Consulting effectiveness: Methodologies for assessing ROI from the implementation of new sales techniques and training programs in large enterprises

This article examines methodological approaches to assessing the return on investment (ROI) of consulting projects focused on implementing new sales techniques and training programs in large corporations. The objective of the study is to conduct a systematic analysis of existing ROI calculation models, identify their limitations, and develop a comprehensive approach that accounts for both direct financial outcomes and indirect strategic effects. The research methodology includes a critical review of academic literature on training effectiveness and organizational change evaluation, as well as an analysis of real-world cases from international practice. The findings demonstrate that traditional simplified ROI formulas often underestimate the overall value of such projects by neglecting factors related to employee retention, customer experience quality, and organizational learning. The practical significance of the article lies in the proposal of a multi-level evaluation framework that integrates quantitative and qualitative indicators at the operational, tactical, and strategic levels to substantiate investments in the development of the commercial function.