Complex B2B Sales Training Course

Participants can prioritise target accounts using commercial potential, strategic fit and access evidence.

• Ideal customer profile defined through needs, economics and buying characteristics
• Account segmentation combines revenue potential, propensity and strategic relevance
• Whitespace analysis identifies divisions, sites, services and unmet customer needs
• Tiering criteria separate strategic accounts from nurture and monitor accounts
• Trigger events tracked through leadership changes, regulation, investment and incidents
• Named-account selection documented with evidence, assumptions and pursuit rationale

Participants can convert account research into testable commercial hypotheses and access plans.

• Annual reports reveal strategic priorities, risks, investment plans and performance measures
• Financial statements identify margin pressure, capital commitments and operating constraints
• Industry research separates structural trends from account-specific commercial signals
• Hypothesis statements connect observed facts to possible business problems
• Research sources evaluated for recency, credibility, bias and decision relevance
• Access plans identify credible introductions, events, partners and existing relationships

Participants can qualify opportunity health using evidence-based MEDDPICC criteria.

• Metrics define measurable economic or operational outcomes sought by buyers
• Economic buyers assessed for authority, priorities, access and personal stakes
• Decision criteria distinguished between stated requirements and hidden preferences
• Decision process mapped from evaluation through approval, contracting and implementation
• Paper process examined for procurement rules, legal review and supplier onboarding
• Pain, champion, competition and alternatives tested with observable evidence

Participants can map stakeholder roles, influence, attitudes and relationship priorities.

• Buying committees classified as economic, technical, user, coach and blocker roles
• Power-interest grids identify stakeholders requiring tailored engagement and monitoring
• Influence maps show reporting lines, informal alliances and decision dependencies
• Stakeholder attitudes recorded as support, neutral, sceptical or active opposition
• Multi-threading plans create relevant contact paths across buyer functions
• Champion tests distinguish genuine internal advocacy from friendly access

Participants can plan and conduct discovery that reveals priority problems and decision criteria.

• SPIN questions sequence situation, problem, implication and need-payoff conversations
• Discovery agendas establish purpose, priorities, participants and desired commitments
• Open questions expose process failures, costs, risks and workarounds
• Implication questions quantify consequences of unresolved operational problems
• Need-payoff questions help buyers articulate desired future-state benefits
• Listening techniques capture language, emotion, evidence and unexplored contradictions

Participants can diagnose buyer problems beyond surface symptoms and stated solution requests.

• Five Whys analysis traces visible symptoms to underlying process failures
• Issue trees separate revenue, cost, risk, capacity and customer-experience impacts
• Current-state process maps identify delays, handoffs, controls and failure points
• Problem statements specify affected groups, magnitude, causes and business consequences
• Solution requests challenged through evidence, alternatives and desired outcomes
• Discovery evidence documented without confusing assumptions, facts and buyer opinions

Participants can construct a defensible value hypothesis linked to buyer priorities and metrics.

• Value drivers linked to revenue growth, cost reduction, risk and capital efficiency
• Baseline measures establish current performance before estimating improvement potential
• Value hypotheses state intervention, mechanism, metric, range and evidence source
• ROI calculations compare expected benefits, investment, timing and implementation costs
• Total cost of ownership includes acquisition, operation, support and change costs
• Business cases distinguish hard savings from avoided costs and strategic benefits

Participants can position a solution against buyer priorities and competing alternatives.

• Value proposition canvases connect customer jobs, pains and desired gains
• Differentiation statements compare capabilities, proof, relevance and switching costs
• Status quo positioned as a competing alternative with measurable consequences
• Competitive matrices assess strengths, vulnerabilities, claims and likely buyer perceptions
• Proof points selected from evidence, references, pilots and technical validation
• Message architecture adapts commercial value for executives, users and technical evaluators

Participants can lead concise executive conversations focused on strategic outcomes and decisions.

• Executive agendas frame strategic issue, evidence, options and requested decision
• Financial language connects operating initiatives to margin, cash and return measures
• Board priorities interpreted through growth, resilience, compliance and capital allocation
• Meeting openings establish relevance within the first two minutes
• Point-of-view messages combine market insight, account evidence and commercial implications
• Executive follow-up documents decisions, owners, deadlines and unresolved assumptions

Participants can plan and facilitate sales meetings that build agreement across buyer roles.

• Meeting design assigns buyer roles, objectives, evidence and decision outputs
• Facilitation techniques surface disagreement without losing commercial momentum
• Consensus questions test shared priorities, concerns and acceptable trade-offs
• Technical discussions translated into operational and financial decision implications
• Objections classified as information gaps, political resistance, risk or price concerns
• Meeting close secures specific commitments, owners, dates and review criteria

Participants can create an opportunity strategy that directs resources toward winning conditions.

• Win themes link buyer priorities to differentiated evidence and delivery confidence
• Red-team reviews challenge assumptions, gaps, competitor threats and unsupported claims
• Opportunity strategies identify must-win issues, vulnerabilities and response actions
• Competitive displacement plans target incumbent weaknesses and customer dissatisfaction
• Resource plans coordinate sales, technical, legal, delivery and executive sponsorship
• Decision milestones translated into sales actions, evidence and relationship objectives

Participants can shape proposals around buyer evaluation criteria, value and implementation confidence.

• Bid-no-bid decisions apply strategic fit, probability, economics and capacity tests
• Compliance matrices trace every requirement to proposal ownership and response evidence
• Proposal storyboards structure executive summary, value case, solution and proof
• Win themes repeated consistently across written, visual and oral proposal elements
• Commercial assumptions documented to prevent scope ambiguity and margin erosion
• Bid governance sets review gates, approvers, version control and escalation paths

Participants can engage procurement constructively while protecting value, scope and commercial terms.

• Procurement roles distinguished between process control, sourcing and commercial negotiation
• Supplier evaluation criteria anticipated before formal tender documentation appears
• Should-cost analysis separates buyer price pressure from legitimate scope concerns
• Commercial risk registers identify liability, payment, acceptance and delivery exposure
• Concession logs record requests, conditions, approvals and reciprocal buyer commitments
• Procurement conversations maintain buyer value while addressing process requirements

Participants can prepare negotiations using interests, trading variables and approval boundaries.

• Negotiation preparation identifies interests, positions, alternatives and reservation points
• BATNA analysis establishes credible alternatives before commercial discussions begin
• Trading variables include price, term, scope, payment, risk and reference rights
• Concession strategies exchange value rather than grant unilateral price reductions
• Approval matrices define authority limits, escalation triggers and negotiation roles
• Package offers present structured choices rather than isolated concession requests

Participants can establish mutual action plans that maintain momentum through buyer-owned commitments.

• Mutual action plans define milestones, owners, dates, dependencies and exit criteria
• Critical path analysis identifies sequence constraints and potential deal delays
• Buyer-owned actions tested through named responsibility and observable completion evidence
• Next-step discipline replaces vague follow-up with specific mutual commitments
• Risk triggers signal stalled access, changed priorities, budget pressure or competition
• Deal-control cadences set review dates, evidence updates and escalation decisions

Participants can inspect opportunity quality and produce evidence-based complex-sales forecasts.

• Forecast categories tied to verified milestones rather than seller confidence
• Deal inspection questions test access, urgency, evidence, competition and next steps
• CRM fields designed around decision process, stakeholder status and qualification evidence
• Probability assessments adjusted using historic conversion patterns and current deal facts
• Pipeline coverage measured against quota, cycle length and target-account capacity
• Manager reviews distinguish coaching needs from escalation and disqualification decisions

Participants can use implementation planning to reduce buyer risk and strengthen closing confidence.

• Mobilisation plans define governance, milestones, dependencies and customer responsibilities
• Implementation risks address adoption, data, integration, capacity and change readiness
• Success criteria establish measurable outcomes before contract signature and project launch
• Sales-to-delivery handovers transfer commitments, assumptions, stakeholders and commercial boundaries
• Reference plans agree evidence, permissions and timing for future customer advocacy
• Expansion hypotheses identify post-launch value opportunities and account development triggers

Participants can build, review and present a complete complex-deal strategy for a live or realistic opportunity.

• Account context summarised through strategic priorities, triggers and commercial potential
• MEDDPICC evidence assessed with gaps, risks and disqualification decisions
• Stakeholder map presents influence, sentiment, access routes and engagement actions
• Discovery findings translated into problem statements and quantified value hypotheses
• Win strategy integrates positioning, competition, proof points and resource requirements
• Mutual action plan specifies buyer commitments, milestones, owners and exit criteria
• Executive presentation defends commercial assumptions, priorities and immediate next actions