Course Details

I. Customer Focused Selling

Customer Focused Selling covers these 10 consultative-selling essentials:
– Building relationships with listening and trust
– Planning effective sales calls
– Using FOCUS questioning to identify 5 critical decision priorities
– Relating product and solution benefits to customer needs
– Capitalizing on valued-added services with quantified benefits
– Reinforcing key points with visual/verbal data and tools
– Obtaining feedback to measure understanding and agreement
– Differentiating yourself and company from competition
– Handling customer resistance and objections
– Gaining commitment/negotiating to close
♦ Building Relationships
– A model for professional selling: The Sales Ability Purchase and Sales Processes
– The underlying premise of Sales Ability: every customer goes through a predictable though non-linear five-step process in making a buying decision; it is the professional salesperson’s role to guide and facilitate the customer through that process
– Optional: selling skills benchmarking role plays; learners set personal sales development objectives
– Listening as a pre-requisite of customer-centered selling
– The Listening Challenge: A Self-Assessment
– Active listening skills
– Five essential components of building trust
– What if…? Group and team discussions on handling typical challenges salespeople face
♦ Planning and Opening the Sales Call
– Understanding why people buy: customer needs and priorities
– Categorizing typical end-user needs: performance, financial, systems, 
image, and relationship needs
– Categorizing typical re-seller needs: financial, pull-through, service, 
– Planning: account analysis and sales call mapping
– Setting customer-centered sales call objectives
– Opening the sales call to gain customer interest and involvement
– Adding impact to your sales call openers
– Case study application: practicing planning and opening skills
♦ Identifying Customer Priorities
– Questioning: the heart of customer-centered selling
– Types of questions: open and closed
– Intent of questions: Fact and Priority
– FOCUS questioning process
– Best practices exercise: Creating a custom-built “questioning library”
– Case study application: practicing Sales Ability questioning skills; small 
team role plays
– What if…? discussions
♦ Relating and Reinforcing Benefits
– Organizing the benefit story
– Customizing your sales presentation: Matching benefits to customer 
needs and priorities
– Reinforcing and proving benefits through success stories, third party 
references, sales visuals, statistics, studies, etc.
– Presenting value-added benefits to complete your “total offering” and 
gain a competitive edge
♦ Obtaining and Handling Customer Feedback
– Why, when, and how to proactively obtain customer feedback and reactions
– Responding to customer feedback and resistance: customer doubt, customer satisfaction with the status quo, and unfulfilled customer priorities
– Team exercises on handling typical and difficult customer resistance/objections
– Golden opportunities: capitalizing on positive feedback
♦ Gaining Commitment
– Recognizing commitment signals – when to ask for commitment
– Tying your “close” back to your sales call objective
– Optional discussion: overcoming reluctance to close
– Three types of closing questions
– Three essential negotiating tactics
– Role play: “putting it all together” – small teams role play the case 
study selling scenario for discussion, critique and feedback
– Conducting a post-call analysis
– What if…? discussions


II. The DISC Codes

Based on the national best-selling book The DISC Codes by Edysen Shin, participants will learn:
– Identifying your strength zone
– Understanding own communication style
– Understanding other people’s communication style
– DISC profiling and graphs
– How to read people and manage them
– People Map and People Combination Dynamics
– iKaleidoscope, identifying your Achilles Heel in life
– Applied DISC for career and job recruitment


III. Value-Added Negotiating (VAN)

This workshop is designed to help sales professionals at all levels negotiate fairly and successfully to achieve win-win results.
Value-added Negotiating covers these topics:
– “Ten Commandments of Win-Win Negotiating”
– Pre-requisites for effective sales negotiating
– Selecting appropriate negotiating styles based on strategy and desired outcomes
– Planning and executing a six-step collaborative negotiating process Leveraging and balancing power in sales negotiations
– Collaborative negotiating tactics
– Responding to adversarial negotiating tactics (and when to use them)
♦ Negotiating and its Role in the Sales Process
♦ Collaborative Negotiating
♦ Four Negotiating Styles
– Definition of negotiating style
– Interpreting your own natural style
– Four styles: collaborative, accommodating, persuasive, adversarial
– Style flexibility – when to use each
♦ A Collaborative Strategy Model
– The role of power in negotiating
– Taking a “power inventory”
– A negotiation planning tool
– Case study introduction and application
♦ Win-Win: Identifying Interests Behind Positions
– The critical difference between interests and positions
– Identifying interests
– Role play questioning strategy to identify interests
– What if…? Scenarios – team and group discussions focused on 
challenging negotiating situations
♦ Clarifying Negotiable Issues and Values
– Multiple issues inventory
– How and who to quantify the negotiable issues
– Quantifying the economic impact of negotiable issues
♦ Using Collaborative Tactics
– Collaborative tactics
– Defensive tactics
– Handling the customer’s tactics
♦ Presenting Options and Obtaining Feedback
– How and why to establish negotiating parameters
– Sequencing your offer
– Obtaining customer feedback in the negotiation process
♦ Closing the Negotiation
♦ Application exercise: in small teams, participants plan and execute simulated negotiations for a profiled real-life account


IV. Creating Problem Solving Decision Making

This highly interactive workshop introduces a variety of creative solution generation and decision making techniques. You will develop the skills necessary to analyze a problem, generating creative alternative solutions and deciding which solution most closely matches your needs.
Participants will practice all tools and techniques introduced and directly apply the tools and skills learned on an interesting case study presented at the beginning of class that will take them back to the days of ancient Egypt and as a team have to solve a problem otherwise the Pharaoh will be very angry. This is in addition to the various individual activities and exercises introduced and skill practice for each of the tools introduced.
Enabling Objectives
By the end of this training course participants will be able to:
– Apply logical tools to properly analyze problems for root causes.
– Establish and compare options in a variety of situations.
– Identify the best choice from various options and address group think
– Achieve group consensus about important decisions.
– Apply a four steps process to systematically solve problems and decide on appropriate solutions.
– Use methods and tools (systematic process and fishbone diagramming) to discover the underlying cause of a problem.
– Use brainstorming, Imagineering, and several other creative thinking techniques to generate possible solutions to the problem.
– Use the following decision making techniques: Pro/Con, Force Field Analysis, Decision Matrix, Feasibility/Capability Analysis, and Cost/Benefit Analysis.
– Create an Action Plan to implement the appropriate solution.
Who is this course for?
Business professionals who want to develop practical skills and approaches to problem solving, creative idea generation as well as decision making tools where the solutions are not always
Outline of topics:
The 4 Step creative problem solving and decision making process
♦ Step 1 : Define the problem
– Systematic Problem Definition (6 Basic Questions)
– Systematic Problem Definition (Grid)
– Fish Bone Diagrams / Ishikawa/ Cause and Effect diagrams
– Why-Why diagrams
♦ Step 2 : Find Creative Solutions using creativity tools
– Brainstorming
– Reverse Brainstorming
– Imagineering
– Mind Mapping
– De Bono’s  6 Thinking Hats
 ♦ Step 3 : Evaluate and Select solution
– Pro’s and Con’s
– Force field analysis
– Cost/Benefit Analysis
– Feasibility/Capability Analysis
♦ Step 4 : Implement solution and create an action plan
– Create an action plan
– Break solution into action steps
– Prioritize actions and assign roles
– Follow-up at milestones
♦ Competitive review game


V. ACE Presentation Skills

In this workshop, participants will learn:
– How to speak confidently and convincing
– How to express ideas that sell
– Managing eye contact and gestures
– How to create contents
– How to create professional and powerful slides
– How to manage the dynamic of the audience
– How to relate to the audience
– How to deal with Q and A
– How to manage the visual aids
The workshop will be 70% practice and 30% theory.
Will be video-taped and participant will get the CD for further development.


VI. Impact Selling

This is a two days workshop that is designed for the pharmaceutical sales people. At the end of the workshop, the participants will learn how to:
– Build Relationships
– Pre-Call Planning
– Open The Call
– Identify Physician Priorities
– Relate and Reinforce Benefits
– Obtain and Handle Feedback
– Gain Commitment
– Post-Call Analysis
– General Communication Skills
– Product And Medical Knowledge


VII. Strategic Business Development

Strategic Business Development was designed to move salespeople from tactical sales calls to long-term strategic selling. It is a complete system for account penetration and management that begins with the SBD Opportunity Analyzer used with a real-life account (Preworkshop Assignment). During the two-day workshop, opportunities are identified and prioritized as a springboard for strategic positioning. Strategies learned are then applied to the same real-life account. To conclude the workshop, each salesperson reinforces what was learned by developing a strategic plan for his or her own account. The systematic process continues after the workshop as salespeople use the strategic tools to execute the master plans they have developed. A follow-up guide for the managers enables them to monitor the system on an ongoing basis.
Your sales people will learn how to:
– Analyze major accounts to identify strategic opportunities
– Establish strategic and value goals for each account
– Implement an alignment strategy to position themselves as a preferred vendor, a business consultant, or a partner/ally
– Allocate resources according to account potential
– Access vertical and horizontal decision-makers and influencers
– Interface with top-level account executives to gain an understanding of their perspective, long-range goals, and vision
– Integrate strategies such as negotiating, consultative selling, team selling, and more!
– Design a master plan for each major account
All participants will receive a tool box of diagnostic and planning tools to help them systematically identify opportunities and implement account strategies. If you want your salespeople to call at higher levels, shift their focus from day-to-day tactics to long-term strategies, and build relationships at critical levels, Strategic Business Development will accomplish this goal.


VIII. Competency Based Interview


IX. High Performance Sales Leaders

Two major modules: Sales Leadership and Managing Sales Performance
This workshop is designed to improve sales productivity and sales team motivation by helping sales managers become more proficient at leading,guiding, and motivating their salespeople. The workshop provides aleadership model, processes and tools, and Porter Henry’s unique SalesLeadership Profile (SLP), a 360-degree pre- and post-workshop leadershipassessment of 40 leadership behaviors.
Sales Leadership deals with four critical areas:
– Creating and communicating sales vision
– Influencing the team through using flexible leadership styles and creatinga motivational environment
– Decision making
– Developing personal leadership abilities
♦ Introduction to the four components of effective sales leadership
– Definition of sales leadership
– Individual participants review SLP (360-degree) leadership assessment
♦ Creating Sales Vision
– Devising a sales vision as the driving force to unite, focus, and challenge the sales team
– How to translate vision into a tangible and concrete sales plan
– Participants are introduced to the VisiPlan tool to set leadership vision, goals, strategies, and tactics
♦ Decision Making as a Leadership Tool
– The importance of making the “right” decisions
– Challenges of decision making
– Participants complete a vision/risk assessment to identify vision and risk strengths and areas for development
– Using the ROI (Risk, Opportunity, Investment) template as criteria foreffective decision making
– Teams practice decision making using the ROI template
♦ Influencing the Sales Team
– Methods of influencing the sales team: modeling behavior, situational leadership, enhancing individual and sales team motivation
– Participants identify personal leadership styles using a styles questionnaire
– Four leadership styles
– Adapting leadership styles to situations and objectives
– Review of motivational concepts using the MOTIVE acronym to identify sales people’s motivations (MOTIVE = Money, Opportunity, Teamwork,Independence, Visibility, Excellence)
– Identifying salespeople’s individual motivations
– Creating an environment to optimize individual motivations
– Participants develop a motivational/style plan to influence their sales people
♦ Developing Personal Leadership Abilities
– Participants review SLP to identify personal leadership strengths and areas for development
– Participants prepare leadership development plans
– In small teams, participants share development objectives and plans
♦ Personal Development
– Individuals develop personal action plans for enhancing leadership skills
This workshop is designed to improve bottom line business results by helpingsales managers become more proficient at analyzing their team members’sales performance and taking more timely and appropriate corrective action.The workshop provides management models, processes and tools to helpsales managers isolate, communicate, and assess sales representatives’performance in 40 critical “sales success factors.”
Managing Sales Performance deals with four major areas of performance management:
– Communicating expectations
– Monitoring gaps and gains in performance
– Determining causes of performance gaps and gains
– Taking appropriate actions to support, improve, and reinforce performance.
Topics include:
– The sales manager’s primary role
– The Sales Performance Management Model
– Characteristics of high-performance sales organizations
– How and why to manage sales results and sales behaviors
– Measuring sales performance against Critical Success Factors
– What to look for in monitoring and assessing performance
– Determining causes of performance shortfalls
– Conducting behaviorally based performance discussions
– A foolproof process for identifying appropriate management actions tosupport, improve, and reinforce performance
– Collaborating with sales representatives on professional development action plans
– Implementing the performance management process
Learning methods:
– Case study (customizable) simulation, application to real-life sales teams
– Team activities
– Facilitator-led group discussions
– Application of processes and tools to participants’ own sales teams


X. Value Driven Selling

Everyone talks about selling value, but few sales people know how to do it. Yet quantifying value is the only way to offset the challenges and pitfalls of customers’ economy-inspired price demands and budget cuts. Value-Driven Selling, a one-day workshop, trains salespeople how to quantify the value of solutions, negotiable issues, benefits, and applications in concrete dollar terms.
Value-Driven Selling is a powerful solution that can be added to your curriculum. It will enable your salespeople to:
– Win new, profitable business and protect margins
– Maximize how value is presented and “sold” to customer
– Acquire confidence, and be motivated to sell “value” pro-activel
– Present intangible values in a concrete and convincing manner
– Differentiate themselves from competitio
– Identify opportunities where value-selling pays of
♦ Introductions and Objectives
♦ Benefits of Selling Concrete Value Vs. Intangible Concepts
♦ What is Value-Driven Selling?
♦ Value Selling Simulation
♦ The Value Selling Opportunities
– Selling product or service intangible benefits
– Capitalizing on value-added services
– Identifying customer problem, quantifying and selling-in solution
– Overcoming customer concerns about pricing or value
♦ How To Quantify The Values With QLP Process
– IMPACT resources determine which components are involved, and measure extent: Inventory, Money, People, Assets, Capability, Time
– Quantify, Link, Project process converts values to: ROI, profit, cycle time, downtime, reduced risk, turnover, sales increase, problem solution, benefit(s) value, customer application, or overall efficiency
♦ Application To Realistic Case Studies
♦ How To Plan The Value Presentation
♦ Role Practice
♦ Review and Wrap-up


XI. Achieving a Competitive Edge & Account, Territorial and Time Management

Achieving a Competitive Edge
In this unique workshop, sales people learn how to identify potential threats and encroachment in accounts early-on. When warning signs surface, they are equipped and ready to handle competitive pressures by analyzing total offering difference with our TOP tool. Most important, salespeople will be able to execute competitiveselling strategies and presentation based on advantages and relationships.
Account, Territorial and Time Management
Achieving on ROI on sales call allocation is essential. This workshop is designed to enhance salespeople’s ability to manage their sales territories and accounts in three critical, related areas: optimizing call frequencies for ROI, efficient routing, and how to capitalize on 10 techniques for managing time efficiently. Skills and techniques are practiced in simulation format, and the applied to real-world territories.