Mini MBA in Sales Training Course

Participants can select attractive markets and define priority customer segments using commercial evidence.

• Segmentation using firmographics, needs, value potential, and buying behaviour
• Total addressable market, serviceable market, and obtainable market calculations
• PESTLE and Porter's Five Forces applied to target markets
• Competitor battlecards comparing offer, proof, price position, and vulnerabilities
• ICP definition with exclusion criteria and buying triggers
• Market-entry hypotheses tested against available customer and channel evidence

Participants can map buyer needs, stakeholder influence and customer decision journeys.

• Buying-centre mapping of economic, technical, user, coach, and procurement roles
• Jobs to Be Done interviews identifying functional, emotional, and social outcomes
• Voice-of-customer evidence separated from seller assumptions and internal opinions
• Customer journey map covering awareness, evaluation, purchase, adoption, and renewal
• Stakeholder influence grid based on power, attitude, and access
• Account research brief combining annual reports, news, priorities, and risks

Participants can create customer-specific value propositions supported by relevant proof and positioning.

• Value proposition canvas matching customer pains, gains, and required jobs
• Solution messaging hierarchy from business outcome to capability and proof
• Quantified value hypothesis using cost, revenue, risk, and time drivers
• Proof architecture using cases, benchmarks, references, and technical validation
• Feature-to-benefit translation tailored to stakeholder priorities and language
• Positioning statement distinguishing target customer, category, value, and alternatives

Participants can interpret customer economics and prepare financially credible sales business cases.

• Income statement mechanics linking revenue, gross margin, operating expense, and profit
• Contribution margin and break-even calculations for sales investment decisions
• Customer lifetime value assumptions tested against retention, margin, and service costs
• Return on investment cases using payback period and net present value
• Working-capital implications of payment terms, inventory, and contract milestones
• Finance-language business case aligned with CFO evaluation criteria

Participants can develop pricing and concession strategies that protect value and margin.

• Price architecture spanning list price, discounts, rebates, and payment terms
• Value-based pricing anchored to quantified customer economics and alternatives
• Price waterfall analysis locating discount leakage and unearned concessions
• Concession strategy using give-get trades and approval thresholds
• Packaging options combining products, services, support levels, and contract duration
• Margin guardrails set before commercial negotiation and proposal release

Participants can prioritise accounts and create targeted prospecting plans for their territory.

• Ideal customer profile translated into account-selection and prioritisation rules
• Territory potential estimated from whitespace, spend, fit, and accessibility
• Account tiers assigned by strategic value, opportunity, and relationship status
• Multichannel prospecting cadences combining email, telephone, referrals, and events
• Trigger-event monitoring for funding, leadership changes, expansion, and contract renewal
• Prospecting message built around a relevant hypothesis and credible evidence

Participants can run structured discovery conversations and qualify complex sales opportunities.

• SPIN questioning sequence for situation, problem, implication, and need-payoff
• MEDDICC qualification covering metrics, buyer, criteria, process, pain, and competition
• Discovery agenda agreeing purpose, participants, timing, and desired decisions
• Active listening techniques: paraphrasing, labelling, probing, and strategic silence
• Business problem statements validated with impact, urgency, ownership, and constraints
• Mutual action plan capturing customer tasks, seller tasks, and dates

Participants can translate verified customer needs into convincing solution and proposal structures.

• Solution design linked explicitly to validated needs and success measures
• Stakeholder-specific storylines for executives, users, technical teams, and procurement
• Challenger commercial teaching framed around an unrecognised customer cost
• Demonstration plan using problem scenarios, proof points, and acceptance criteria
• Proposal structure covering outcomes, scope, assumptions, governance, and commercial terms
• Executive summary written for decision makers before product detail

Participants can build strategic account plans that create retention and growth opportunities.

• Strategic account plan combining growth objectives, relationships, risks, and actions
• White-space analysis identifying cross-sell, upsell, retention, and referral opportunities
• Relationship map documenting influence, sentiment, sponsorship, and contact gaps
• Account penetration strategy sequenced by stakeholder access and business priorities
• Quarterly business review agenda connecting delivered value to future priorities
• Account plan milestones assigned owners, evidence, dates, and review cadence

Participants can manage opportunity progression and produce evidence-based sales forecasts.

• Sales-stage definitions based on verifiable customer commitments and evidence
• Pipeline coverage calculated against quota, cycle length, conversion, and capacity
• Opportunity scoring model combining fit, urgency, access, value, and risk
• Probability discipline distinguishing forecast categories from seller optimism
• Sales velocity formula using opportunities, value, win rate, and cycle
• Weekly pipeline review focused on next actions and stalled deals

Participants can use CRM data standards and metrics to improve sales management decisions.

• CRM data standards for accounts, contacts, opportunities, activities, and next steps
• Required fields aligned to forecast accuracy, handoffs, and management decisions
• Dashboard design tracking conversion, ageing, source, velocity, and attainment
• Data-quality checks detecting duplicates, missing evidence, and inactive opportunities
• Sales activity metrics separated from opportunity progression and revenue outcomes
• CRM hygiene cadence embedded within personal territory management routines

Participants can prepare and conduct commercial negotiations with clear bargaining boundaries.

• Negotiation preparation defines interests, BATNA, reservation point, and aspiration
• ZOPA analysis identifies feasible agreement range before commercial discussions
• Trading variables ranked by customer value and seller cost
• Anchoring techniques used without misrepresentation or unsupported price claims
• Procurement tactics answered through questions, conditional offers, and documented rationale
• Negotiation record captures concessions, approvals, commitments, and unresolved issues

Participants can manage closing activities, objections and internal dependencies through signature.

• Closing plan confirms decision process, legal steps, approvals, and signature timing
• Trial closes test readiness through specific questions and agreed next steps
• Objection diagnosis separates genuine risk, missing proof, timing, and negotiation
• Risk-reversal options address implementation, performance, adoption, and commercial concerns
• Internal deal desk coordination resolves pricing, legal, delivery, and credit dependencies
• Contract review identifies scope gaps, liabilities, acceptance terms, and renewal conditions

Participants can align sales and marketing activity around qualified demand and revenue contribution.

• Demand-generation funnel connects campaigns, leads, opportunities, and revenue contribution
• Lead definitions agreed between marketing and sales using qualification criteria
• Service-level agreement sets response times, ownership, feedback, and escalation
• Content assets matched to awareness, consideration, evaluation, and purchase stages
• Campaign attribution limits understood before interpreting sourced-pipeline reports
• Win-loss analysis feeds positioning, targeting, messaging, and product decisions

Participants can protect customer value after the sale and identify expansion opportunities.

• Onboarding handoff transfers objectives, stakeholders, scope, risks, and success measures
• Customer success plan establishes adoption milestones, value evidence, and governance
• Net Promoter Score interpreted alongside behavioural and revenue indicators
• Complaint recovery process protects relationships through ownership, communication, and resolution
• Renewal risk signals tracked from usage, sentiment, support, and stakeholder change
• Reference development earned through delivered outcomes and appropriate consent

Participants can manage sales capacity, coach performance and establish operating rhythms.

• Sales capacity plan links headcount, ramp time, quota, and territory potential
• Coaching conversations use observation, evidence, questioning, and agreed commitments
• Performance management distinguishes skill gaps, motivation, process, and capacity constraints
• Compensation principles balance revenue, margin, retention, and strategic priorities
• Sales meeting cadence supports inspection, coaching, escalation, and knowledge sharing
• Change adoption plan addresses incentives, capability, process, and leadership behaviour

Participants can recognise ethical, regulatory and cross-cultural requirements in complex sales.

• Cross-cultural communication adapts directness, hierarchy, relationship, and decision pace
• Anti-bribery controls address gifts, hospitality, intermediaries, and facilitation payments
• Sanctions and export-control checks completed before restricted customer transactions
• Data privacy principles govern contact data, consent, retention, and access
• Public-sector procurement rules distinguish tender requirements from informal influence
• Channel partner governance defines territory, margins, reporting, and brand standards

Participants can convert commercial strategy into a measurable personal operating plan.

• Territory business plan integrates market choices, quota, accounts, and actions
• Revenue target decomposed into opportunity volume, conversion, value, and timing
• Weekly selling rhythm balances prospecting, account work, administration, and learning
• Time audit reallocates effort toward high-value opportunities and customer commitments
• Personal scorecard tracks leading behaviours, pipeline health, and revenue progress
• Manager review pack presents assumptions, risks, requests, and corrective actions

Participants can build, review and present a complete sales growth plan for a defined territory or account portfolio.

• Capstone brief defines target market, revenue objective, scope, and constraints
• Market evidence supports segmentation, ICP choice, competitor position, and demand assumptions
• Account priorities show stakeholder maps, value hypotheses, and opportunity strategies
• Financial model states pricing, margin, investment, forecast, and sensitivity assumptions
• Execution plan integrates pipeline stages, activity cadence, governance, and measures
• Peer review tests commercial logic, evidence quality, risks, and implementation feasibility
• Final presentation defends a complete sales growth plan to decision makers