L&D
Why would I need to consider L&D?
- Sales & Service individuals need to have product knowledge and sales training to sell the product / proposition
- L&D tend to be used for large strategic launches, i.e. a new flagship product or a significant product change
- Training can be knowledge or behavioural-based
- New entrant training should be updated for most product / proposition launches, if this is required, the channel readiness team will notify L&D
Pre-requisites to Consider Prior to Engagement
- Is the change significant enough to involve L&D?
- Does content need to be designed? If so, content development will take time, have I factored this in?
Stakeholders
- Darren Clarke (Central Change Manager)
- Emma-Louise Bailey (Learning Manager)
- Caroline Clare (Central Change Manager)
- Erica Simpson (Senior Learning Manager, Sales & Functions)
Who, How and When to Engage L&D
- There is no formal front door for L&D
- The front door is generally raised through direct contact with a L&D professional such as Darren Clarke or Caroline Clare
- If uncertain as to whether L&D are required, the channel readiness team will assist with engagement via an impact assessment
What will success look like at point of launch / post-launch?
- Salespeople have the necessary knowledge to sell the new proposition / product and are confident when selling it with the right behaviours
- Service individuals have the right training to order, provision and handle queries related to the product
- All relevant salespeople requiring training have received it
Related chapters
- Channel Marketing
- Channels
- Enablement Assets
- Sales Tools
How are the Readiness Team Involved?
- Readiness Managers – Early strategic project scoping, focusing on SX / XD
- Change Board – Manages governance and Impact Assessments
- Channel Deployment – Gathering Subject Matter Experts from channels, forming Readiness tribe
- Channel Improvement – Measuring post-launch success and cataloguing defects