Strategic B2B Selling and Value Propositions Training Course

Duration 10 days 20 modules · 65 contact hours
Level Advanced Certificate on completion
Who attends Strategic Account Managers, Enterprise 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-066

Before you join: Participants should have practical experience selling B2B products, services, technology, consulting or outsourced solutions.

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

Complex B2B sales are rarely won by product knowledge alone. Buying groups compare commercial risk, operational impact, implementation effort and supplier credibility before they approve a change. Sellers must identify the real decision process, quantify the customer’s current cost or missed opportunity, connect capabilities to business outcomes and maintain control of a multi-stakeholder sale. Weak discovery, generic proposals and unqualified forecasts create long sales cycles, margin pressure and late-stage losses.

This advanced course develops a disciplined approach to strategic account selling and value proposition design. Participants use account segmentation, stakeholder mapping, MEDDICC qualification, SPIN questioning, Challenger commercial insight and value engineering to pursue high-value opportunities. They learn to diagnose customer priorities, build business cases, differentiate against alternatives, shape buying criteria, negotiate commercial terms and create mutual action plans. The course also addresses account growth, opportunity governance, deal reviews and forecast accuracy.

Teaching combines short instructor briefings with business cases, account-planning workshops, stakeholder simulations, discovery conversations, proposal reviews and negotiation scenarios. Participants apply each method to a live account or realistic target opportunity from their own market. By the end of the course, each participant has produced a strategic account and opportunity plan containing customer hypotheses, stakeholder analysis, quantified value proposition, qualification assessment, competitive strategy, mutual action plan and executive presentation.

The course is suited to experienced sales professionals responsible for enterprise accounts, strategic pursuits, major renewals and complex solution sales. It is also valuable for sales leaders, bid managers, commercial managers and customer success leaders who need a common method for creating value-led customer conversations and managing critical opportunities.

What you will be able to do

  • Diagnose strategic accounts using segmentation criteria, account potential and buying triggers
  • Map buying groups using stakeholder influence, decision roles and relationship coverage
  • Conduct discovery meetings using SPIN questions, commercial insight and active listening
  • Qualify complex opportunities using MEDDICC evidence, exit criteria and deal risk assessments
  • Develop quantified value propositions using value driver trees, baseline data and financial logic
  • Build persuasive business cases using cost-benefit analysis, payback periods and risk assumptions
  • Negotiate commercial agreements using concession plans, trade-offs and walk-away positions
  • Present a complete strategic account and opportunity plan to senior stakeholders

Benefits of attending

For you

  • Produce stronger executive-level customer conversations supported by commercial evidence
  • Improve control of complex deals through clear qualification and next-step discipline
  • Defend price more effectively by linking offers to measurable customer outcomes
  • Increase credibility with senior buyers through structured business cases and account plans
  • Build a repeatable method for managing major accounts and strategic pursuits

For your organisation

  • Improve win quality by prioritising opportunities with evidence-based qualification
  • Reduce discounting through quantified value propositions and stronger differentiation
  • Increase forecast reliability through agreed deal stages, evidence and exit criteria
  • Create consistent account planning across sales teams, regions and product lines
  • Strengthen customer retention and expansion through planned stakeholder coverage

Course modules

20 modules over 10 days

Participants can distinguish strategic B2B opportunities and select suitable account priorities.

  • Strategic account selection using revenue potential, fit, access and urgency
  • Segmenting buying situations: new task, modified rebuy and straight rebuy
  • Complex sales cycles mapped from trigger through implementation and renewal
  • Customer buying risk assessed across financial, operational, political and personal factors
  • Sales motions compared: transactional, solution, consultative and strategic account selling
  • Opportunity attractiveness scored using potential value, probability and cost-to-sell

Participants can position their offer against customer alternatives and competitive threats.

  • Customer alternatives identified: status quo, internal delivery, competitors and deferral
  • Competitive battlecards structured around strengths, vulnerabilities, proof and countermoves
  • Differentiation tested against relevance, credibility, uniqueness and customer value
  • Porter’s Five Forces applied to account-level competitive pressure
  • Positioning statements built from target customer, problem, outcome and proof
  • Commercial messages separated from product features and technical specifications

Participants can research and prioritise accounts using evidence-based segmentation criteria.

  • Ideal customer profile defined through economics, needs, access and strategic fit
  • Account tiering combines current revenue, growth potential and relationship strength
  • Annual reports mined for strategy, capital plans, risks and performance measures
  • Trigger events tracked through leadership changes, regulations, acquisitions and investments
  • Account hypotheses documented before first contact or opportunity review
  • Research sources assessed for reliability, recency, bias and commercial usefulness

Participants can map buying groups and plan stakeholder-specific engagement.

  • Buying roles classified as economic buyer, champion, coach, user and blocker
  • Stakeholder maps show influence, attitude, access, interests and relationship status
  • Power-interest grids identify engagement priorities and political risk
  • Individual win themes linked to stakeholder goals, metrics and concerns
  • Relationship gaps exposed through contact coverage and influence pathways
  • Multithreaded engagement plans assign messages, owners, timing and desired outcomes

Participants can conduct structured discovery that reveals business priorities and decision evidence.

  • SPIN questioning sequences uncover situation, problem, implication and need-payoff evidence
  • Opening agendas establish purpose, relevance, time boundaries and mutual expectations
  • Problem statements separated from symptoms, requests and preferred solutions
  • Follow-up questions quantify frequency, impact, ownership and current workarounds
  • Active listening techniques test assumptions through paraphrasing, summarising and silence
  • Discovery notes capture facts, hypotheses, commitments, risks and unanswered questions

Participants can introduce relevant commercial insight without creating defensive customer reactions.

  • Challenger commercial teaching links market patterns to customer-specific consequences
  • Reframe messages challenge costly assumptions using credible operational evidence
  • Insight credibility strengthened through customer data, benchmarks and observed patterns
  • Constructive tension balanced with respect, curiosity and stakeholder priorities
  • Tailored messages connect insight to roles, metrics and decision responsibilities
  • Teaching pitches sequenced from problem recognition to action rationale

Participants can qualify strategic opportunities using evidence rather than seller optimism.

  • Metrics defined as measurable outcomes valued by the economic buyer
  • Economic buyer access assessed through authority, priorities and engagement evidence
  • Decision criteria separated into technical, commercial, legal and operational requirements
  • Decision process mapped from evaluation through approval, contracting and implementation
  • Identify pain confirmed through consequences, urgency and accountable ownership
  • Champion strength tested through influence, credibility, motivation and active support

Participants can create controlled opportunity plans with verifiable milestones and responsibilities.

  • Opportunity strategy connects customer objectives, stakeholders, risks and competitive choices
  • Mutual action plans define milestones, owners, dates, dependencies and evidence
  • Critical path analysis identifies approval gates, procurement steps and implementation constraints
  • Next steps written as customer-owned commitments rather than seller activities
  • Deal risks ranked by impact, probability, warning signs and mitigation actions
  • Exit criteria determine whether to advance, pause, redesign or disqualify opportunities

Participants can identify and quantify the business drivers behind a customer value case.

  • Value driver trees connect operational improvements to financial outcomes
  • Baseline performance established using volumes, costs, cycle times and error rates
  • Cost of inaction calculated from losses, delays, risks and missed revenue
  • Benefits classified as revenue gain, cost reduction, risk reduction or capital avoidance
  • Customer assumptions validated with process owners, finance teams and operational data
  • Value ranges model conservative, expected and upside outcome scenarios

Participants can develop credible business cases that support senior decision-making.

  • Cost-benefit analysis compares investment, recurring cost, benefit timing and assumptions
  • Payback period calculated from implementation cost and monthly net benefits
  • Net present value explained using discounted cash flows and hurdle rates
  • Sensitivity analysis tests volume, adoption, savings and implementation assumptions
  • Business case narratives connect financial results to strategic customer priorities
  • Finance objections anticipated through traceable data sources and calculation logic

Participants can construct value propositions tailored to defined customer segments and stakeholders.

  • Value proposition canvas links customer jobs, pains, gains and offer elements
  • Value claims expressed as measurable customer outcomes rather than supplier capabilities
  • Proof points selected from cases, data, references, demonstrations and pilots
  • Message architecture separates primary promise, supporting benefits and evidence
  • Segment-specific propositions address distinct triggers, priorities and buying conditions
  • Claims checked for specificity, credibility, relevance and competitive distinction

Participants can shape offers around customer requirements, risk concerns and value priorities.

  • Solution scope aligned with desired outcomes, constraints and implementation capacity
  • Modular offer design separates core solution, options, services and safeguards
  • Requirements traced to stakeholder needs, decision criteria and value drivers
  • Pilot proposals define hypotheses, measures, duration, governance and conversion terms
  • Implementation plans address adoption, integration, training, support and accountability
  • Scope boundaries prevent unpriced commitments, ambiguous responsibilities and margin erosion

Participants can create proposals and executive messages that advance complex buying decisions.

  • Executive summaries lead with customer priorities, value, evidence and recommended action
  • Proposal structure follows decision criteria rather than internal product organisation
  • Win themes connect differentiated capabilities to specific customer business outcomes
  • Compliance matrices track requirements, response evidence, owners and submission status
  • Visual evidence uses value tables, process maps, timelines and risk registers
  • Proposal reviews test clarity, relevance, proof, commercial logic and consistency

Participants can build account plans that protect revenue and identify expansion opportunities.

  • Account plans combine customer strategy, relationship maps, opportunities and revenue goals
  • White-space analysis identifies unmet needs, business units and adjacent use cases
  • Customer health indicators track adoption, satisfaction, risk, value and renewal readiness
  • Growth plays prioritise cross-sell, upsell, renewal, retention and strategic partnerships
  • Executive sponsorship plans define purpose, contacts, meeting cadence and outcomes
  • Account governance assigns ownership, review rhythms, actions and escalation routes

Participants can manage strategic pipelines using evidence, stage discipline and risk visibility.

  • Pipeline stages defined by customer evidence, not seller activity or optimism
  • Forecast categories distinguish committed, best case, pipeline and excluded opportunities
  • Deal reviews test MEDDICC evidence, next steps, risks and competitive position
  • Coverage ratios compare qualified pipeline value against revenue targets
  • Slippage analysis identifies recurring causes, warning signs and corrective actions
  • CRM opportunity records maintained with decision dates, stakeholders and value assumptions

Participants can prepare and conduct negotiations that protect value and commercial terms.

  • Procurement tactics anticipated through stakeholder intelligence, process mapping and scenario planning
  • Negotiation objectives define target, reservation point, walk-away point and tradeables
  • Concession plans exchange value rather than granting unilateral price reductions
  • Give-get matrices link commercial concessions to customer commitments and protections
  • Total cost of ownership reframes price discussions around lifecycle economics
  • Contract risks reviewed across scope, liability, payment, service levels and change control

Participants can respond to commercial objections while maintaining customer focus and deal control.

  • Objections classified as information gaps, risk concerns, politics, budget or competition
  • Feel-felt-found responses adapted for evidence-based B2B conversations
  • Objection questions uncover underlying concerns before presenting a response
  • Competitive claims tested against customer criteria, proof requirements and implementation risk
  • Price objections redirected toward value, alternatives, outcomes and commercial trade-offs
  • Loss reviews distinguish controllable execution failures from strategic market constraints

Participants can present strategic recommendations clearly to executive decision-makers.

  • Executive presentations open with decision required, stakes and recommended action
  • Storylines follow situation, complication, implication, recommendation and evidence
  • Decision-maker questions anticipated around value, risk, feasibility and accountability
  • Slides designed for message hierarchy, evidence visibility and rapid comprehension
  • Deal review discussions separate facts, assumptions, risks and required decisions
  • Presentation feedback evaluates customer relevance, clarity, confidence and commercial precision

Participants can establish disciplined habits for managing strategic selling activity and account progress.

  • Weekly opportunity rhythms allocate time across research, meetings, planning and follow-up
  • Pre-call plans define desired outcomes, hypotheses, questions and stakeholder concerns
  • Post-call reviews record evidence, commitments, risks and revised opportunity strategy
  • Territory priorities balanced through account potential, urgency, probability and effort
  • Internal deal teams aligned around roles, customer messages and escalation decisions
  • Personal scorecards track pipeline health, meeting quality, conversion and account progress

Participants can build, review and present a complete strategic account and opportunity plan.

  • Account strategy integrates segmentation, research, stakeholders, value drivers and growth priorities
  • MEDDICC assessment documents evidence gaps, risks, actions and deal confidence
  • Value proposition quantifies customer outcomes using agreed assumptions and proof
  • Mutual action plan sequences customer commitments, internal tasks and decision milestones
  • Executive presentation recommends pursuit strategy, investment priorities and next actions
  • Peer review challenges commercial logic, customer relevance, risks and implementation feasibility

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

What you take back to work

  1. Strategic account plan template
  2. MEDDICC opportunity qualification scorecard
  3. Stakeholder influence and relationship map
  4. Quantified value proposition model
  5. Customer business case template
  6. Mutual action plan and deal review checklist

Who should attend

  • Strategic Account Managers — need structured plans for growing major customer relationships
  • Enterprise Sales Managers — need stronger control of complex, multi-stakeholder opportunities
  • Business Development Directors — need value-led approaches for new strategic pursuits
  • Key Account Directors — need methods for protecting and expanding high-value accounts
  • Bid and Proposal Managers — need customer evidence behind persuasive commercial proposals
  • Sales Leaders — need common qualification standards and more reliable deal governance

Skills and tools covered

Strategic account planningValue proposition designComplex opportunity qualificationStakeholder mappingBusiness case developmentCommercial negotiation

Tools and standards

MEDDICC, SPIN Selling, Challenger Sale, Miller Heiman Strategic Selling

How the course runs

Training methodology

The course uses short briefings to introduce methods, followed by case analysis, group discussion, account-planning work and sales simulations. Participants practise discovery, stakeholder conversations, value quantification, proposal positioning and negotiation using realistic B2B scenarios. Instructors provide structured feedback against defined criteria, including qualification evidence, customer relevance and commercial logic. Application planning is built into each stage, allowing participants to develop a live account or opportunity plan during the ten days and test it through peer and instructor review.

Requirements and prerequisites

Participants should have practical experience selling B2B products, services, technology, consulting or outsourced solutions. They should be familiar with customer meetings, sales pipelines, commercial proposals and basic sales terminology such as opportunity, stakeholder, margin and forecast. Experience managing enterprise accounts or long sales cycles is useful, but not essential. Participants should bring knowledge of one current account or target opportunity for application work. No formal sales qualification, finance degree, CRM certification or prior knowledge of MEDDICC, SPIN or Miller Heiman methods is required.

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

Participants should have practical B2B sales experience and familiarity with customer meetings, proposals or sales pipelines. The course does not require formal sales certification or previous use of MEDDICC, SPIN or Miller Heiman methods.

Participants should bring information about one live account, target customer or strategic opportunity where confidentiality permits. Useful material includes account notes, proposal extracts, pipeline data, customer objectives and known stakeholder information.

The course is designed for experienced sellers working on enterprise accounts, solution sales, major renewals and long-cycle opportunities. It also suits sales leaders, bid managers and commercial managers who support complex pursuits.

General sales courses often focus on prospecting, presentation skills and basic objection handling. This course focuses on strategic accounts, buying groups, qualification evidence, quantified value, competitive positioning and complex deal governance.

Participants leave with templates and a completed account or opportunity plan that can be used immediately in customer and internal deal meetings. The methods also provide common language for account reviews, forecast discussions and proposal development.

Training days run from 08:30 to 16:30 and provide about 6.5 contact hours each. The first week establishes account strategy, discovery, qualification and value methods; the second week develops proposals, negotiation, governance 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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