Buyers now complete much of their decision on advanced sales negotiation before speaking to anyone. Discounting solves a problem in this area of marketing and commercial practice today and creates a larger one next quarter. What blocks progress on this aspect of marketing and commercial practice is usually unclear ownership rather than unclear intent. Cases are chosen to expose the trade-offs in advanced sales negotiation rather than to illustrate ideal conditions. The course sets out a working method for the marketing and commercial practice capability that participants can apply the week they return. It suits anyone whose decisions touch this area of marketing and commercial practice, in large organisations and small ones alike. They acquire practical criteria for judging when advanced sales negotiation is working and when it is only appearing to. Practitioner evidence points the same way: the wider marketing and commercial practice agenda improves fastest where responsibility for it is named and owned. The final session converts the week's work on this part of marketing and commercial practice into commitments with owners and dates.
Expected Learning Outcomes
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Plan expansion of advanced sales negotiation into new segments or markets deliberately.
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Set a realistic target state for advanced sales negotiation and a defensible route to it.
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Set measurable objectives for advanced sales negotiation tied to revenue rather than reach.
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Handle objections in advanced sales negotiation without conceding position immediately.
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Communicate the purpose of advanced sales negotiation to those who have to comply with it.
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Document decisions about advanced sales negotiation in a form that remains useful after the people change.
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Align marketing and sales handover within advanced sales negotiation so leads are not lost.
