inside Sales Lead Management Featured Article

Rapidly Changing Sales, Marketing Technologies Turning Employers into Educators
 
September 02, 2014

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  By Tracey E. Schelmetic, TMCnet Contributor
 


While there is still a great deal to be said about a university education, it’s also important to note that by the time the average business major gets out of college and moves into a managerial-level job, the information he or she learned in the classroom is pretty stale.


Marketing is a high-tech process today (or, at least, it takes place via high-tech vehicles), and technology changes at breakneck paces, as do trends and customer preferences. For this reason, a formal marketing education is unlikely to be enough to build a great sales person who, in turn, might someday become a great sales manager.

In his new book, “The Marketing Performance Blueprint: Strategies and Technologies to Build and Measure Business Success”, author Paul  Roetzer notes that increasingly, the job of educating employees about sales management techniques is falling on employers and not on institutes of higher education.  For a well-prepared company, this challenge shouldn’t be an insurmountable problem.

“Rather than relying on undergraduate and graduate programs, businesses can tap into the wealth of content and experts available online to build their own internal academies and modern marketing teams,” wrote Roetzer, who summarized some of the important points of his book for the Web site Marketing Profs.

While companies should still be able to rely on colleges and universities for instilling core competencies -- such as writing -- in their graduates (we hope), businesses should take the initiative to mold their own modern marketers. Roetzer offers a number of steps companies should take to build their marketing program for sales and marketing personnel. Many of them are involved in building a solid foundation: appointing a leader, defining goals, building a curriculum and outlining a map to achieving the goals. Next, companies must operate on a one-to-one basis with employees by evaluating their knowledge and knowledge gaps, offering a support system and personalizing the material based on the individual’s existing knowledge. Finally, measuring performance and recognizing high achievers is essential to determining the program’s success.

According to Roetzer, the materials to be used depend on the size of the company and its business.

“For large-scale programs, you can implement enterprise-level learning management systems, but most organizations can run effective initiatives with spreadsheets, email, and project management software,” he writes.

The end goal isn’t only to beef up sales and marketing employees’ skills, but to build a competitive and collaborative knowledge workplace. According to Roetzer, it’s a great opportunity for businesses, large and small, to create a competitive advantage through talent.




Edited by Rory J. Thompson

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