Strategic Sales Leadership Training Course

Duration 5 days 10 modules · 33 contact hours
Level Advanced Certificate on completion
Who attends Sales Directors, Regional Sales Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-S-056

Before you join: Participants should have at least three years of B2B, enterprise, institutional or complex sales experience, plus direct responsibility for accounts, opportunities, territories or sales-team results.

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

Strategic sales leaders must turn growth targets into clear market choices, focused account coverage, credible forecasts and repeatable selling behaviour. This is difficult when sales teams pursue poorly qualified opportunities, compete on price, receive inconsistent coaching or report pipeline figures that do not reflect deal reality. Leaders need to connect commercial strategy with the daily management of territories, accounts, people and performance.

This course develops the leadership methods required to build and run a growth-focused sales organisation. Participants assess markets and customer segments, define ideal customer profiles, set sales coverage models and establish account priorities. They apply MEDDICC qualification, value-selling principles, opportunity governance and disciplined forecasting. The course also addresses sales operating rhythm, KPI design, coaching conversations, cross-functional deal leadership, pricing discipline and sales transformation planning.

Teaching combines concise instructor briefings with sector-based cases, group analysis, sales leadership simulations and structured application planning. Participants work with realistic scenarios including enterprise technology sales, banking relationship management, public-sector procurement and complex B2B service contracts. They leave with a practical Strategic Sales Leadership Plan, supported by templates for account planning, pipeline reviews, forecast governance, sales coaching and performance management.

The course is suited to experienced sales managers, commercial leaders and account leadership professionals responsible for revenue growth, strategic customers or sales-team performance. It is particularly relevant for leaders moving from individual sales success into responsibility for sales strategy, team execution and commercial governance.

What you will be able to do

  • Design a sales growth strategy using market segmentation, target-account priorities and revenue objectives
  • Build an ideal customer profile and account coverage model for strategic sales teams
  • Apply MEDDICC qualification to improve opportunity selection and deal governance
  • Create value propositions linked to customer business cases, buying criteria and quantified outcomes
  • Construct pipeline, forecast and sales KPI dashboards using defined stage-entry criteria
  • Conduct structured sales coaching using call reviews, deal reviews and performance evidence
  • Lead cross-functional account teams through complex buying processes and stakeholder alignment
  • Produce a 90-day strategic sales leadership plan with actions, owners and review cadence

Benefits of attending

For you

  • Lead sales teams with a defined growth strategy rather than target chasing
  • Run more credible forecast reviews using evidence-based opportunity qualification
  • Coach sellers through specific deal obstacles, stakeholder gaps and value weaknesses
  • Gain a reusable structure for strategic account and territory decisions
  • Present commercial priorities clearly to senior leaders and cross-functional partners

For your organisation

  • Improves sales-resource allocation toward priority segments and target accounts
  • Raises forecast reliability through consistent pipeline stages and deal inspection
  • Reduces low-probability pursuit activity and unproductive sales-cycle time
  • Strengthens retention and expansion planning for high-value customer relationships
  • Creates common sales-management routines across regions, teams and product lines

Course modules

10 modules over 5 days

Participants can translate business growth ambitions into focused sales priorities and leadership choices.

  • Growth ambition translated into revenue, margin, retention and market-share targets
  • Sales leadership roles across strategy, execution, coaching and commercial governance
  • TAM, SAM and SOM estimates tested against accessible customer demand
  • Market attractiveness scored through growth, margin, competition and purchase urgency
  • Porter’s Five Forces used to assess commercial pressure and differentiation
  • Strategic choices documented through target segments, offers and routes to market

Participants can define priority customers and assign appropriate sales coverage resources.

  • Customer segmentation built from needs, value potential and buying behaviour
  • Ideal Customer Profile criteria defined using firmographic and operational evidence
  • Buying-centre complexity assessed before assigning account-management resources
  • Territory design balances opportunity, travel time, capacity and relationship continuity
  • Coverage models compare field sales, inside sales, partners and digital channels
  • Account tiers set service levels, contact frequency and executive sponsorship
  • White-space analysis identifies expansion potential within named strategic accounts

Participants can guide teams to position offers around customer value rather than product features.

  • Value Selling Framework links customer problems to measurable business outcomes
  • Customer discovery separates stated requirements from underlying commercial consequences
  • Business cases quantify revenue gain, cost reduction, risk reduction and time savings
  • Competitive positioning maps alternatives, switching barriers and proof requirements
  • Challenger Sale commercial teaching reframes customer assumptions with credible insight
  • Proof-point libraries organise evidence from cases, benchmarks and implementation results
  • Pricing conversations defend value through outcomes, differentiation and concession discipline

Participants can lead structured growth plans for complex strategic accounts.

  • Account plans connect customer strategy, relationship goals and revenue opportunities
  • Stakeholder maps identify economic buyers, champions, blockers and technical evaluators
  • Power-interest analysis prioritises engagement across formal and informal decision makers
  • Mutual action plans assign milestones, owners, dependencies and customer commitments
  • Relationship heat maps expose single-threaded access and sponsorship weaknesses
  • Account opportunity portfolios balance retention, expansion, cross-sell and new initiatives
  • Executive-to-executive engagement planned around customer priorities and decision timing

Participants can inspect opportunities consistently and intervene in at-risk strategic deals.

  • MEDDICC assesses metrics, economic buyer, decision criteria and decision process
  • Identified pain and champion strength tested through customer-validated evidence
  • Opportunity stages require exit criteria, not seller confidence or activity volume
  • Deal reviews distinguish customer facts, assumptions, risks and next actions
  • Win strategies address competitive threats, procurement steps and stakeholder objections
  • Pursuit decisions apply qualification thresholds, resource costs and probability evidence
  • Red-team reviews challenge weak deal logic before major investment decisions

Participants can establish forecast disciplines that connect pipeline evidence to revenue commitments.

  • Pipeline coverage ratios compare qualified demand against quota and conversion rates
  • Stage-weighted forecasts use historical conversion data and defined sales stages
  • Commit, best-case and pipeline categories separate confidence from aspiration
  • Forecast calls inspect close dates, deal movement, risks and next milestones
  • Leading indicators include meetings, qualified opportunities, pipeline creation and sales-cycle velocity
  • Trailing indicators track bookings, revenue, margin, retention and average deal size
  • CRM data-quality rules define mandatory fields, ownership and review accountability

Participants can run a sales operating rhythm that reinforces priorities and accountability.

  • Sales scorecards connect individual activity, pipeline quality, bookings and margin
  • KPI trees trace team results from strategic objectives to controllable behaviours
  • Weekly pipeline reviews focus on movement, qualification and immediate interventions
  • Monthly business reviews examine trends, resource decisions and corrective actions
  • RACI matrices clarify accountability between sales, marketing, delivery and finance
  • Performance standards define expected behaviours alongside revenue and activity measures
  • Escalation paths address stalled approvals, delivery constraints and pricing exceptions

Participants can coach salespeople using observable evidence, structured feedback and targeted development actions.

  • GROW model structures coaching conversations around goals, reality and commitments
  • Call observation rubrics assess discovery, value articulation, listening and next steps
  • Deal coaching diagnoses strategy gaps before recommending seller actions
  • Feedback uses situation-behaviour-impact language and agreed improvement commitments
  • Skill matrices identify capability gaps across roles, territories and sales stages
  • Performance improvement plans specify standards, support, milestones and consequences
  • Recognition systems reinforce qualified selling, collaboration and customer-value creation

Participants can coordinate internal specialists and senior stakeholders around complex customer pursuits.

  • Deal teams align sales, solution, legal, finance and delivery contributions
  • Bid-no-bid criteria test strategic fit, capacity, profitability and win probability
  • Proposal governance controls solution scope, commercial assumptions and approval gates
  • Negotiation preparation defines BATNA, walk-away points, trades and concession limits
  • Procurement strategies address tender rules, evaluation criteria and stakeholder access
  • Executive briefings communicate customer value, decision requests and commercial risks
  • Post-win handovers preserve commitments, scope assumptions and relationship ownership

Participants can prioritise practical changes that improve sales execution over the next 90 days.

  • Sales maturity assessment compares current practices with desired operating standards
  • Change priorities sequence process, capability, data and leadership interventions
  • Adoption plans identify sponsors, affected roles, communications and reinforcement methods
  • Pilot design sets hypotheses, measures, review points and scale decisions
  • Risk registers capture adoption barriers, commercial disruption and mitigation owners
  • Ninety-day plans assign actions, milestones, measures and executive review dates
  • Personal leadership commitments convert course insights into observable management routines

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

What you take back to work

  1. Strategic Sales Leadership Plan
  2. Ideal Customer Profile template
  3. Strategic Account Plan template
  4. MEDDICC deal-review checklist
  5. Pipeline and forecast governance dashboard
  6. 90-day sales improvement action plan

Who should attend

  • Sales Directors — responsible for converting growth strategy into sales execution
  • Regional Sales Managers — accountable for territory performance, forecasting and team coaching
  • Heads of Business Development — building focused opportunity portfolios and pursuit discipline
  • Key Account Directors — leading multi-stakeholder customer growth plans
  • Commercial Directors — aligning sales priorities with pricing, marketing and delivery functions
  • New Sales Leaders — moving from personal quota delivery to team leadership responsibility

Skills and tools covered

Sales growth strategyStrategic account planningPipeline governanceSales forecastingSales coachingCommercial performance management

Tools and standards

MEDDICC, Value Selling Framework, GROW Model, RACI Matrix

How the course runs

Training methodology

The course uses short instructor briefings to introduce sales leadership frameworks, followed by case work drawn from complex B2B, banking, public-sector and service sales settings. Group exercises apply market choices, account plans, qualification criteria and forecast rules to realistic commercial situations. Simulations develop deal-review, coaching and executive sales-conversation skills. Facilitated peer discussion compares operating practices across participants’ organisations. Each participant completes structured application planning, converting course methods into actions for their own sales team, territory or strategic-account portfolio.

Requirements and prerequisites

Participants should have at least three years of B2B, enterprise, institutional or complex sales experience, plus direct responsibility for accounts, opportunities, territories or sales-team results. Familiarity with a CRM system, sales pipeline stages and standard revenue measures is assumed. Participants should be comfortable discussing their own sales process and commercial priorities. Prior formal management training, advanced financial modelling, CRM administration or a specific sales methodology certification is not required. The course focuses on leadership decisions and operating disciplines rather than introductory selling techniques.

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 experience in complex sales, account management, business development or sales management. They should understand their organisation’s sales process and have worked with revenue targets, pipelines or customer accounts.

Bring current information about your sales targets, account portfolio, pipeline stages and team structure where organisational policy permits. A real sales-management challenge or strategic account will help participants apply the methods directly.

The course is designed for sales directors, regional managers, commercial leaders, business development heads and key account leaders. It is most valuable for people accountable for team performance or strategic revenue growth.

Sales skills courses concentrate on individual conversations, prospecting or closing techniques. This course focuses on leading the sales system: market choices, account coverage, deal governance, forecasting, coaching and performance rhythm.

Participants leave with templates and an action plan that can be applied to their sales team, territory or account portfolio. Methods such as MEDDICC reviews, account plans and forecast categories can be introduced through existing sales meetings.

The five days provide approximately 32.5 contact hours, normally from 08:30 to 16:30 each day. Time is divided between instructor input, cases, group analysis, simulations and individual application planning across ten modules.

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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