Most disappointing results in sales underperformance management trace back to an audience defined too broadly. Discounting solves a problem in the marketing and commercial practice discipline today and creates a larger one next quarter. Buying a tool rarely fixes this area of marketing and commercial practice; the underlying capability has to be built internally first. The outcome is a practitioner who can hold a position on sales underperformance management and revise it on evidence. Participants test their assumptions about the marketing and commercial practice discipline against scenarios designed to break weak ones. Post-incident reviews keep identifying weaknesses in the practice within marketing and commercial practice that were visible long before the incident. This programme builds sales underperformance management from first principles, without padding and without omitting what matters. It is designed for mixed groups, so that the marketing and commercial practice capability is examined from more than one functional angle. The programme ends where implementation begins, with the wider marketing and commercial practice agenda broken into steps someone can start on Monday.
Expected Learning Outcomes
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Set the attribution model for sales underperformance management and understand its limits.
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Set measurable objectives for sales underperformance management tied to revenue rather than reach.
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Review contracts and agreements for the obligations they create around sales underperformance management.
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Test creative and messaging on sales underperformance management before committing budget.
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Build the positioning for sales underperformance management around a claim competitors cannot honestly make.
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Estimate what sales underperformance management costs to run properly, and what is lost when it is not.
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Build a concise go-to-market plan for sales underperformance management that colleagues can follow without further explanation.
Who Should Attend
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Consultants and advisers supporting clients on sales underperformance management.
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Business development managers pursuing opportunities in sales underperformance management.
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Founders and owner-managers running sales underperformance management personally.
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Account managers responsible for retention within sales underperformance management.
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Experienced practitioners formalising an approach to sales underperformance management that has grown up informally.
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Brand and communications specialists shaping sales underperformance management.
Course Modules
Open any module to see its sessions and topics.
01
Sales underperformance management: the customer journey and decision points
2 sessions · 8 points
Session 1The handover between marketing and sales in sales underperformance management
Establish who is informed, consulted and accountable in sales underperformance management.
Confirm that reporting on sales underperformance management reaches the people who can act.
Write down the assumptions underpinning the approach to sales underperformance management.
Structure pricing for sales underperformance management against perceived value.
Session 2Testing the message on sales underperformance management before spending
Set the discount authority for sales underperformance management and require justification.
Define the handover point between marketing and sales in sales underperformance management.
Script the three most common objections in sales underperformance management and the responses.
Set objectives for sales underperformance management in revenue terms with a timeframe.
02
Sales underperformance management: channels, content and creative
2 sessions · 8 points
Session 1Handling the objection to sales underperformance management that ends most conversations
Agree the attribution model for sales underperformance management and state its known limits.
Select channels for sales underperformance management based on evidence, then cut the rest.
Design the retention action triggered when a customer of sales underperformance management goes quiet.
Confirm that contractual obligations around sales underperformance management are understood.
Session 2Getting other functions to support sales underperformance management
Review whether short-term tactics on sales underperformance management are damaging the brand.
Collect evidence on the present handling of sales underperformance management before proposing changes.
Build the content that answers the buyer's real question about sales underperformance management.
Test the procedure for sales underperformance management against a realistic scenario.
03
Sales underperformance management: retention, loyalty and lifetime value
2 sessions · 8 points
Session 1Testing sales underperformance management before relying on it
Document the sales process for sales underperformance management so a new joiner can follow it.
Describe the buyer for sales underperformance management specifically enough to name who is excluded.
Write the positioning claim for sales underperformance management and test whether a competitor could say it too.
Record what was learned when sales underperformance management did not go as planned.
Session 2Measuring sales underperformance management when attribution is imperfect
Agree the smallest change to sales underperformance management that would be visibly useful.
Set escalation thresholds for sales underperformance management that work out of hours.
Arrange the handover of sales underperformance management so capability survives staff changes.
Identify the data already collected that bears on sales underperformance management.
04
Sales underperformance management: measurement, attribution and honest reporting
2 sessions · 8 points
Session 1Building the method for sales underperformance management step by step
Rehearse the briefing on sales underperformance management that would follow an incident.
Build the internal briefing that explains sales underperformance management to those affected.
Establish what evidence demonstrates sales underperformance management is under control.
Choose the next segment for sales underperformance management and state why it is next.
Session 2Pricing sales underperformance management on value rather than cost
Benchmark the organisation's sales underperformance management against comparable operations.
Anticipate the objections sales underperformance management will raise and prepare the answers.
Define qualification criteria that disqualify quickly in sales underperformance management.
Build the report on sales underperformance management that answers whether to spend more or less.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Gold Package
At least 3 people
USD1,850
5-night stay in a 5-star hotel
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.
