Sales Management Training Course

Participants can convert commercial strategy into clear sales priorities, targets and team expectations.

• Revenue, margin, retention and new-business targets reconciled within commercial plans
• Target decomposition from annual goal to territory, account and seller quotas
• SMART criteria used to define measurable sales objectives and milestones
• Priority segments selected using profitability, potential, fit and accessibility criteria
• Translating value propositions into team messages for priority buyer groups
• Leading indicators linked to outcomes, conversion rates and sales-cycle duration

Participants can define a governed sales process with clear stages, exit criteria and ownership.

• Sales-process stages mapped from prospecting through close, implementation and renewal
• Exit criteria specify buyer evidence, seller actions and manager inspection points
• Stage definitions distinguish activity completed from customer commitment obtained
• Decision gates identify disqualification, escalation and resource-allocation triggers
• Standardising opportunity records without forcing identical customer conversations
• Process compliance reviewed through CRM evidence and deal-review questions

Participants can segment customers and assign territories using potential, coverage and capacity evidence.

• Customer segmentation using value, potential, needs and buying-complexity variables
• Territory design balances revenue potential, travel burden and seller capacity
• Whitespace analysis identifies unserved divisions, products and stakeholder groups
• Account tiers determine contact frequency, planning depth and management attention
• Coverage models compare geographic, vertical, named-account and hybrid structures
• Territory changes tested against fairness, disruption and revenue-risk criteria

Participants can direct account plans that protect existing revenue and create credible growth paths.

• Account plans connect customer objectives, stakeholder needs and commercial priorities
• Stakeholder maps identify decision makers, influencers, users and internal champions
• Buying-centre analysis assesses power, attitude, access and relationship strength
• Growth hypotheses built from whitespace, cross-sell, renewal and risk indicators
• Mutual action plans assign customer commitments, internal owners and dates
• Account review agendas test progress, threats and next-best commercial actions

Participants can set prospecting standards and assess whether sellers are building sufficient qualified demand.

• Ideal customer profiles define firmographic, behavioural and commercial-fit indicators
• Prospecting funnels measure target accounts, contacts, conversations and qualified opportunities
• Referral, partner and campaign sources compared by conversion and acquisition cost
• Outbound sequences combine research, relevant hypotheses and disciplined follow-up
• Lead-response standards establish ownership, timing and minimum qualification evidence
• Pipeline coverage ratios expose insufficient future opportunity creation early

Participants can coach sellers to conduct structured discovery conversations that reveal buyer needs and priorities.

• SPIN Selling questions uncover situation, problem, implication and need-payoff evidence
• Discovery plans distinguish stated requests from underlying business problems
• Question funnels move from broad context toward quantified commercial consequences
• Active listening identifies language, priorities and unstated stakeholder concerns
• Meeting preparation defines hypotheses, questions, evidence and desired next steps
• Call debriefs separate customer facts from seller assumptions and interpretations

Participants can apply MEDDICC to assess opportunity quality, deal risk and required management actions.

• MEDDICC evaluates metrics, economic buyer, decision criteria and decision process
• Identifying paper process, contracting steps and procurement approval requirements
• Champion tests distinguish active internal advocacy from friendly customer access
• Compelling events establish deadlines, consequences and customer urgency evidence
• Qualification scores reveal missing evidence before allocating specialist resources
• Deal reviews convert MEDDICC gaps into owner-specific next actions

Participants can manage proposals and negotiations around customer value, commercial discipline and approval limits.

• Value propositions link customer outcomes to differentiated capabilities and proof
• Business cases quantify cost, risk, revenue and productivity impacts
• Proposal governance checks scope, assumptions, pricing and delivery feasibility
• Negotiation preparation defines objectives, concessions, walk-away points and authority
• Trading concessions for value rather than discounting without reciprocal commitments
• Commercial approval matrices control non-standard terms, discounts and risk exposure

Participants can run evidence-based pipeline reviews that improve deal progression and resource allocation.

• Pipeline reviews examine deal quality, stage validity and next-step strength
• Inspecting buyer commitments rather than accepting seller confidence statements
• Ageing reports highlight stalled opportunities, missing contacts and inactive deals
• Deal strategy reviews test competition, stakeholder alignment and differentiation
• Red-flag criteria trigger escalation, recovery plans or opportunity disqualification
• Resource allocation follows deal value, probability, strategic fit and urgency

Participants can produce forecast views using stage probabilities, deal evidence and variance analysis.

• Weighted forecasts combine opportunity value, probability and expected close date
• Commit, best-case and pipeline categories clarify forecast confidence levels
• Forecast calls challenge timing, amount, probability and customer evidence
• Historical conversion rates calibrate stage probabilities and forecast assumptions
• Variance analysis separates volume, value, timing and conversion-rate effects
• Rolling forecasts connect current pipeline actions to period revenue expectations

Participants can use CRM information and dashboards to identify performance gaps and management priorities.

• CRM data standards specify mandatory fields, definitions and update timing
• Dashboard measures combine outcomes, conversion, activity, coverage and pipeline health
• Leading indicators identify corrective actions before revenue targets are missed
• Data-quality checks detect duplicate records, stale dates and unsupported stages
• Seller scorecards compare results while accounting for territory and account mix
• Management reports distinguish useful signals from distracting volume metrics

Participants can conduct structured coaching that improves specific selling behaviours and commercial results.

• GROW model structures coaching around goals, reality, options and commitment
• Observation plans focus feedback on defined behaviours and customer evidence
• SBI feedback describes situation, behaviour and commercial impact precisely
• Coaching questions help sellers diagnose choices rather than receive answers
• Development plans specify skill gaps, practice methods, evidence and review dates
• Follow-up coaching verifies changed behaviour through calls, CRM and outcomes

Participants can address underperformance fairly through clear expectations, evidence and documented follow-through.

• Performance standards distinguish results, behaviours, capability and conduct expectations
• Root-cause analysis separates skill, will, territory, process and resource issues
• Evidence files combine targets, CRM records, observations and prior agreements
• Difficult conversations state gaps, consequences, support and review dates clearly
• Performance improvement plans define measurable actions, milestones and accountability
• Escalation decisions follow organisational policy, documentation and manager authority

Participants can recruit and onboard sales talent using evidence-based criteria and early performance milestones.

• Role profiles define sales outcomes, capabilities, behaviours and territory requirements
• Structured interviews test evidence through behavioural and situational questioning
• Selection scorecards reduce bias through weighted role-specific criteria
• Ninety-day onboarding plans sequence knowledge, field activity and coaching milestones
• Early productivity measures track pipeline creation, discovery quality and account coverage
• Retention conversations identify career goals, workload concerns and development needs

Participants can create management practices that support motivation, accountability and constructive team norms.

• Intrinsic and extrinsic motivators considered when setting recognition and reward practices
• Incentive-plan measures assessed for clarity, controllability and unintended behaviour
• Team norms establish preparation, candour, collaboration and customer responsibility
• Recognition reinforces valuable behaviours, not only closed revenue outcomes
• Psychological safety supports honest deal reporting and early risk escalation
• Manager consistency builds trust through predictable standards and decisions

Participants can coordinate sales with marketing, delivery and customer teams to protect customer commitments.

• Sales-marketing service-level agreements define lead quality, ownership and response times
• Implementation handoffs transfer scope, stakeholders, commitments and delivery risks
• Customer success coordination protects adoption, renewal and expansion opportunities
• Internal account teams align technical, commercial and executive relationships
• Escalation paths resolve delivery issues before damaging customer confidence
• Closed-loop feedback informs positioning, qualification and product improvement priorities

Participants can apply ethical and commercial controls to sales decisions, customer commitments and reporting.

• Sales ethics address truthful claims, fair dealing and customer confidentiality
• Approval controls govern pricing, gifts, expenses and non-standard contract terms
• Conflict-of-interest declarations protect objective customer and supplier decisions
• Accurate CRM records support forecast integrity, audit trails and management accountability
• Data privacy considerations affect prospecting lists, contact records and communications
• Risk registers record commercial, delivery, reputational and compliance exposures

Participants can integrate targets, pipeline governance, coaching and account priorities into one management system.

• Operating-plan sections align strategy, territory choices, targets and management cadences
• KPI trees connect revenue outcomes with controllable seller activities and conversions
• Review calendars schedule pipeline, forecast, coaching and account-planning meetings
• Resource plans allocate manager time, specialist support and leadership attention
• Implementation risks assessed through dependencies, resistance, capability and data quality
• Success measures define baseline, target, reporting source and review owner

Participants can build, review and present a complete Sales Management Operating Plan for a defined sales team, territory or account portfolio.

• Select a defined team, territory or account portfolio management challenge
• Build target cascades, coverage assumptions and priority account choices
• Apply pipeline stages, MEDDICC evidence rules and forecast categories
• Define coaching cadences, scorecards and performance-management escalation routes
• Present account-growth actions, cross-functional dependencies and commercial risk controls
• Review peer feedback and refine implementation milestones, owners and measures