Marketing and Sales Skills Training Course

Participants can select priority customer segments using evidence and commercial criteria.

• Segmentation variables compared across firmographic, behavioural, needs-based and geographic data
• Ideal customer profiles defined from fit, value potential and purchasing patterns
• Decision-making units identified through economic, technical, user and sponsor roles
• Buying triggers distinguished from underlying needs, constraints and desired outcomes
• Segment attractiveness scored against size, growth, access, margin and strategic fit
• Priority segments converted into focused target-market selection criteria

Participants can turn customer evidence into actionable needs and buying insights.

• Jobs to Be Done statements separating functional, social and emotional progress
• Voice-of-customer interviews structured around context, struggle, choice and outcome
• Customer journey maps locating moments of truth and friction points
• Pain points ranked by frequency, severity, cost and willingness to change
• Gain statements linked to measurable operational, financial or personal outcomes
• Insight summaries separating observed evidence from internal assumptions and opinions

Participants can create customer-specific value propositions that distinguish their offer.

• Positioning statements specify target customer, category, difference and reason to believe
• Value Proposition Canvas connects customer jobs, pains, gains and offer elements
• Features translated into advantages, customer outcomes and quantified business value
• Competitive alternatives compared against status quo, internal solutions and rivals
• Proof points selected from data, cases, demonstrations, credentials and references
• Message hierarchies adapted for economic buyers, users, technical reviewers and sponsors

Participants can gather and interpret market evidence for commercial decisions.

• Research questions framed around decisions, evidence gaps and commercial risk
• Primary research methods selected for interviews, surveys, observation and testing
• Secondary sources assessed for authority, recency, relevance and methodological limits
• Competitor profiles compare offers, pricing, channels, claims and market signals
• Win-loss analysis identifies recurring reasons for selection, delay and rejection
• Research findings converted into implications, actions and evidence priorities

Participants can build a marketing plan with measurable commercial priorities.

• SMART objectives linked to market outcomes, revenue targets and timeframes
• Marketing mix decisions coordinate product, price, place, promotion, people and process
• Strategic choices documented through objectives, audiences, messages, channels and measures
• Budget allocations tested against expected reach, conversion and contribution assumptions
• RACI roles clarify ownership for campaign decisions, approvals and execution
• Marketing calendars sequence launches, content, events, follow-up and reporting

Participants can align product and brand choices with market and customer requirements.

• Product-market fit assessed through target needs, adoption barriers and usage evidence
• Brand positioning expresses distinctive associations, promise, personality and proof
• Portfolio roles distinguished between entry, growth, profit, defensive and exit offers
• Ansoff Matrix compares market penetration, development, product development and diversification
• Product lifecycle decisions address introduction, growth, maturity, decline and renewal
• Offer bundles combine core service, supporting elements, options and assurances

Participants can set and defend pricing using value, cost and market evidence.

• Value-based pricing links price ranges to customer economics and outcomes
• Cost-plus pricing tested against contribution requirements, volume and competitor benchmarks
• Price architecture structures list price, tiers, discounts, bundles and payment terms
• Willingness-to-pay evidence gathered through interviews, comparisons and purchase behaviour
• Discount guardrails define authority levels, trade-offs and approval thresholds
• Business cases quantify savings, revenue, risk reduction, productivity and payback

Participants can select channels and design campaigns that produce qualified demand.

• Channel strategy compares direct sales, partners, digital, retail and key accounts
• Campaign briefs define audience, objective, proposition, offer, channels and measures
• Funnel stages connect awareness, interest, consideration, conversion and retention actions
• Content assets matched to buyer questions, decision stages and information needs
• Lead definitions distinguish enquiries, marketing-qualified leads and sales-qualified opportunities
• Campaign performance measured through reach, response, conversion, cost and contribution

Participants can organise sales activity around account priorities and defined sales stages.

• Sales process stages define entry criteria, customer actions and exit evidence
• Territory plans prioritise accounts by potential, fit, access and strategic value
• Account maps identify stakeholders, relationships, influence pathways and engagement gaps
• Whitespace analysis identifies cross-sell, upsell, renewal and referral opportunities
• Contact strategies schedule purposeful interactions across buying roles and channels
• Account plans connect objectives, opportunities, risks, actions, owners and dates

Participants can create qualified opportunities using disciplined prospecting and evaluation methods.

• Prospecting lists built from ideal customer profiles, triggers and account signals
• First-contact messages state relevance, evidence, customer outcome and clear request
• MEDDICC assesses metrics, economic buyer, decision criteria and decision process
• Qualification reviews expose pain, competition, urgency, access and delivery risk
• Disqualification decisions protect selling time from low-probability opportunities
• Next-step commitments specify action, owner, date, purpose and required participants

Participants can lead discovery conversations that reveal needs, value and decision requirements.

• SPIN questioning sequences situation, problem, implication and need-payoff questions
• Opening agendas establish purpose, roles, time, desired outcomes and permissions
• Active listening uses paraphrasing, probing, summarising and confirmation techniques
• Discovery questions explore current process, constraints, consequences and success measures
• Stakeholder needs differentiated between individual priorities and organisational outcomes
• Conversation notes capture quotes, evidence, commitments, risks and follow-up actions

Participants can present a solution and proposal aligned to customer decision criteria.

• Presentation structures move from customer context to value, evidence and action
• Executive summaries state decision required, customer value, scope and commercial terms
• Solution designs link requirements to capabilities, outcomes, dependencies and assumptions
• Proof plans use demonstrations, pilots, references, samples and technical validation
• Proposal sections address scope, implementation, governance, pricing, risks and exclusions
• Decision criteria checked before submission through stakeholder review and confirmation

Participants can respond to objections and negotiate agreements without unnecessary concessions.

• Objections classified as price, value, risk, timing, authority or competition
• Feel-Felt-Found responses acknowledge concerns while testing underlying assumptions
• Negotiation preparation defines interests, BATNA, reservation point and concession plan
• Give-get trades exchange commercial concessions for value, commitment or reduced risk
• Procurement tactics anticipated through stakeholder mapping, evidence and approval controls
• Closing techniques secure explicit decisions, conditions, responsibilities and implementation dates

Participants can manage pipeline accuracy and plan post-sale growth actions.

• CRM data standards define mandatory fields, evidence, ownership and update cadence
• Pipeline reviews test stage evidence, deal risks, next steps and forecast confidence
• Weighted forecasts apply probability, value, timing and delivery assumptions
• Leading indicators track activity quality, conversion, velocity, coverage and slippage
• Handover plans transfer commitments, customer context, scope and success measures
• Customer success reviews identify adoption, satisfaction, renewal, expansion and referral actions

Participants can use commercial measures and operating rhythms to improve coordinated execution.

• Revenue dashboards distinguish bookings, billings, recurring revenue, margin and retention
• Marketing attribution compares source, influence, conversion and cost across channels
• Sales and marketing service-level agreements define lead acceptance and follow-up standards
• Weekly commercial reviews resolve priorities, blockers, decisions and resource needs
• Root-cause analysis investigates conversion losses, stalled deals and campaign underperformance
• Improvement actions assign owners, measures, deadlines and review points

Participants can build, review and present a complete market-to-revenue plan for a selected offer or account portfolio.

• Market opportunity summary states evidence, target segments, priorities and commercial goals
• Customer insight profile defines jobs, pains, gains, buying roles and triggers
• Positioning and value proposition articulate difference, proof and customer outcomes
• Marketing actions specify campaigns, channels, content, budget assumptions and measures
• Sales actions define account priorities, qualification, discovery and proposal milestones
• Pipeline forecast presents opportunity values, probabilities, timing, risks and contingencies
• Peer review tests logic, evidence, feasibility, measures and executive communication