As we know, Sales and Marketing teams have the same goal of trying to get products out to an audience and sold.  However, the fact that the two groups measure their goals differently, (e.g. short term vs. long term, volume vs. profit, innovation vs. realities) means that cooperation is not always as effective as it could be.  However, training can help ease the divide and support successful product launches.
           
In a recent interview, Tina Tranfaglia took the time to help SMT detail some of the ways that training can support both marketing and sales groups, before, during, and after a product launch, Before a product is anywhere near launch, training can help sales and marketing connect by helping groups connect the dots- aligning goals, team building, and even going through training together to provide a shared vision.
 
When it comes to specific projects then, training must continue in that facilitation role:
 
“For each new product launch, there are new things for the salesforce to learn—perhaps a whole new product category or segment, compelling research/data that led to the launch (the target, positioning, consumer response to the product), specifics of the new product and how it works, how to demonstrate its efficacy on sales calls, where to encourage the account to place the product on shelf and how to price it.  And of course, there are all the specifics of the launch itself—timing (samples, launch dates, etc.), pricing, pack/case configurations, introductory promotions, shelf placement, sales projections, etc.
Usually the new product team or brand team in marketing is the keeper of this information throughout the product development cycle.  Now, as they approach launch, they must pass it to the salesforce to carry the message to the retailers or distributors.  They need to do this in a way that, not only is there a transfer of facts, but also a transfer of excitement and passion for the new business opportunity.”
 
This, of course, is where training comes in.   Trainers must teach the marketing team how to present the facts, figures, and specifications, how to demonstrate the product, and even how to convey the excitement and how to energize the sales force.  On the other end of the equation, training can help the sales team learn the new product and how that product fits within standard sales procedures.
 
For more specific roles, such as product management, the training needs can be quite different.  The majority of product managers enter the field as newly-minted MBA’s and most training is on the job.  First, they participate in activities such as budgeting, marketing research, advertising and promotion efforts as part of the brand team.  Then, as they acquire skills and move up the ladder, they lead these activities instead of participating as a team member.
 
 Training can facilitate acquisition of specific skills such as budgeting, but also broader skill sets such as leadership and communication skills by developing mentor/coaching relationships, introductory courses, and even facilitating internal brainstorming sessions between product managers, marketing, R&D, and sales groups so that when specific product launches arise, product managers and their teams are more effectively positioned.  And when individuals are better trained, both sales and marketing will find it easier to successfully work together to launch and sell a product.
 
Contributing SME:
Tina Tranfaglia has spent 18 years managing both established products and the innovation pipeline at several top Consumer Packaged Goods companies.  She has worked on such iconic brands as Saran Wrap, Spray'N Wash Stain Remover, Sara Lee Cheesecake, and Hefty Trash Bags.  Ms. Tranfaglia also holds more than 25 patents from her work in new product development, and is best known for inventing the Hefty Zoo Pals line of interactive tableware for children, which can be found at grocery and mass merchandise stores nationwide.
 
Currently, Ms. Tranfaglia is serving as a marketing and innovation consultant.  She received her undergraduate degree from Harvard University and an M.B.A. from the J.L. Kellogg Graduate School of Management at Northwestern. Tina Tranfaglia can be reached at tranfaglia@att.net.     
 
Written by Amy Pletcher, Instructional Design Consultant, Seattle, WA.