Does Online Training Work in Retail?

Marshall Fisher (), Santiago Gallino () and Serguei Netessine ()
Additional contact information
Marshall Fisher: The Wharton School, The University of Pennsylvania, Philadelphia, Pennsylvania 19104
Santiago Gallino: The Wharton School, The University of Pennsylvania, Philadelphia, Pennsylvania 19104
Serguei Netessine: The Wharton School, The University of Pennsylvania, Philadelphia, Pennsylvania 19104

Manufacturing & Service Operations Management, 2021, vol. 23, issue 4, 876-894

Abstract: Problem definition : How much, if at all, does training in product features increase a sales associate’s sales productivity? Academic/practical relevance : A knowledgeable retail sales associate (SA) can explain the features of available product variants and give a customer sufficient confidence in the customer’s choice or suggest alternatives so that the customer becomes willing to purchase. Although it is plausible that increasing an SA’s product knowledge will increase sales, training is not without cost and turnover is high in retail, so most retailers provide little product-knowledge training. Methodology : We partner with two firms and collect data on more than 50,000 SAs who had access to training. We assemble a detailed data set of the training history and individual sales productivity over a two-year period. We conduct econometric analysis to quantify the causal effect of training on sales. Results : For SAs who engaged in training, the sales rate increases by 1.8% for every online module taken, which is a much higher benefit than the direct or indirect costs associated with this training. Brand-specific training has a larger effect on the focal brand; however, there is a positive effect on other brands the SA sells. We also assess how the training benefit varies depending on the SA’s tenure, sales rate prior to training, and number of modules taken. Managerial implications : We present evidence of a novel training mechanism that can be extremely attractive to retailers. Online training tools, such as the one we study, have two characteristics that should not be overlooked. First, it is the brands, not the retailers, that create, develop, and pay for the training content. Second, the incentives are such that SAs invest their own time, rather than time on the job, to train, and this makes the retailer’s investment in the training a profitable proposition.

Keywords: people operations; retail; online learning; data analytics; empirical operations (search for similar items in EconPapers)
Date: 2021
References: Add references at CitEc
Citations:

Downloads: (external link)
http://dx.doi.org/10.1287/msom.2020.0906 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:ormsom:v:23:y:2021:i:4:p:876-894

Access Statistics for this article

More articles in Manufacturing & Service Operations Management from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().