Sales Programme Management Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Sales Programme Managers, Sales Managers 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-080

Before you join: Participants should have practical experience in sales, sales operations, commercial management, account management, marketing or customer success.

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

Sales programmes often fail not because the sales strategy is weak, but because targets, processes, data, incentives, enablement and governance are managed as separate activities. Sales programme managers must convert commercial priorities into coordinated work that field teams can adopt, leaders can measure and sponsors can govern. This requires disciplined planning, clear decision rights, reliable sales data, practical change management and regular performance reviews.

This course teaches participants how to design, launch and manage sales programmes that improve revenue growth, margin, retention, sales productivity or channel performance. Participants use programme charters, logic models, work breakdown structures, RACI matrices, sales capacity models, KPI trees, dashboards, forecast methods and benefits-realisation plans. They learn how to diagnose commercial performance gaps, prioritise initiatives, set governance arrangements, manage adoption and use evidence to make programme decisions.

Teaching combines focused instructor briefings with commercial cases, group analysis, planning simulations and structured application to participants’ own sales programmes. During the first week, participants create the foundations of a sales programme, including diagnosis, objectives, scope, roadmap and measures. The second week develops implementation, governance, budgeting, launch, operating cadence and continuous improvement. Participants leave with a complete sales programme management plan that can be adapted for use with their employer.

The course is suited to sales managers, sales operations professionals, commercial programme managers, account leaders and marketing or customer-success professionals who coordinate revenue-focused change initiatives. It is particularly relevant where several functions must deliver a shared commercial outcome.

What you will be able to do

  • Design a sales programme charter with objectives, scope, governance and benefits measures
  • Diagnose commercial performance gaps using funnel analysis, Pareto analysis and root-cause methods
  • Build a sales programme roadmap using work breakdown structures, dependencies and stage gates
  • Create sales capacity, quota and territory models from productivity and conversion assumptions
  • Develop KPI trees, dashboards and forecast routines for programme performance control
  • Apply RACI, RAID logs and steering committee structures to programme governance
  • Plan sales enablement, incentive, communication and adoption actions for programme rollout
  • Present a complete sales programme management plan supported by a business case and implementation roadmap

Benefits of attending

For you

  • Ability to lead revenue-focused initiatives beyond day-to-day sales supervision
  • Practical sales programme charter and roadmap for immediate workplace use
  • Stronger credibility in discussions with finance, marketing, operations and senior sponsors
  • Improved capability to challenge sales data, forecasts and performance assumptions
  • Structured evidence of programme management capability through the course certificate

For your organisation

  • Better alignment between commercial strategy, sales activity and measurable revenue outcomes
  • Faster identification of funnel weaknesses, territory gaps and sales capacity constraints
  • More consistent governance of cross-functional sales initiatives and investment decisions
  • Improved adoption of sales processes, CRM standards, enablement and incentive changes
  • Clearer benefits tracking for sales programmes, pilots and commercial transformation projects

Course modules

20 modules over 10 days

Participants can define the remit, governance and strategic purpose of a sales programme.

  • Sales programme management remit, decision rights, and interfaces with sales operations
  • Revenue strategy translated into programme objectives, milestones, owners, and measures
  • Corporate, commercial, and account plans aligned through a strategy cascade
  • RACI matrix defining accountability for sponsors, programme managers, and field leaders
  • Programme charter elements: scope, assumptions, constraints, benefits, and approval gates
  • Stakeholder map distinguishing economic buyers, users, influencers, and delivery partners

Participants can diagnose a sales performance problem and define evidence-based programme priorities.

  • Voice-of-customer evidence combined with win-loss, churn, and pipeline data
  • Root-cause analysis using five whys and fishbone cause categories
  • Funnel conversion analysis by segment, channel, stage, and seller cohort
  • Pareto analysis isolates accounts, products, and activities driving performance gaps
  • Baseline measures establish current state, target state, and measurement rules
  • Problem statements separate symptoms, causes, business impact, and decision needs

Participants can convert a commercial problem into a structured programme design and benefits plan.

  • SMART objectives linked to revenue, margin, retention, and productivity outcomes
  • Logic model connects inputs, activities, outputs, outcomes, and commercial impact
  • Work breakdown structure decomposes initiatives into controlled deliverables and work packages
  • Critical-path method identifies dependencies, float, milestones, and schedule exposure
  • Assumption log records uncertainties, validation owners, dates, and response actions
  • Benefits-realisation plan assigns measures, baselines, targets, and benefit owners

Participants can identify priority customer groups and define relevant commercial value propositions.

  • Segmentation criteria combine account potential, needs, behaviour, and service economics
  • Ideal customer profile differentiates priority accounts from low-fit opportunities
  • Buying-committee maps identify roles, influence patterns, and decision criteria
  • Value proposition canvas connects customer pains, gains, jobs, and proof
  • Message architecture adapts value claims by persona, sector, and buying stage
  • Account prioritisation matrix ranks attractiveness against probability of programme impact

Participants can create capacity, quota and territory assumptions that support programme targets.

  • Quota-setting methods reconcile top-down targets with territory potential and capacity
  • Sales capacity model converts productivity assumptions into headcount and coverage requirements
  • Activity standards link calls, meetings, proposals, and conversion rates
  • Territory design balances opportunity, travel time, workload, and account continuity
  • Coverage gaps reveal unserved accounts, channels, products, and customer moments
  • Scenario analysis tests target attainment under alternative conversion and staffing assumptions

Participants can prioritise sales initiatives and sequence them within a manageable programme roadmap.

  • Initiative portfolio maps programmes by strategic fit, value, cost, risk, and effort
  • Scoring model ranks candidate initiatives using weighted commercial criteria
  • Stage-gate governance authorises discovery, design, pilot, launch, and scale
  • Pilot design defines hypotheses, sample, controls, success measures, and exit rules
  • Resource loading exposes conflicts across sellers, specialists, managers, and marketing
  • Roadmaps sequence quick wins, enabling work, releases, and benefit milestones

Participants can design process standards and playbooks that improve sales execution consistency.

  • Sales process maps specify stages, exit criteria, actions, and required evidence
  • MEDDICC qualification improves opportunity selection, deal strategy, and forecast confidence
  • Playbooks standardise discovery questions, objection responses, mutual actions, and handoffs
  • Stage conversion rules prevent premature advancement and hidden pipeline risk
  • Service-level agreements define marketing, sales, and customer-success handover responsibilities
  • Deal reviews test opportunity quality, next actions, risks, and support needs

Participants can plan enablement and coaching actions that support new sales programme requirements.

  • Competency matrices identify capability gaps by role, tenure, product, and territory
  • Learning journeys combine knowledge, practice, coaching, certification, and reinforcement
  • Manager coaching cadence uses observation, feedback, commitments, and follow-through
  • Sales onboarding milestones connect readiness evidence to customer-facing responsibilities
  • Knowledge checks measure retention, application, and recurring performance barriers
  • Enablement content governance controls ownership, versioning, approvals, and retirement

Participants can assess whether rewards and recognition support intended sales programme behaviours.

  • Compensation plan components align base pay, variable pay, measures, and thresholds
  • Accelerators and decelerators model marginal reward across attainment ranges
  • SPIF design tests behavioural intent, cost, duration, eligibility, and controls
  • Non-financial recognition reinforces desired selling behaviours and programme participation
  • Quota-crediting rules prevent channel conflict, duplicate claims, and customer confusion
  • Pay-plan simulations expose unintended incentives, earnings volatility, and budget risk

Participants can establish data standards and information governance for sales programme control.

  • CRM data model defines required fields, validation rules, ownership, and retention
  • Data-quality scorecards track completeness, accuracy, timeliness, uniqueness, and consistency
  • Opportunity hygiene routines improve next-step discipline, close dates, and stage integrity
  • Master-data rules govern accounts, contacts, products, territories, and hierarchy changes
  • Consent and access controls protect customer data and commercial confidentiality
  • Dashboard definitions establish metric formulas, sources, refresh frequency, and owners

Participants can build a measurement framework that connects sales activity to commercial outcomes.

  • Balanced Scorecard links financial, customer, process, and capability measures
  • KPI trees trace leading indicators to revenue, margin, retention, and cash
  • Sales dashboards distinguish activity, pipeline, conversion, productivity, and outcome measures
  • Control charts separate normal variation from signals requiring management intervention
  • Targets, thresholds, and tolerances create consistent performance escalation rules
  • Metric dictionaries prevent conflicting calculations across reports, teams, and systems

Participants can establish forecast routines that improve revenue visibility and management action.

  • Forecast categories define confidence, evidence standards, and management actions
  • Weighted-pipeline forecast combines stage probability, deal value, and close timing
  • Commit forecast reviews challenge deal assumptions, slippage, upside, and downside
  • Forecast accuracy metrics compare predicted revenue with actual bookings and variance
  • Rolling forecast updates incorporate pipeline movement, capacity changes, and market signals
  • Scenario ranges communicate base, upside, downside, and confidence assumptions

Participants can coordinate commercial programmes across strategic accounts and partner channels.

  • Key account plans coordinate growth objectives, stakeholder actions, risks, and governance
  • Channel programme design sets partner roles, margins, enablement, and deal-registration rules
  • Direct and indirect route-to-market choices reflect customer preference and economics
  • Account segmentation assigns service models, coverage intensity, and escalation paths
  • Partner scorecards assess pipeline contribution, capability, compliance, and customer outcomes
  • Conflict-resolution protocols address territory overlaps, account ownership, and pricing disputes

Participants can plan stakeholder engagement and adoption actions for sales programme changes.

  • Stakeholder analysis maps influence, resistance, readiness, messages, and engagement actions
  • Kotter's eight-step model structures urgency, coalition, vision, action, and anchoring
  • Change-impact assessment identifies altered roles, processes, measures, systems, and behaviours
  • Communication plan specifies audience, message, channel, timing, sender, and feedback
  • Adoption metrics track usage, proficiency, manager reinforcement, and performance effects
  • Resistance responses distinguish information gaps, capability gaps, incentives, and objections

Participants can establish governance routines that control risks, decisions and programme delivery.

  • Steering committee terms define membership, authority, cadence, decisions, and escalation routes
  • RAID log manages risks, assumptions, issues, dependencies, owners, and due dates
  • Risk matrix scores likelihood, impact, controls, contingency, and residual exposure
  • Decision log records options, rationale, approvers, commitments, and review dates
  • Programme health checks assess scope, schedule, budget, benefits, risks, and adoption
  • Escalation thresholds trigger timely intervention before commercial commitments are missed

Participants can prepare sales programme business cases and track commercial value after approval.

  • Business cases quantify incremental revenue, margin, costs, investment, and payback
  • Discounted cash-flow analysis tests net present value and investment alternatives
  • Cost-to-serve analysis exposes profitability differences by customer, channel, and product
  • Budget baselines separate committed spend, contingency, forecast, and actual costs
  • Benefits tracking distinguishes realised value, forecast value, and unvalidated claims
  • Sensitivity analysis tests business-case exposure to price, volume, cost, and timing

Participants can create a controlled launch plan for a new sales programme or initiative.

  • Launch readiness checklist confirms people, process, data, tools, communications, and support
  • Integrated launch plan coordinates sales, marketing, operations, finance, and service
  • 30-60-90-day plans translate programme milestones into field-management actions
  • Communication calendars sequence sponsor messages, manager briefings, and seller updates
  • Hypercare arrangements define support channels, triage rules, response times, and ownership
  • Go-live criteria require evidence of readiness, risk acceptance, and contingency plans

Participants can run programme review routines that turn performance evidence into accountable action.

  • Weekly operating cadence combines pipeline reviews, metrics, actions, blockers, and decisions
  • Monthly business reviews connect programme performance with financial and customer outcomes
  • Action registers assign commitments, deadlines, dependencies, and closure evidence
  • Exception management focuses leadership attention on material variance and recurring blockers
  • Coaching insights feed programme adjustments through observed seller and manager behaviour
  • Cross-functional huddles resolve handoffs, capacity constraints, and customer-impacting issues

Participants can improve sales programmes using performance evidence and formal benefits reviews.

  • Plan-do-check-act cycles test changes, measure effects, standardise, and refine
  • A/B test design compares messages, offers, sequences, or enablement treatments
  • Cohort analysis reveals performance differences by launch period, segment, and adoption
  • Post-implementation reviews document outcomes, root causes, lessons, and follow-up actions
  • Benefits-realisation reviews confirm ownership, evidence, corrective action, and closure
  • Programme closure transfers controls, documentation, measures, and outstanding risks

Participants can build, review and present a complete sales programme management plan for a defined commercial priority.

  • Programme charter consolidates objectives, scope, stakeholders, benefits, assumptions, and governance
  • Commercial diagnosis substantiates the selected problem with baseline evidence
  • Integrated roadmap sequences initiatives, dependencies, resources, launch gates, and milestones
  • Measurement framework defines KPI tree, dashboard, forecast, and benefits tracking
  • Risk, adoption, budget, and communications plans support delivery decisions
  • Peer review tests commercial logic, feasibility, controls, and executive clarity
  • Executive presentation communicates recommendation, investment case, milestones, and decision requests

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

What you take back to work

  1. Sales programme charter template
  2. Commercial diagnosis and root-cause analysis
  3. Sales programme roadmap and stage-gate plan
  4. KPI tree and sales dashboard specification
  5. RAID log and governance pack
  6. Sales programme management plan

Who should attend

  • Sales Programme Managers — need to coordinate commercial initiatives from design through benefits tracking
  • Sales Managers — need structured methods for improving team performance and sales execution
  • Sales Operations Managers — need to connect CRM data, targets, processes and performance reporting
  • Commercial Excellence Managers — need to standardise revenue improvement initiatives across business units
  • Key Account Directors — need to coordinate account-growth programmes involving multiple internal teams
  • Marketing and Customer Success Managers — need to manage shared initiatives affecting acquisition, retention and expansion

Skills and tools covered

Sales programme designCommercial performance analysisSales governanceRevenue forecastingChange adoption planningBenefits realisation

Tools and standards

RACI matrix, MEDDICC, Balanced Scorecard, Kotter's eight-step model

How the course runs

Training methodology

The course uses short instructor briefings to introduce sales programme management methods, followed by case analysis, group planning tasks, simulations and facilitated peer review. Participants work with realistic sales data, programme scenarios and commercial decision points. They build sections of a sales programme plan throughout the course, including objectives, governance, roadmap, measures, risks and launch actions. Facilitators provide structured feedback on commercial logic, feasibility, stakeholder alignment and evidence quality. Time is also reserved for application planning against participants’ own workplace priorities.

Requirements and prerequisites

Participants should have practical experience in sales, sales operations, commercial management, account management, marketing or customer success. They should understand basic sales concepts such as pipeline stages, targets, conversion rates, customer segments and account plans. Experience of supporting a sales initiative, reporting on sales performance or managing cross-functional work is useful. Participants do not need formal project management certification, advanced financial modelling skills, CRM administration experience or prior knowledge of a specific sales methodology. The course uses commercial examples that can be applied to business-to-business, public-sector and service sales settings.

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

You should understand basic sales processes, sales targets, pipeline stages and customer segmentation. Formal project management training, CRM administration experience and advanced finance skills are not required.

Bring information about a sales programme, commercial problem or performance priority relevant to your work. Useful materials include sales dashboards, pipeline reports, account plans, target-setting documents or current programme plans, subject to your organisation's confidentiality rules.

The course is designed for professionals responsible for coordinating sales improvement initiatives, sales operations, commercial excellence, account growth or channel programmes. It is also useful for sales managers moving into broader programme leadership responsibilities.

Sales management courses usually focus on leading sellers, coaching performance and achieving team targets. This course focuses on designing and governing cross-functional commercial programmes, using sales-specific methods for capacity, pipeline, incentives, adoption, forecasting and benefits tracking.

Participants build reusable elements of a sales programme plan during the course, including a charter, roadmap, measurement framework and governance arrangements. These can be adapted to initiatives such as CRM adoption, sales process improvement, key-account growth, channel expansion or productivity improvement.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week focuses on diagnosis, design, planning and sales performance methods, while the second week focuses on implementation, governance, launch, operating cadence, optimisation and the 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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