Marketing X, Y, Z

Marketing X, Y, Z

Sales & Marketing Fundamentals of Marketing

Who Should Attend

Newly appointed marketers with less than three years of experience in marketing—as well as product/brand managers and advertising managers.


Our Mutual Objectives

  • Acquire the Skills, Tools and Techniques to Identify, Evaluate and Solve Marketing Problems
  • Recognize the Importance of Strategy and Learn How to Develop an Effective Marketing Plan
  • Gain Expertise at Evaluating Pricing Strategies, Collecting Vital Competitive Intelligence and Researching New Markets
  • Learn the Components of an Effective Marketing Communications Mix
  • Understand the Impact of the Internet on Marketing Strategies
  • Enhance Your Knowledge of Marketing Segmentation, Life Cycle Extensions, and Product Positioning
  • Learn How to Maximize Sales Force and Distributors


Course Outlines

1-      Marketing: The Big Picture

  • Differentiating marketing from sales
  • The marketing mix (the 4 Ps)

2-      Mapping Out Your Strategy and Creating a Marketing Plan

  • The key strategic positions in the market
  • Basic marketing “combat strategies”: defensive, attack, flanking, niche and guerilla
  • The Strategic Planning Pyramid
  • SMART goals acronym review and mini-case
  • SWOT analysis

3-      Managing Your Product’s Life Cycle

  • “Hard” vs. “soft” products and services
  • Commodity vs. differentiation
  • Analysis of a relative market share matrix

4-      Extending the Partnership

  • §Define and integrate your personal power bases by revisiting trust…and by completing a “power-base planner”


5-      The Power of Pricing

  • Establishing pricing objectives
  • Pricing strategies during the various stages of the product/service life cycle

6-      Winning Distribution Channels

  • Advantages and disadvantages of various distribution channels
  • Applying channel strategies

7-      The Benefits of Segmentation

  • Segmentation options
  • Basic marketing strategies for the Internet to enhance segmentation

8-      Designing and Using Market Research Effectively

  • Steps in designing a research project
  • Requirements and barriers to effective research

9-      Promoting Successfully and Profitably

  • Marketing communication and promotion options, including the Web
  • Budget distribution

10-  Introducing Winning New Products and Services

  • How to generate new ideas
  • Seven stages of new product/service development

Marketing 2 Sales

Marketing 2 Sales

Aligning Marketing and Sales

Who Should Attend

Mid- to senior-level marketing, sales and product executives, including managers, directors, VPs and CMOs

Our Mutual Objectives

  • Explore Trends in the Customer/Marketing/Sales Interface
  • Clarify the Traditional Roles of Marketing and Sales
  • Establish Linkages Between Marketing and Sales to Enhance Product and Service Delivery
  • Understand the Not-So-Subtle Differences Between Marketing’s Strategic Orientation and Sale’s Tactical Implementation
  • Practice Collaboration—Using a Template Provided, Build an “Alignment Framework” to Help Improve Collaboration Between Your Own Marketing and Sales Groups
  • Assess Your Current Marketing and Sales Alignment, Identifying Any Gaps Using the Marketing and Sales Return on Alignment Instrument
  • Determine the Costs to Your Organization Resulting from Nonalignment of Marketing and Sales
  • Create a Lead Generation Strategy—”Where Are the Leads Coming From?” to “What Are We Going to Do with the Leads We Get?”
  • Appreciate the Roles and Responsibilities of Everyone in Marketing and Sales, Knowing That Both Perspectives Are Critical to Success
  • Create a System of Linkages to Ensure That Marketing and Sales Collaborate Efficiently and Effectively
  • Measure the Success of Your Marketing and Sales Alignment Efforts


Course Outlines

1-      The Need for Marketing and Sales Alignment

  • Assess Why Marketing and Sales Alignment (MSA) Is Lacking By Identifying Key Industry Research
  • Assess the Key Reasons Why Businesses Are Investigating Enhancing Their Alignment Strategies
  • Target Concerns in Your Own Organization with Your Alignment Activities
  • Investigate Trends in Product Life Cycle Management and Their Effects on MSA

2-      Bringing Two Worlds Together, One Person at a Time

  • Build Rapport with Others
  • Identify Yourself and Your Own Communication Style
  • Identify the Behaviors That Signal the Communication Styles of Others
  • Migrate to Other Communication Styles


3-      Effective Marketing and Sales Alignment

  • Identify the Five Key Reasons Why Most Marketing and Sales Functions Are Not Properly Aligned
  • Target “Not Spots” in Your MSA That Affect the Efficiency and Productivity of Your Marketing and Sales Functions
  • Assess Your Current MSA Score to Compute Your Marketing and Sales Return on Alignment (MSROA)

4-      Understanding the Differences in Perspectives

  • Prioritize Activities and Assign Responsibilities Using the RCG Activity Continuum
  • Identify Costs Resulting from Misalignment
  • Practice Adapting to Marketing and Sales Perspectives

5-      Establishing Linkages

  • Identify the Points of Interdependency Between Marketing and Sales
  • Clarify Roles and Responsibilities Before Aligning Activities
  • Establish Basic and Advanced Linkages to Solidify Collaboration Between Marketing and Sales

6-      Measurement, Reporting, and Accountability

  • Evaluate Your Competitive Position Relative to Your Competitors’ Positions, Using the Competitive Positioning Matrix™ and Market Share Matrix™
  • Accurately Measure Your Company’s Product, Service, and Value Positioning Using the Product Mix Matrix™ and the Channel Mix Matrix™
  • Infuse Measurement and Accountability into Your Lead Management System
  • Measure Your Marketing and Sales Activities Using the OMTO™ Planning Technique
  • Establish a Commercialization Process to Plan, Measure, Report, and Evaluate Accountability in Your Organization

7-      Implementing Your Marketing and Sales Alignment Plan

  • Link Your Marketing and Sales Alignment Back to Corporate Strategy Initiatives
  • Assess Your Training Needs for Effective Implementation
  • Determine the Time Schedule That Fits Your MSA Strategy
  • Identify and Manage Costs Associated with Implementation

Measuring and Maximizing Marketing Return Of Investment (ROI)

Measuring and Maximizing Marketing Return Of Investment (ROI)

Who Should Attend

Marketers at all levels, including marketing vice presidents, directors and managers—as well as managers and executives in other departments (finance, operations, customer service, R&D) who work with or support marketing. An understanding of the fundamentals of marketing is highly recommended

Our Mutual Objectives

  • Understand the Importance of Measuring Marketing ROI in All Marketing Activities and Expenditures
  • Explain the Importance of Measuring Every Marketing Activity in Order to Maximize Sales and Minimize Costs
  • Understand the Basics of Finance That Relate to Certain Marketing ROI Measurements
  • Apply Marketing ROI to Common Types of Marketing Expenditures Such as Ads, Print, Web, Telesales, Etc.
  • Discover Other Types of Marketing Activities That Are Not Part of the Standard Marketing Communications Mix, Where an ROI Approach Can Be Incorporated
  • Use Market Research and Surveys to Measure Those “Touch-to-Measure” Marketing Activities
  • Involve Other Departments and Lobby for Increased Budgets Where the Demand Is Warranted
  • Identify Ways to More Efficiently Target Marketing Campaigns and Messages While Maintaining or Decreasing Expenditures
  • Develop Ways to Better Discover, Develop and Manage New Product and Service Launches
  • Align the Various Marketing Communication Tools with Your Products and Services, Helping to Strengthen the Overall Corporate Brand
  • Use More In-Depth Ways to Analyze Customer Segments and Increase Both Market and Mind Share

Course Outlines

1-      Principles and Practices of Measuring Marketing ROI

  • Define Marketing ROI (Return On Investment) in Today’s Changing Business Environment
  • Identify the Common Roadblocks to Measuring Marketing ROI
  • Assess Your Organization’s Current Marketing ROI Culture

2-      Marketing ROI Formulas and Tools

  • Understand the Seven Basic Levels of ROI Measurement
  • Use Various Accounting, Addition and Attitude Formulas and Tools to Calculate Marketing ROI Statistics

3-      Advanced Strategic and Tactical Measurements

  • Define the Differences Between “Strategic” and “Tactical” ROI Measures
  • Understand the Eight Basic Marketing Research Tools That Can Aid in Marketing ROI Measurement
  • Use Specialized Research Tools to Assess and Measure Key Strategic and Tactical Situations Many Organizations Face
  • Use Tips for Writing Effective Research Questions to Develop an Actual Questionnaire

4-      Key Components to Successful ROI Measurement

  • Understand the Five Key Steps in the Marketing ROI Process
  • Identify the Key Elements of a Typical Marketing Plan That Includes ROI Measures
  • Understand How to Incorporate ROI Measurement into the Budgeting Process

5-      How to Integrate ROI into Marketing Plans

  • Understand the Concept of Storyboarding and How It Can Be Used to Create Marketing Plans That Include ROI Measurement
  • Participate in a Storyboarding Process to Create an Outline of a Marketing Plan
  • Set Measurable Marketing ROI Goals and Identify the Key Measures to Determine Their Success

6-      Analyzing Marketing ROI Data

  • Determine How to Analyze Assorted Marketing ROI Data
  • Understand the Approaches to Coding, Analyzing and Interpreting Data
  • Building Actionable Recommendations for Maximizing Future Marketing Investments

7-      Bringing It All Together—Summarizing and Processing Marketing ROI Assessments

  • Understand How to Prepare a Marketing ROI Summary That Can Be Presented to Management
  • Avoid the Common Pitfalls of Presenting ROI Summaries

Techniques Surprising For New Products Uprising

Techniques Surprising For New Products Uprising

Planning and Developing New Products

Who Should Attend

Professionals with six months to five years of new product development experience, managers of new product planning and development…corporate planners…R&D directors and managers…project managers and directors and specialists in new product design…product managers…marketing vice presidents, directors and managers.

Learning Objectives

  • Generate Potential New Product/Service and New Market Ideas That Fit Your Business Strategy
  • Screen and Evaluate Potential New Product/Service and New Market Ideas
  • Analyze New Product/Service and New Market Opportunities from a Financial Perspective
  • Develop New Products or Services and Enter New Markets More Quickly
  • Handle Product and Service Testing and Launch Issues
  • Develop Highly Innovative New Products or Services
  • Understand the Role of Each Step in the Product/Service Development and New Market-Entry Processes. Learn to Integrate These Steps to Set Up Effective New Product/Service Development and New Market-Entry Processes

Course Outlines

1-      Introduction—The New Product/Service Development Process

  • Understand the Structure of the New Product/Service Development Process
  • Know the Primary Reasons for New Product and Service Failure
  • Understand the Concept of Increasing Costs, and Its Implications for the New Product/Service Development Process
  • Know Who Should Be Making the Decisions at Each Step of the New Product/Service Development Process
  • Understand the Relationship Between Revenues and the Level of Innovation
  • Understand the Key Differences Between Developing Products and Services
  • Understand the Key Differences Between Developing Business-to-Business and Consumer Products/Services
  • Know the Learning Objectives and Major Themes of This Training Program

2-      Defining Your Charter

  • Understand What a Charter Is, and the Role It Plays in the Product/Service Development Process
  • Develop a Charter for Your Business Unit

3-      Idea Generation

  • Identify the Key Idea-Generation Techniques in Use Today
  • Use These Techniques to Generate Potential New Product/Service and New Market Ideas That Fit Your Business Strategy

4-      Post-Ideation Screens

  • Develop Your Own Post-Ideation Screens
  • Use These Post-Ideation Screens to Filter Potential New Product/Service and New Market Ideas

5-      Market Research

  • Understand the Principal Market-Research Techniques in Use in New Product/Service Development and New Market Entry
  • Use These Market-Research Techniques During the New Product/Service Development and New Market-Entry Process

6-      Interim Screens

  • Understand Why We Use an Interim Screen
  • Understand the Ten Critical Factors Behind New Product/Service Success
  • Know the Items We Need Before Interim Screens
  • Develop Your Own Interim Screens

7-      Business Analysis for New Products, Services, and Markets

  • Analyze New Product/Service and New Market Opportunities from a Financial Perspective
  • Understand How to Use Capital Budgeting as the Business Analysis Tool for New Products/Services and New Market Opportunities
  • Know How to Obtain the Information You Need to Develop a New Product/Service or New Market Capital Budget
  • Forecast New Product/Service and New Market Sales
  • Choose Between Optimizing Time, Quality, and Cost

8-      Developing Highly Innovative Products, Services, and/or Entering Highly Innovative New Markets

  • Understand Why We Need a Different Process for Developing Highly Innovative Products/Services, and Entering Highly Innovative New Markets
  • Know How to Develop Highly Innovative Products/Services and Enter Highly Innovative New Markets

9-      Development

  • Know the Reasons Why Products/Services Can Be Late to Market
  • Develop Your New Products/Services Faster

10-  Testing

  • Understand Why We Test Products/Services During Development
  • Know How to Test Business-to-Business and Consumer New Products/Services
  • Know If We Should Test a New Product/Service, and When Not to

11-  Product/Service Launch

  • Launch New Products/Services

12-  New-Market Entry

  • Use the Tools Covered in This Seminar to Enter New Markets

Decoding Product Management

Decoding Product Management

Successful Product Management

Who Should Attend

Product managers and brand marketers and directors, and those who interact with them.

Our Mutual Objective

  • Produce Management is a Core Business Strategy Used By Leading Global Organizations to Manage the Marketing for
  • Products and Services
  • Designed to Provide the Tools, Techniques, and Business Skills That Individuals Need to Become Successful Product Managers
  • While Many People Understand the Marketing Process, Product Management is a Different Concept, Requiring and Understanding of “Hard” Business Skills and “Soft” People Skills
  • You Will Learn “What to Do” as a Product Manager and “How to Do It”

Course Outlines

1-      The Current Product Management Structure

  • Understand How the PM Strategy Developed Out of the Company’s “Core Marketing” Strategy
  • Create a Definition of the Term “Marketing”
  • Describe the Key Product Management Attributes
  • Develop a Definition of the Term “Product Manager”
  • Understand the PM’s Role Today and Tomorrow
  • Explain the PM’s and Marketing Manager’s Interaction within the Company

2-      Strategy

  • Apply the Best Practice SWOT Analysis Model
  • Understand Branding from a Product Manager’s Perspective
  • Establish the Differences Between a Product and a Service
  • Describe the Strategic Planning Pyramid
  • Determine How to Apply Different Marketing Strategies
  • Understand and apply the SMART Acronym to Goals and Objectives
  • Clarify What Is the Sustainable Competitive Advantage Concept
  • Determine the Key Strategic Positions in the Market Model

3-      Product Portfolio Planning

  • Pinpoint the Differences for Various Products in Your Portfolio
  • Identify the Differences for Various Markets in Your Portfolio
  • Apply a Business Screen Analysis to Make Overall Strategic Decisions on How to Support Your Product and Service

4-      The Annual Marketing Plan Model

  • Identify a Format for the “Best Practice” Annual Marketing Plan
  • Describe the Core Strategic Elements That Belong in an Annual Marketing Plan
  • Discuss Applications in the Business Cycle

5-      The Main Tasks of a Product Manager

  • Confirm the Role of the PM in the Organization
  • Identify the Key Tasks a PM Must Cover to Manage His or Her Product or Service
  • Understand How to Conduct a Market Analysis
  • Identify and Carry Out Product and Service Support Tasks
  • Define and Develop a Feature/Benefit Analysis
  • Analyze and Use the Best-Practice Life-Cycle Model
  • Describe How to create a Best-Practice Positioning Statement
  • Apply a Best-Practice Segmentation Model
  • Design a Budget Control System
  • Develop a Packaging Strategy
  • Generate a Focused Sales Forecast
  • Demonstrate a Best-Practice Probability Model
  • Establish Pricing for a Product or Service
  • Identify the Core Pricing Strategies
  • Design an Effective Communication Program
  • Outline a Trade and Customer Relations Program
  • Describe the Approach to Conducting a Market Research

6-      Strategic Key Reports

  • Identify the basic Reports
  • Outline a Project List
  • Discuss a Forecast Report
  • Describe a Field Trip Report
  • Outline a Marketing Tech Team Report
  • Understand the Need for a Monthly Report
  • Demonstrate How to Manage Fact-Based Information Systematically

7-      Finance for Product Managers

  • Understand the Critical Basic Accounting Principles
  • Discover the Elements in a Profit and Loss Statement
  • Identify the Differences Between Fixed and Variable Costs
  • Calculate Break-Even Sales Formulas
  • Discuss How the Key Models Impact the Product Manager’s Financial Area

Market Research, get it right

Market Research, get it right

Who Should Attend

Marketing managers and directors, product and brand managers and all others involved in market research.

Our Mutual Objectives

  • Get the Right Data So You Can Make the Right Decisions
  • Identify Customer Segments and Define Each Segment with Specific Demographic Characteristics
  • Use the Market Research to Determine Which Market Research Functions Are Best Performed by Internal or External Resources
  • Define Market Research Objectives and Conduct Customer Segmentation Research Prior to Conducting Market Research
  • Create Effective Questionnaires and Use the Results of Questionnaire Research to Develop Values Pyramids for Distinct Market Segments
  • Understand and Manage Common Trade-offs That Must Be Made among Objectives Due to Budget and Time Constraints
  • Appropriately Apply Qualitative and Quantitative Approaches to Market-Research Endeavors
  • Identify and Access Both Primary and Secondary Sources of Data Collection
  • Evaluate the Advantages and Disadvantages of Data-Collection Techniques
  • Design Questionnaires to Capture High-Value Data
  • Write Effective Open/Closed Ended, Direct/Indirect, and Multiple-Choice Questions

Course Outlines

1-      Market Research in Today’s Business Environment

  • Define “Relevant” Market Research
  • Discuss Research’s Evolving Roles
  • Use the Market Research to Determine Which Market Research Functions Are Best Performed by Internal or External Sources

2-      Critical Information Needed to Conduct Relevant Market Research

  • Identify Customer Segments
  • List the Characteristics of Common Customer Segments
  • Create a Customer Values Questionnaire
  • Use the Results of Customer Values Questionnaire Research to Develop Values Pyramids for Distinct Market-Segments
  • Explain the Necessity of Conducting Customer Segmentation Research Prior to Conducting Market Research

3-      Organizing Market Research Activities

  • Define Market Research Objectives before Beginning Your Research Program
  • Write Objectives for a Potential Market Research Project at Your Company
  • Focus Your Research Activities on Identifying Customers’ Purchasing Processes
  • Understand and Manage Common Trade-offs That Must Be Made among Objectives Due to Budget and Time Constraints

4-      Tools for Conducting Market Research

  • Appropriately Apply Qualitative and Quantitative Approaches to Market Research Endeavors
  • Identify and Access Both Primary and Secondary Sources of Data Collection
  • Evaluate the Advantages and Disadvantages of Data Collection Techniques
  • Determine the Most Effective Research Approach for a Specific Research Project

5-      Core Elements for Developing an Effective Questionnaire

  • Design Questionnaires to Capture High Value Data
  • Write Effective Open/Closed Ended, Direct/Indirect, and Multiple Choice Questions
  • Use Rating Scales to Validate Questionnaire Results
  • Format Questionnaires to Increase Response Rates

6-      Analyzing the Data: What Does It Mean?

  • Describe the Primary Objectives of Basic, Intermediate, and Advanced Marketing Research
  • Identify Which Techniques Most Appropriately Match Basic, Intermediate, and Advanced Research Objectives
  • Use the Product/Service Matrix to Determine a Company’s Competitive Position in the Marketplace
  • Use the Price/Value Matrix to Determine How Customers View a Product’s Price in Relation to the Value Received
  • Use the Competitive Pricing Matrix to Determine the Strength of Your Company’s Market Position

7-      The Continued Success of Your Market Research Program

  • Link Market Research to Overall Corporate Goals
  • Align Product and Service Offerings to Match Customers’ Value Pyramids
  • Enhance Success of New Products and Services

Make Pricing List That Makes You The Best

Make Pricing Plan That Makes You The Best

Pricing Strategies for gaining a Competitive Advantage

Who Should Attend

Marketing and product managers and executives at all levels—as well as financial managers involved in pricing strategies, sales and customer service managers and senior management (presidents, vice presidents and senior vice presidents, CEOs and others).

Our Mutual Objectives

  • Identify and Avoid Common Pricing Errors
  • Determine the Perceived Product Quality, Service Level, and Overall Value as Viewed By Your Prospects and Customers
  • Identify Specific New Strategies and Tactics to Enhance Your Company’s Competitive Advantage and Competitive Position
  • Develop Enhanced Pricing Strategies to Improve Your Company’s Performance

Course Outlines

1-      Pricing in Competitive Markets

  • Recognize and Avoid Legal Pitfalls Associated with Pricing
  • Pinpoint the Key Components to Consider When Assessing Pricing
  • Recognize How Buyers Evaluate Products Over a Product’s Life Cycle
  • Be Aware of the Pitfalls of Pricing in Competitive Markets
  • Determine a Critical Difference in Perception Between Buyers and Suppliers
  • Assess Critical Pricing Issues

2-      Market Research: The Key to Pinpointing Customers’ Evaluations of Suppliers’ Product Quality, Service Level, and Overall Value

  • Use the Three Keys for Successful Market Research
  • Identify Your Customers’ Critical Selection Factors for Suppliers
  • Develop a Market Research Questionnaire to Determine a Product’s Accurate Competitive Position

3-      How to Conduct Competitive Pricing Analysis

  • Use the Competitive Pricing Matrix to Analyze Competitive Positions
  • Explore the Specific Performance and Pricing Levels Required for Placement in Each of the Nine Quadrants on the Competitive Pricing Matrix, and Identify the Predicted Levels of Customer Loyalty Associated with Each Quadrant
  • Determine the Four Most Common Market Share Positions, and Recognize the Pricing Power Generally Associated with Each Market Share Position

4-      How to Create a Competitive Advantage to Enhance Pricing Opportunities

  • Identify Common Market and Pricing Conditions in Competitive Markets
  • Use the Pricing Power Index to Evaluate Pricing Power
  • Determine Why Only 8% of Suppliers Have Earned Their Customers’ Loyalty
  • Recognize Effective Basic Strategies and Tactics That Suppliers Have Utilized to Create Sustainable Competitive Advantages
  • Recognize the Benefits of Attaining an Elite Supplier Status

5-      Case Study—The Case of the Pricing Predicament

  • Use an Array of Pricing Tools to Analyze Your Company’s Product’s Current Competitive and Price Positions

6-      How to Successfully Implement New Pricing Strategies and Tactics

  • Select Tactics to Enhance the Successful Implementation of New Pricing Strategies
  • Identify Resources Required to Create and Implement Successful Pricing Programs
  • Determine How to More Effectively Manage the Key Pricing Concern Raised in Module 1
  • Identify the Most Important New Pricing Initiative Learned in the Class

Customer Service Excellence

Customer Service Excellence


Who Should Attend

Customer service representatives, technical and support personnel, field service representatives, account managers, credit and billing specialists, small business owners—as well as managers who want customer service training in order to reinforce their skills and train their staffs

Our Mutual Objectives

  • Deliver Better, Faster Service
  • Increase Customer Satisfaction
  • Gain Repeat Business
  • Increase Your Credibility with Customers—and Your Value to Your Organization
  • Better Manage Stressful Situations

Course Outlines

1-      The Benefits of Excellent Service

  • Focus on Customer Service Success
  • Understand How Customer Service Creates Revenue, Healthy Organizations, and Attractive Employee Benefits
  • Appreciate How Delivering Excellent Customer Service Reduces Your Personal Stress at Work

2-      Professionalism under Pressure

  • Understand How Emotions Are Created
  • Develop Mental Strategies for Remaining Optimistic and Calm Under Pressure
  • Use Body Language to Control Your Emotional State
  • Honor Negative Emotions Positively
  • Change Your Emotional State in Three Minutes to Avoid Negative Emotional Carryover

3-      Internal Customer Service

  • Identify Internal and External Customers
  • Appreciate That Internal Service Is Just as Important as External Service
  • Understand the Two Levels of Customer Service
  • Have Influence over Issues You Can’t Control

4-      Managing Customer Expectations

  • Appreciate That Customer Satisfaction Is Based on Perceptions
  • Identify Your Customers’ Top Two Expectations
  • Recognize That You Can Save Time and Reduce Stress by Focusing on the Top Two Expectations of Customers
  • Prepare Yourself to Handle Customers by Knowing How and Where They Get Their Expectations


5-      Managing Customer Expectations by Personality Style

  • Understand Yourself and Your Own Personality Style
  • Understand and Identify the Personality Styles of Others
  • Avoid Taking Things Personally
  • Expand Your Communication Skills to Get Along Easily with More Customers

6-      Personalized Listening Skills

  • Build on Your Listening Strengths
  • Reduce Your Listening Liabilities
  • Identify Your Customer’s and Your Own Listening Style
  • Create Rapport with Customers More Easily to Have More Influence

7-      Vocabulary, Telephone, and E-mail

  • Appreciate the Power of Words
  • Avoid Creating Negative Impressions with Words
  • Use Persuasive Language Patterns
  • Stand Out on the Telephone
  • Write E-mail Quickly That Customers Will Read and Understand

8-      Dealing with Difficult Customers

  • Recognize and Respond Effectively to Specific Customer Behaviors
  • Understand the Physiology of Anger
  • Listen to an Angry Customer So That They Calm Down
  • Turn an Angry Customer into a Happy Repeat Customer Using a Recovery System
  • Remain Calm during Interactions with Angry Customers by Applying Emotional Management Tools

Effective Channel Management

Effective Channel Management

Who Should Attend

Vice presidents and directors of sales and marketing, as well national, regional, district and area sales, product managers and others with channel management responsibilities

Our Mutual Objectives

  • Choose the right channel partner for your market needs
  • Effectively negotiate inventory commitments with your channel partners
  • Define and implement a new partner “start-up” action plan
  • Develop advisory councils and training efforts to get your sales force, manufacturers’ agents and distributors to work together
  • Determine how many channels/tiers of distribution you really need
  • Legally manage issues about exclusivity, restrictions of competing lines and pricing
  • Describe key elements to be included in contracts and agreements
  • Determine your channel partners’ Value Pyramid
  • Design effective reward and recognition programs

Course Outlines

1-      Overview of Channel Management

  • Describe Trends in Channel Management and Their Impact on Decision Making
  • Explain the Effect Mergers and Acquisitions Have on Channel Management
  • Define the Role of Channel Partner and Identify Different Channel Partner Options
  • Analyze the Current Channel Flow of Goods and Services of Participants
  • List the Sales Organization Options That Are Available to Managers

2-      Channel Partner Selection

  • Identify Value Activities Performed By Channel Partners
  • Define Your Ideal Profile for Channel Partners
  • Recognize Sources of Channel Partners
  • Describe Key Elements to Be Included in Contracts and Agreements
  • Define and Implement a New Partner “Start-Up” Action Plan

3-      Understanding the Needs of Your Channel Partner

  • Determine Your Channel Partner’s Value Pyramid
  • Learn How Your Channel Partner Makes Money
  • Evaluate Your Relative Position to Other Vendors with Your Channel Partner
  • Design a Simple, Effective Plan to Identify Channel Partner Needs

4-      Policies and Procedures

  • Analyze the Importance of Clear Policies and Procedures
  • Build a Framework for Your Policies and Procedures
  • Identify Conflicts with Current Policies and Procedures


5-      Training and Motivating Your Channel Partner

  • Determine Training Needs, Including Who Conducts Training
  • Create Motivating Factors While Eliminating De-Motivating Factors
  • Develop a Joint Planning Process with Your Channel Partner
  • Design Effective Reward and Recognition Programs

6-      Channel Partner Evaluation

  • Define Channel Partner Expectations
  • Develop and Use Appropriate Performance Measures
  • Terminate an Unsatisfactory Distributor

7-      Legal Considerations

  • Investigate the Basic Principles Behind Antitrust Laws
  • Learn About Primary Laws Affecting Supplier/Partner Relationships
  • Understand the Legal Issues Around Exclusivity, Competing Lines, and Pricing
  • Identify Inadvertent Acts of Cooperation with Competition

4X4 Selling : Selling Techniques For New Salespersons

4X4 Selling

Selling Techniques for the New Salesperson

Who Should Attend

Salespeople with one year or less of selling experience—as well as potential candidates for sales positions, those who want to refresh their sales skills, customer service representatives and technical or support staff who interact with customers.

Our Mutual Objectives

  • Differentiate between the Old Mentality of Selling and Today’s More Effective Relationship—Oriented Approach
  • Assess Your Selling Strengths and Weaknesses
  • Overcome Barriers to Listening in a Sales Situation
  • Determine the Best—Qualified Prospects and Avoid Time Wasters
  • Make Successful Prospecting Calls, by Phone or in Person
  • Understand Your Customer’s Situation and Identify Selling Opportunities
  • Learn How to Make a Dynamic and Memorable Sales Presentation
  • Feel Comfortable and Confident in Front of New Customers
  • Handle Objections Smoothly and Keep the Sale Moving Forward
  • Use the Latest Closing Techniques to Gain Customer Commitment
  • Manage Time and Prioritize Effectively

Course Outlines

1-      Listening

  • The four communication skills
  • Tips and techniques for becoming an effective listener

2-      Prospecting/Cold Calling

  • Pinpointing the sources of qualified prospects
  • Locating the true decision maker and other influential people
  • The typical prospecting call
  • Managing gatekeepers and working with voice mail

3-      The Sales Process

  • Definition and objectives of each step of the process

4-      Greeting and Headlines

  • Feeling confident in front of new customers
  • Establishing credibility and trust with new or prospective customers

5-      Discovery

  • The value of customer interviews
  • Creating a list of probing, industry specific questions
  • Identifying individual customer needs—and immediate selling opportunities
  • Practice role-plays

6-      Presentation

  • Presenting solutions vs. presenting products and services
  • What to do when you see a positive buying signal
  • Enhancing presentations with technology and visual aids

7-      Handling Objections

  • Separating real objections from mere smoke screens
  • The latest methods for overcoming sales resistance

8-      Closing

  • Gaining customer commitments
  • When to close and what to close for
  • Closing for appointments

9-      Various closing techniques 

Sales Wizard : Professional Selling

Sales Wizard

Professional Selling

Who Should Attend

Sales professionals with a minimum of one year of sales experience, veterans who want to refresh their skills and managers who want to learn professional sales training techniques to train salespeople.

Our Mutual Objectives

  • Develop a Master Plan to Manage the Sales Process
  • Win the Confidence and Trust of Prospects By Learning as Much as Possible About Their Needs
  • Successfully Sell On a Consultative Level, Using Effective Interviewing Techniques
  • Effectively Communicate Your Product/Service Superiority Over That of the Competition
  • Build Long—term Sales Relationships By Offering Solutions-Not Just Products
  • Increase Your Success By Taking Advantage of Your Personal Selling Style
  • Uncover Any Hidden Customer Resistance and Overcome Any Objection
  • Know When—and How—to Close the Sale
  • Productively Use Your Time and Effectively Manage Your Territory

Course Outlines

1-      Professionalism

  • Set Your Learning Goals for This Class
  • Define “Professionalism”
  • Identify the Habits of Productive Salespeople

2-      Planning

  • Define and Perform a Competitive Analysis
  • Complete an Account Profile of One of Your Best Customers
  • Identify the Key Contacts in Each of Your Accounts

3-      Listening

  • Identify the Elements of Good Listening
  • Identify the Barriers to Effective Listening as Well as Techniques of Attentive and Active Listening
  • Demonstrate Your Proficiency in Active, Attentive Listening

4-      Personal Styles

  • Identify Your Own Personal Style
  • Identify the Personal Style of Others
  • Identify an Ideal Sales Approach to Match the Personal Style of Your Customer

5-      Becoming a Problem Solver

  • Explain the Difference between Supplier-based Selling and Customer Problem-solving
  • Develop a Plan for Using a Consultative Selling-Approach for Your Business

6-      The Sales Process

  • Describe the Steps of the Sales Process
  • Demonstrate the Skills Associated with Each Element of the Sales Process
  • Conduct Effective Sales Calls, from the Initial Greeting to the Final Commitment

7-      Individual Evaluation

  • Apply the Skills Associated with Each Element of the Sales Process
  • Reinforce Your Understanding of the Sales Process by Critiquing Various Presentations
  • Improve Your Professional Selling Skills by Reviewing and Evaluating Your Own Presentation

8-      New Business Development

  • Identify and Develop New Business Strategies for Yourself
  • Qualify a Business Opportunity to Determine Where Your Time Is Best Spent
  • Develop a Prospecting Call Strategy and Script Alternatives

9-      Territory and Account Management

  • Differentiate between Territory Management and Territory Coverage
  • Analyze Your Territory and Account Base and Set Goals
  • Analyze Key-Account Relationships
  • Perform an Account Penetration Analysis

10-  Time Management

  • §Develop an Objective Tracking System
  • Effectively Prioritize Your Work and Manage Your Time

Strategic Sales Negotiations

Strategic Sales Negotiations

Who Should Attend

Sales professionals, sales managers, account executives, contract negotiators and anyone involved in negotiation processes and would benefit from this sales negotiation training.

Learning Objectives

  • Improve Sales Margins and Closing Ratios
  • Influence How Customers View Your Product’s Costs, Benefits and Value
  • Anticipate Buyer Behavior and Turn It into an Advantage
  • Establish Your Credibility with the Buyer
  • Develop Confidence-Building Skills That Maintain Your Control of Negotiations

Course Outlines


1-      Role of the Professional Salesperson

  • Understand the Difference between Manipulative Selling and Consultative Selling
  • Be Aware of Key Sales Responsibilities of Professional Salespeople

2-      Role of the Buyer Defined

  • View the Sales Negotiation Process More Objectively from the Customer’s Viewpoint
  • Understand the Concept of Selling Profitable Deals More Fully
  • Have a Better Understanding of Their Ability to Analyze the Financial Aspects of a Deal
  • Be More Aware of Their Perceptions of the Sales Negotiation Process
  • Have a Stronger Foundation for Selling to a Sophisticated Buyer
  • Be Familiar with Common Ploys and Countermeasures Used in Sales Negotiations

3-      Role of the Professional Salesperson Redefined

  • Have a Greater Understanding of a Typical Buyer’s Motivation in Most Situations
  • Be More Capable of Differentiating Themselves from Their Competition
  • Be More Aware of the Consultative Sales Processes
  • Understand the Difference between Selling and Negotiating
  • Understand the Importance of Selling First, Negotiating Last
  • Be Able to Handle Premature Negotiation Pressure from the Buyer
  • Know When and When Not to Negotiate

4-      The Sales Negotiation Process

  • Have Experience in Identifying Elements of an Offering
  • Understand How to Identify Negotiating Chips
  • Be Able to Assess and Define Their Negotiating Authority
  • Understand How to Create Value Which Offsets the Need to Make Concessions
  • Understand the Value of Maneuvering Room, Concession Planning, and Planning



5-      Using Powerful Sales Negotiation Planning Tools

  • Understand the Process of Establishing Settlement Ranges in Advance
  • Understand the Concept of Planning for Concessions
  • Be Familiar with the Sales Negotiation Planning Instrument
  • Be Familiar with a Format for Providing Feedback on the Sales Negotiation Process

6-      A Sales Negotiation Exercise

  • Have Practical Experience in Developing Settlement Ranges
  • Have Practical Experience in Identifying Negotiating Chips
  • Have Practical Experience in Planning Concessions
  • Have Practical Experience in Completing the Sales Negotiation Planner
  • Recognize the Importance of Planning
  • Be Able to Evaluate the Sales Negotiation Process More Fully

7-      Win-Win Sales Negotiations

  • Be Able to Determine If a Sales Negotiation Was a Winner for Both Sides
  • Be Aware of Many Critical Mistakes to Avoid in Sales Negotiations
  • Understand the Importance of Following through after the Negotiation Is Completed
  • Have a Better Understanding of Their Own Effectiveness in Sales Negotiations
  • Understand How to Develop a Plan to Improve Their Sales Negotiation Effectiveness

8-      Power and Position in Sales Negotiations

  • Know How to Evaluate Relative Strategic Positions of the Parties to a Sales Negotiation
  • Understand Fundamental Strategies for Various Power Positions
  • Be Aware of Different Sources of Real and Perceived Power

9-      Increasing Your Personal Power in Sales Negotiations

  • Be Able to Identify the Four Primary Negotiating Styles
  • Understand the Primary Goals and Fears Which Motivate Each of the Four Styles
  • Be Able to Apply Basic Strategies to Favorably Influence Each of the Four Styles
  • Be More Effective in Persuading Buyers Who Are Different from Themselves

10-  Case Study: Negotiating a Mutually Profitable Win-Win Sale

  • Have a Greater Appreciation for the Importance of Internal Negotiations
  • Have Additional Experience in Developing Settlement Ranges
  • Have Additional Experience in Identifying Negotiating Chips
  • Have Additional Experience in Planning Concessions
  • Have Additional Experience in Completing the Sales Negotiation Planner
  • Be More Effective in Sales Negotiation Planning
  • Be Able to Influence Buyer Behavior More Purposefully
  • Be Able to Evaluate Their Personal Performance More Fully

11-  Tips for Achieving Success as a Sales Negotiator

  • Be More Aware of Key Elements Which Lead to Success in Sales Negotiations

Competitive Advantage in Sales

Competitive Advantage in Sales

Who Should Attend

Sales professionals, including account managers, sales managers, sales executives and sales representatives.

Our Mutual Objectives

  • Communicate Compelling Competitive Advantages to Close More Business By Aligning Your Deliverables with Your Customers’ Hierarchy of Buying Criteria
  • Answer “Why Us?” Questions
  • Build Relationships with Colleagues to Share Competitive Intelligence

Course Outlines

1-      Competitive Advantage Basics

  • § Define Terminology

2-      What Are Your Deliverables?

  • Identify Categories of Deliverables
  • Uncover Competitive Advantages You Didn’t Know You Had

3-      Identify and Create Competitive Advantages

  • Identify How Target Markets and Customer Levels Affect Competitive Advantages
  • Convert a Deliverable into a Competitive Advantage Statement
  • Articulate Strengths As Competitive Advantages
  • Use Your Company’s Measurements to Build Credibility

4-      Refine Competitive Advantages

  • Convert One of Your Own Deliverables or Strengths into Competitive Advantage Statements
  • Create Competitive Advantage Statements for Different Target Markets, Customer Levels, and Products/Services
  • Describe How to Turn a Competitive Position into a Competitive Advantage

5-      Dangerous Disparities

  • Define Competitive Disadvantages
  • Avoid Dangerous Disparities
  • Apply Knowledge of Competitive Advantages and Dangerous Disparities to Real-World Situations

6-      Maintain Competitive Advantages

  • Communicate Competitive Advantages, Internally and Externally
  • Communicate Competitive Advantages with Existing Customers to Close More Sales
  • Educate Prospects to Apply Your Competitive Advantage Metrics to Their Situations/Organizations
  • Develop a Strategy to Revisit Competitive Advantages Often and Create New Ones

7-      Create a Competitive Advantage Action Plan

  • Create Your Own Competitive Advantage Action Plan

New Sales Managers Excellence Formula

New Sales Managers Excellence Formula

Sales Management for the Newly Appointed Sales Manager

Who Should Attend

Newly appointed or prospective sales managers who need the tools to respond to customer, team and company needs

Our Mutual Objectives

  • Analyze Personal Strengths and Weaknesses
  • Analyze the Individual Team Member’s Strengths and Weaknesses
  • Analyze the Team’s Strengths and Weaknesses
  • Develop a Plan to Maximize Team Strengths
  • Staff the Team Appropriately
  • Train Individuals to Perform at Their Best
  • Coach and Counsel Salespeople for Continuous Growth and Motivation
  • Delegate to Enhance and Enrich the Salesperson’s Job
  • Better Manage Time
  • Maximize the Effectiveness of the Team as a Whole


Course Outlines

1-      Making the Transition to Sales Management

  • Differentiating between being a team leader and a team player—and being a peer vs. managing former peers
  • Task management vs. people management
  • Understanding your style as a sales manager and how it relates to your employees

2-      Understanding Management Communication Styles

  • Analyzing your—and each team member’s—strengths and weaknesses
  • The internal motivation theory

3-      Objectives and Planning

  • Developing SMART goals
  • Creating short- and long-term sales plans

4-      Recruiting and Interviewing

  • Recruiting successfully
  • Discovering the best sources for candidates
  • Effective interviewing—a three-phased approach: person, position, placement

5-      Training

  • Creating for, and presenting information to, the salesperson
  • The learning curve
  • The Reinforcement Theory
  • Best practices in sales skills today

6-      Delegating

  • Characteristics of appropriate delegation for the sales manager

7-      Coaching and Counseling

  • Taking a positive approach to problem solving
  • Developing a win-win appraisal or goal-setting system

8-      Team-building

  • Applying the principles of team-building
  • Recognizing the principles of leadership

Motivating And Coaching That Score

Motivating & Coaching That Score

Motivating And Coaching Your Sales Team

Who Should Attend

Vice presidents and directors of sales, sales managers, sales coaches, sales trainers and general managers

Our Mutual Objectives

  • Differentiate Behavioral Styles Within Your Sales Organization to Quickly Identify Strengths and Weaknesses
  • Establish a Proactive Management Role Rather Than a Reactive One
  • Differentiate Among Coaching, Motivation, Training, and Counseling
  • Define and Develop a Successful Culture That Has Energy, Enthusiasm and Accountability, and Create a Better Work Environment with Increased Morale
  • Describe How to Motivate Team Members to Motivate Themselves

Course Outlines

1-      Creating a Coaching Philosophy

  • Identify the Characteristics, Personality, and Behavioral Traits of an Effective Sales Coach
  • Describe Common Fears and Phobias, and Work to Overcome Them
  • Create a Mutually Defined Sales Culture
  • Differentiate Between Strategic Management and Tactical Coaching

2-      Profile of a Successful Coach

  • Identify the Five Characteristics of a Successful Coach
  • Describe How Your Personality Style Impacts Your Ability to Coach Effectively and How to Recognize Personality Styles of Others
  • Identify When to Use Coaching Communication Strategies Through Effective Listening

3-      Analyzing Your Existing Sales Force

  • Identify the Steps of Your Organization’s Sales Process, and Consider How to Assess Your Team’s Progress Throughout the Sales Cycle
  • Recognize Each Team Member’s Personality Style, and Determine Whether Their Personalities Are Aligned with the Needs of Their Jobs, or Whether They Need to Be Coached to Meet Those Needs
  • Identify Your Team’s Resource Needs
  • Define Key Performance Standards for the Sales Force
  • Clarify Your Team’s Internal and External Training and Development Needs

4-      Leadership

  • Identify the Characteristics of an Effective Leader
  • Motivate Your Team Through Effective Communication
  • Differentiate Between Leadership and Management
  • Identify A, B, and C Players and How to Make Necessary Adjustments to the Effort You Expend in Coaching Them


5-      Team Building

  • Describe the Motivational Drivers Behind Your Sales Team
  • Develop Individual and Team Activities to Foster a Strong Sales Culture
  • Identify Ideas for a Mentoring Program That Will Encourage Growth

6-      Reward and Recognition

  • Determine When, Why, and How to Reward and Recognize Individuals in Your Organization
  • Describe How to Leverage Reward Programs and Group Dynamics
  • Identify the Five Characteristics of Sales Competencies
  • Create a Growth Strategy for a Top Performer

Leave a Reply