Online training tools and their effectiveness in changing sales behaviour in the context of MNC

Abstract

The research focuses on two subsequent questions related to online learning effectiveness:

1) the effectiveness of various online learning tools in helping local sales teams to develop solution selling skills and product knowledge AND 2) the factors effecting on the learning outcome.

These two questions are studied in the context of a Multinational Corporation (MNC).

The research is a qualitative study conducted through semi-structured interviews in a MNC. The data was collected by face-to-face interviews and by Skype-calls. The data was analysed by comparing it to the five main dimensions identified in the research scope: organisational structure, learning climate, self-directed learning, tacit knowledge and Unified theory of acceptance and use of technology.

The findings suggest that the front-back organisational structure does not support effectively the online learning especially when discussing tacit knowledge. Tacit knowledge regarding customer information and “how to sell solutions” is located in the front part of the organisation, but the front-back model has given the global product ownership to the back part who is also responsible of creating the learning material.

The individuals’ self-directed learning skills could be better utilized and developed with the help of management setting clear learning targets. The acceptance of the technology is on a good level and does not place any barriers to learning as such.