Sales Process Management Training Course

Participants can align sales actions and content with customer buying tasks, stakeholders and decisions.

• Customer journey maps connect buying tasks, stakeholders, channels, and evidence
• Jobs-to-be-Done interviews reveal desired outcomes, anxieties, and switching triggers
• Buying committee maps separate users, champions, influencers, approvers, and blockers
• Value hypotheses link business problems to measurable commercial consequences
• Mutual action plans coordinate customer tasks, dates, owners, and dependencies
• Content and touchpoint choices match discovery, evaluation, validation, and decision

Participants can qualify, prioritise and disqualify opportunities using consistent commercial evidence.

• Ideal customer profile criteria combine fit, pain, capability, and economics
• Lead scoring weights firmographic, behavioural, intent, and engagement signals
• MEDDICC assesses metrics, economic buyer, decision process, and competition
• BANT limitations compared with evidence-based qualification for complex sales
• Disqualification rules prevent resource drain from low-probability opportunities
• Qualification checklists record evidence gaps, assumptions, risks, and next steps

Participants can conduct structured discovery that reveals business needs, decision criteria and stakeholder concerns.

• SPIN questioning sequences situation, problem, implication, need-payoff, and commitment
• Problem statements quantify operational, financial, risk, and customer consequences
• Active listening techniques test assumptions through paraphrasing, probing, and silence
• Stakeholder interview plans assign questions, evidence sought, and follow-up
• Discovery notes separate facts, interpretations, commitments, and unresolved issues
• Call plans define objectives, agendas, roles, and desired buyer actions

Participants can translate discovered needs into value cases, solution evidence and commercially clear proposals.

• Value proposition canvases connect customer pains, gains, capabilities, and proof
• Business cases calculate savings, revenue, risk reduction, and implementation costs
• ROI models document assumptions, payback periods, sensitivity, and ownership
• Proof points select relevant references, benchmarks, pilots, and technical validation
• Solution alignment matrices match requirements to capabilities, constraints, and evidence
• Commercial proposals structure scope, outcomes, pricing, assumptions, and governance

Participants can manage pipeline quality and produce forecasts supported by opportunity evidence.

• Pipeline stages use probability only after evidence-based exit criteria
• Forecast categories separate commit, best case, pipeline, and excluded opportunities
• Weighted pipeline calculations expose coverage gaps against quota and period
• Opportunity reviews inspect next steps, stakeholder access, risks, and deal strategy
• CRM hygiene standards govern mandatory fields, timestamps, reason codes, and attachments
• Slippage analysis distinguishes timing changes, qualification errors, and execution failures

Participants can allocate sales effort using account potential, buying signals and coverage priorities.

• Territory plans segment accounts by potential, propensity, access, and whitespace
• Account prioritisation matrices compare strategic value, fit, urgency, and effort
• Coverage models set contact frequency by tier, opportunity, and buying cycle
• Account maps identify relationships, influence paths, incumbents, and coalition gaps
• Call cadence plans combine outreach channels, messages, timing, and ownership
• Time allocation audits redirect effort toward qualified, high-value selling activity

Participants can manage sales performance through disciplined coaching, deal inspection and leading indicators.

• Sales coaching cadence combines observation, diagnosis, practice, and follow-through
• Deal inspection questions test evidence rather than accepting status reports
• Funnel metrics track conversion, velocity, ageing, win rate, and average value
• Leading indicators distinguish controllable behaviours from lagging revenue results
• Control charts identify variation requiring process correction or managerial intervention
• One-to-one reviews document commitments, support required, and inspection dates

Participants can diagnose sales-process performance issues and design controlled improvement actions.

• DMAIC frames sales-process improvement through define, measure, analyse, improve, control
• Baseline metrics establish current conversion, cycle time, cost, and quality
• Root cause analysis uses five whys and fishbone diagrams
• Pareto charts focus improvement resources on dominant loss categories
• Pilot design specifies hypothesis, sample, measures, guardrails, and review dates
• Standard work documents revised stages, responsibilities, controls, and training needs

Participants can prepare a practical implementation plan for sustained sales-process management.

• 90-day implementation plans sequence process changes, owners, dependencies, and milestones
• KPI trees connect revenue targets to pipeline, conversion, and activity drivers
• Change impact assessments identify affected roles, routines, systems, and incentives
• Communication plans explain process rationale, expectations, support, and escalation routes
• Governance calendars schedule pipeline reviews, metric checks, and improvement decisions
• Personal application plans define first actions, measures, sponsors, and review dates