SALES FORCE TRAINING AT

ARROW ELECTRONICS

GROUP 4

ANKITA SINGH H18070

DIVIJA RAWAT H18078
NITISH KHANNA H18092
URMI ARORA H18117
VIBHAV ROY H18119
SALES FORCE STRUCTURE AT
ARROW
CEO

GM1 GM2 GM3

Area Sales Marketing Inside Sales Admin Admin

Manager (1-3) Manager Manager Manager Personnel

Field Sales Rep. Product Managers Sales Marketing Rep.

(6-8) (3-6) (6-12)

•Customers (10-20) Information about Attending Phone

Build Relationships suppliers’ latest Calls regarding order
Negotiate Contracts products changes, price quotes
 SITUATION ANALYSIS 3

Initial Recruitment Strategy Redesigned Training Program

• Hire college students named • Emphasize Classroom
them as “Sprouts” learning and group
• Grow them within the assignments
company • On-the-job Training

Non-Standard Training Detailed Training Program Compensation issues Attrition due to Career Growth

The End of “Sprouts”

• Acquisition leading increased sales
Upgrading Professionalism force
• Inflation of salaries due to low
Think about relationship with
supply of “sprouts” and limited
customer and not the personal
number of players in the Industry
relationship with the buyer.
• New Program “.Pathways”
launched
 OUR PROBLEM 4

Non-Standard Training “Sprout” Attrition of “Sprouts” Developing the new program

Training provided to the Under-Accepted “Sprouts” are leaving after How to sustain the new
trainee receiving expensive training training program??
Discontent amongst older
and competition is reaping
employees regarding the
benefits
perks received by the
“sprouts” Inflation of Salaries
The salaries of the new
entrants in the industry is
inflated because of limited
supply and ubiquitous
demand in the competitors
TRAINING AND RECRUITMENT ISSUES AT 5

ARROW
Highly Localized Training
Lack of standardization/centralization in the training program

High Attrition due to salary hikes given by the competitors

1. Inflated expectations causing discontent dues to perceived slower career growth
2. Higher salary being offered by competitors including the amount to break bonds

Perceived lack of Pay Parity

General Managers perceived that the “Sprouts” would progress their career path much faster than the opportunities
offered to them with much higher pay

Training 100 30%

Pathway: Objective Employee Flow Reduce Attrition
 PATHWAYS: LAUNCH PLAN 6

1 Hire College Graduates

Hire fresh college graduates as was done in the
“Sprouts” Program

Give basic training to the new hires

2 Provide only basic sales training and company specific
trainings to the candidates at the beginning of their
career

3 Identify high potential candidates

Reward the high potential candidates in terms of career
progression and also offer them additional training

Phased training based on requirements

4 Extend the training program over period of 4 years and
provide skill-based trainings only when necessary

5 Define Compensation Range

Maintain Internal Equity/Parity within the firm
THANK YOU