High-Performance B2B Sales Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Account Executive, Business Development Manager and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-S-060

Before you join: Participants should have basic experience selling products, services or solutions to business customers, or supporting a commercial team.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

B2B sales teams face longer buying cycles, larger buying committees, greater scrutiny of commercial claims and tighter forecast expectations. A credible opportunity must be built on evidence: a defined customer problem, measurable impact, access to decision makers, a viable decision process and a disciplined plan for advancing the deal. Sellers who rely on product demonstrations, generic proposals or untested close dates lose time and margin.

This course develops the core practices used by effective B2B account executives, business development managers and sales managers. Participants learn to prioritise accounts, research commercial triggers, open senior-level conversations, conduct structured discovery and quantify customer value. They apply SPIN Selling, MEDDICC, Challenger commercial teaching, stakeholder mapping, Mutual Action Plans, proposal strategy, negotiation preparation, pipeline inspection and evidence-based forecasting. The course also covers account growth, customer handovers and personal operating routines that protect time for high-value selling activity.

Instruction is delivered over 10 instructor-led days, either in a classroom in 50+ cities or live online. Training days run from 08:30 to 16:30 and provide approximately 6.5 contact hours. Short faculty briefings are followed by realistic account cases, sales conversations, deal reviews, negotiation simulations and structured peer feedback. From the first week, participants develop material for a selected target account or realistic case. They leave with a complete B2B opportunity plan containing account research, discovery evidence, a quantified value case, stakeholder strategy, close plan and forecast rationale. Participants who complete the course receive a certificate of completion.

What you will be able to do

  • Build an ideal customer profile and prioritised target-account list using fit, intent and trigger criteria
  • Conduct structured discovery using SPIN Selling and MEDDICC evidence requirements
  • Quantify a customer value case using revenue, cost, risk and cost-of-inaction assumptions
  • Map buying committees, decision processes and stakeholder-specific sales messages
  • Prepare proposals, pricing options and Mutual Action Plans aligned to validated buying criteria
  • Negotiate commercial terms using BATNA analysis, give-get matrices and conditional concessions
  • Manage pipeline, forecast categories and CRM evidence using conversion and sales-velocity measures
  • Present a complete B2B opportunity plan supported by evidence, risks and next actions

Benefits of attending

For you

  • Stronger confidence leading discovery conversations with senior business stakeholders
  • A repeatable method for replacing feature-led selling with quantified value cases
  • Better control of complex opportunities through evidence, stakeholder plans and dated commitments
  • More credible forecast discussions supported by conversion data and deal evidence
  • Practical negotiation preparation that protects price, scope and commercial terms

For your organisation

  • Higher-quality opportunities entering the pipeline through disciplined qualification criteria
  • More consistent customer discovery and value messaging across sales teams
  • Improved forecast accuracy through evidence-based stage progression and risk assessment
  • Reduced discounting through stronger value cases and concession control
  • Better sales-to-delivery handovers with documented commitments and customer outcomes

Course modules

20 modules over 10 days

Participants can define target-account priorities using commercial fit, buying signals and opportunity value.

  • Enterprise buying roles mapped through the buying committee and decision process
  • Customer business models translated into revenue, cost, risk, and strategic priorities
  • Market segmentation using firmographic, technographic, and trigger-event criteria
  • Territory potential estimated from addressable accounts, spend, and win rates
  • Ideal customer profile documented with exclusion criteria and buying signals
  • Account prioritisation scored by fit, intent, access, and opportunity value

Participants can research target accounts and prepare relevant, insight-led outreach.

  • Target-account lists built from ICP scores, whitespace, and trigger events
  • Account research briefs identify strategy, financial events, initiatives, and stakeholders
  • Referral paths assessed before cold outreach to senior decision makers
  • First-call hypotheses state likely problems, impacts, and relevant proof
  • Multi-channel sequences combine email, phone, LinkedIn, and voicemail touches
  • Personalisation distinguishes relevant insight from superficial account facts

Participants can plan and lead first meetings that secure meaningful buyer commitments.

  • Call objectives, agendas, and desired commitments prepared before each meeting
  • Opening statements earn attention through informed commercial points of view
  • Question funnels move from context to problem, implication, and need-payoff
  • Active listening captures exact language, priorities, concerns, and decision evidence
  • Conversation control balances buyer talk time, structure, and responsiveness
  • Meeting notes record facts, commitments, risks, and next-step owners

Participants can conduct discovery that reveals business problems, decision evidence and qualification gaps.

  • SPIN question design exposes operational problems and quantified business consequences
  • MEDDICC discovery tests metrics, economic buyer, criteria, process, pain, champion
  • Root-cause questioning separates stated requests from underlying commercial drivers
  • Impact chains connect operational issues to financial, risk, and strategic outcomes
  • Current-state workflows reveal handoffs, constraints, and measurable failure points
  • Discovery summaries validate hypotheses before proposing solutions or commitments

Participants can build a defensible value case from customer evidence and financial assumptions.

  • Value hypotheses link capabilities to buyer metrics and priority initiatives
  • Business cases calculate revenue gain, cost reduction, risk avoidance, and investment
  • Value evidence selected from comparable customers, benchmarks, and proof points
  • Financial assumptions documented with sources, ranges, owners, and validation dates
  • Cost-of-inaction narratives quantify delay, exposure, and missed opportunity
  • Executive value messages framed around outcomes rather than product features

Participants can present solution value in a concise, evidence-led commercial narrative.

  • Solution stories follow situation, complication, resolution, evidence, and action
  • Challenger commercial teaching introduces a reframed problem supported by insight
  • Demonstrations map configured capabilities directly to confirmed buying criteria
  • Proof points combine data, cases, references, and implementation evidence
  • Executive presentations use concise messages, quantified outcomes, and clear decisions
  • Objection-prevention content addresses likely risk, adoption, and implementation concerns

Participants can map stakeholder influence and tailor messages to buying roles.

  • Buying committees mapped by role, influence, stance, and information needs
  • Power-interest grids identify supporters, blockers, users, and final approvers
  • Champion strength assessed through access, influence, motivation, and credibility
  • Executive sponsor conversations focus on strategic outcomes and decision barriers
  • Stakeholder-specific messages address finance, operations, technology, procurement, and users
  • Political risks surfaced through competing priorities, incumbents, and internal change

Participants can qualify, advance or disqualify opportunities using verifiable evidence.

  • MEDDICC scorecards distinguish qualified opportunities from early-stage interest
  • Exit criteria define evidence required before advancing each sales stage
  • Opportunity risks rated by access, urgency, competition, and decision uncertainty
  • Disqualification decisions protect selling time and preserve account relationships
  • Next steps converted into dated commitments with named buyer owners
  • CRM fields capture verifiable evidence rather than optimistic seller opinion

Participants can develop account and opportunity plans that direct selling effort toward winnable growth.

  • Opportunity plans combine deal objectives, stakeholders, risks, and next actions
  • Competitive position assessed through differentiation, incumbent strength, and buyer preference
  • Win themes align customer priorities with distinct, provable solution value
  • White-space analysis identifies expansion opportunities across business units and use cases
  • Account plans coordinate penetration, retention, cross-sell, and executive coverage
  • Deal reviews challenge assumptions using evidence, gaps, and alternative paths

Participants can create close plans that coordinate buyer actions, seller actions and approval gates.

  • Mutual Action Plans sequence buyer tasks, seller tasks, dependencies, and dates
  • Decision processes mapped from evaluation through approval, contracting, and implementation
  • Close plans identify required documents, meetings, owners, and approval gates
  • Procurement engagement planned early to clarify process, criteria, and constraints
  • Legal and security reviews anticipated through stakeholder mapping and timeline buffers
  • Next-meeting invitations confirm purpose, participants, preparation, and decision sought

Participants can prepare proposals that reflect validated needs, value and delivery commitments.

  • Proposal structures mirror buyer criteria, value case, evidence, and implementation
  • Executive summaries state client priorities, outcomes, investment, and decision request
  • Requirements traceability links every response claim to validated customer needs
  • Pricing options communicate scope, trade-offs, assumptions, and commercial rationale
  • Implementation plans specify milestones, governance, resources, risks, and success measures
  • Proposal reviews remove generic claims, unsupported promises, and internal jargon

Participants can prepare commercial positions that protect value, margin and negotiating flexibility.

  • Price anchors establish value context before investment and discount discussions
  • Concession strategies exchange value rather than grant unilateral price reductions
  • Give-get matrices document tradable terms, authority limits, and approval paths
  • Package design separates scope, service levels, payment terms, and risk
  • Discount requests diagnosed through budget, competition, procurement, or perceived value
  • Commercial approvals prepared with rationale, margin impact, and alternatives

Participants can negotiate commercial terms using preparation, trades and disciplined escalation.

  • BATNA analysis sets walk-away positions and improves negotiation preparation
  • Interest-based negotiation uncovers underlying needs beyond stated positions
  • Trading conversations use conditional proposals and reciprocal concessions
  • Procurement tactics answered with questions, evidence, and agreed criteria
  • Deadlocks managed through issue separation, escalation paths, and option generation
  • Negotiation records capture offers, concessions, unresolved points, and commitments

Participants can diagnose objections and respond with evidence, questions and appropriate next steps.

  • Objection diagnosis separates genuine barriers from reflexive resistance or negotiation
  • Feel-felt-found responses replaced with evidence-based questioning and validation
  • Risk objections addressed through implementation plans, references, and measurable safeguards
  • Competitive objections tested against confirmed criteria rather than feature comparisons
  • Budget objections reframed through value, phasing, scope, and cost-of-inaction
  • Stall responses secure a specific decision path or disqualification evidence

Participants can manage pipeline health using coverage, conversion, activity and velocity measures.

  • Pipeline coverage calculated against quota, conversion rates, and sales-cycle length
  • Stage conversion analysis identifies bottlenecks, leakage, and coaching priorities
  • Weighted pipeline values distinguish forecast categories and evidence quality
  • Leading indicators track prospecting activity, meetings, discovery, and mutual plans
  • Pipeline hygiene routines update close dates, amounts, stages, and next steps
  • Sales dashboards combine activity, conversion, velocity, and forecast measures

Participants can produce forecast positions supported by opportunity evidence and risk analysis.

  • Forecast calls defend commit, best-case, and pipeline categories with evidence
  • Historical win rates adjusted for segment, stage, and deal characteristics
  • Sales velocity calculated from opportunities, win rate, deal value, and cycle
  • Slippage analysis identifies recurring causes of missed close dates
  • Forecast narratives explain movements, risks, dependencies, and management actions
  • Manager reviews challenge assumptions through deal inspection and evidence tests

Participants can maintain reliable opportunity records and transfer customer commitments to delivery teams.

  • CRM opportunity records use common definitions, mandatory evidence, and update cadence
  • Activity data distinguished from outcome evidence in opportunity inspection
  • Data quality checks identify duplicate accounts, missing fields, and stale dates
  • Dashboard interpretation separates signal from volume and vanity metrics
  • Sales handoffs document context, commitments, contacts, and implementation requirements
  • Customer information handled according to organisational privacy and access policies

Participants can support customer outcomes, renewals and expansion through structured commercial reviews.

  • Closed-won handovers transfer objectives, scope, stakeholders, and promised outcomes
  • Success plans establish adoption milestones, value reviews, and renewal triggers
  • Executive business reviews assess realised value, risks, and growth priorities
  • Expansion opportunities qualified through new needs, usage evidence, and sponsorship
  • Reference development requests timed after verified customer outcomes and consent
  • Account recovery plans address dissatisfaction, adoption gaps, and relationship risks

Participants can organise selling time, measure personal performance and request targeted coaching.

  • Weekly sales plans allocate time by opportunity value, stage, and urgency
  • Time blocking protects prospecting, preparation, follow-up, and account strategy work
  • Call preparation checklists reduce avoidable discovery and meeting failures
  • Personal conversion metrics identify skill gaps and targeted improvement actions
  • Peer feedback uses observable behaviours, customer impact, and specific alternatives
  • Manager coaching requests frame evidence, challenges, and required support

Participants can build, review and present a complete B2B opportunity plan for a selected account.

  • Selected account research synthesised into an ideal-customer-fit and trigger assessment
  • Discovery evidence organised into metrics, pain, criteria, process, and stakeholders
  • Value case quantified with assumptions, proof points, and cost-of-inaction
  • Opportunity strategy integrates qualification, competitive position, risks, and win themes
  • Mutual Action Plan sequences commitments through decision, negotiation, and contracting
  • Forecast position defended using stage evidence, close plan, and risk assessment
  • Peer review tests clarity, commercial logic, evidence, and next actions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Ideal Customer Profile and target-account prioritisation template
  2. SPIN and MEDDICC discovery planning worksheet
  3. Customer value-case model and cost-of-inaction analysis
  4. Buying-committee map and stakeholder engagement plan
  5. Mutual Action Plan and opportunity close-plan template
  6. Evidence-based pipeline and forecast review checklist

Who should attend

  • Account Executive — needs a repeatable method for progressing complex B2B opportunities
  • Business Development Manager — needs stronger prospecting, discovery and qualification discipline
  • Key Account Manager — needs structured account plans for retention and expansion
  • Sales Manager — needs evidence-based deal reviews and forecast conversations
  • Customer Success Manager — needs commercial methods for growth conversations and renewals
  • Pre-sales Consultant — needs to connect solution evidence to buyer priorities and value

Skills and tools covered

Account prioritisationConsultative discoveryValue sellingStakeholder mappingCommercial negotiationSales forecasting

Tools and standards

SPIN Selling, MEDDICC, Challenger Sale, Mutual Action Plan

How the course runs

Training methodology

Faculty members combine focused briefings with B2B account cases drawn from enterprise, public-sector, financial-services, technology and professional-services selling. Participants practise research, discovery questioning, stakeholder conversations, value-case construction, proposal reviews, negotiation and forecast calls. Group exercises test commercial judgement against incomplete customer information and competing priorities. Simulations provide structured feedback on observable sales behaviours. Participants apply each method to a selected account or realistic case, building a complete opportunity plan that is reviewed and presented during the final module.

Requirements and prerequisites

Participants should have basic experience selling products, services or solutions to business customers, or supporting a commercial team. They should recognise common sales terms such as prospect, opportunity, proposal, pipeline, quota and customer relationship management system. Participants will gain most from bringing a current target account, live opportunity or recent deal example, although this is not mandatory. No prior formal sales training, finance qualification, negotiation certification or knowledge of a particular CRM platform is required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have some exposure to B2B selling, account management, business development or commercial support. The course does not assume prior formal sales training, but participants should be familiar with basic opportunity and pipeline terminology.

Participants should bring details of a current target account, active opportunity or recently won or lost deal where permitted by their employer's confidentiality rules. A realistic course case can be used when live customer information cannot be shared.

The course is designed for account executives, business development managers, key account managers, sales managers, pre-sales consultants and customer success professionals with commercial responsibilities. It is most relevant where buying decisions involve multiple stakeholders, formal evaluation and negotiated terms.

This course focuses on complex B2B opportunities rather than retail selling, service recovery or general communication skills. It teaches structured account research, consultative discovery, value cases, buying committees, deal strategy, negotiation and forecasting.

Participants leave with reusable templates and a complete opportunity plan for a selected account or case. The materials can be used in account reviews, pipeline meetings, proposal preparation, forecast calls and manager coaching discussions.

Each day runs from 08:30 to 16:30, with approximately 6.5 contact hours. The first part of the course builds account, discovery and value-selling material; later modules deepen commercial strategy, negotiation, forecasting, account growth and the final capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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