Training gets bought as a solution to problems it can't solve, which is why some engagements feel like a waste afterwards. The distinction is whether the problem is capability or something else wearing capability's clothes.
Training works when the problem is genuinely capability. Someone has the access and the responsibility but was never shown how the system works, so they avoid parts of it or do them slowly. That's a training problem and a few sessions fix it permanently.
Training works when knowledge sits in one head. The founder does every product upload because nobody else knows how. The fix is training plus documentation, and the second part matters more — training one person recreates the bottleneck one seat over.
Documentation works better than training when turnover is likely. If the person you train leaves in eight months, you buy the training again. A written process survives them. Most good trainers produce documentation as part of the work; if yours doesn't offer it, ask.
Training doesn't fix a capacity problem. If your team knows exactly what to do and there aren't enough hours to do it, more training makes it worse by adding time in sessions. That's a hiring or outsourcing question. This is the most common misdiagnosis in this category.
Training doesn't fix a tooling problem. If uploading a product takes forty minutes because the process is genuinely broken — no templates, manual metafield entry, three systems that don't talk — training people to endure it faster is treating a symptom. Fix the process, then train on the fixed version.
Training doesn't fix an ownership problem. If nobody is accountable for the store, training everyone slightly changes nothing. Somebody has to own