Brochure
More information from http://www.researchandmarkets.com/reports/1401955/
Strategic Account Sales Skills
Description: The “Strategic Account Sales Skills” training bundle consists of the following six courses:
(1) The Strategic Account Sales Approach
(2) Understanding Your Customer
(3) Conducting Effective Sales Research Meetings
(4) Working with Your Customer's Key Players
(5) Delivering High-Impact Sales Presentations
(6) Strategic Account Sales Skills Simulation
Each course is broken down further into a series of lessons as follows:
(1) The Strategic Account Sales Approach
Overview/Description
A successful sales track record doesn't come from a hit-or-miss approach. It comes from the
implementation of step-by-step processes that help ensure predictable, repeatable, and measurable
results. In this course, you'll learn about the strategic account sales (SAS) approach for successful
sales. You'll start by gaining an understanding of the premises and strategy behind the approach.
Then you'll learn how to select target accounts based on specific selection criteria and start the
process of account planning.
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global accounts
Expected Duration (hours)
3.0
Lesson Objectives
Strategic Account Sales Essentials
- recognize the benefits of using the strategic account sales (SAS) approach.
- match the components of the SAS approach with examples of the components.
- identify examples of the seven key SAS premises.
- differentiate between a product-focused sales approach and the SAS approach.
Selecting Target Accounts
- recognize the benefits of selecting target accounts.
- identify examples of the four perceptions of value a customer may have.
- identify examples of the ten target selection criteria.
- recommend the criteria to work on to expand a client relationship in a given scenario.
Developing Account Plans
- recognize the benefits of account planning.
- identify examples of the four sections of the strategic account sales (SAS) account planner.
- identify the parts of the account situation section of the SAS account planner.
- complete the account situation section of the SAS account planner in a given scenario.
(2) Understanding Your Customer
Overview/Description
Can you imagine trying to sell a product or service to a customer you know nothing about? You
probably wouldn't succeed. The better you know your customer, the higher your chance for
success. In this course, you'll learn about the first major component of the strategic account sales
(SAS) approach: research. You'll start by learning about the key areas to research using the SAS
approach and where to find business information sources about your client. Next, you'll explore
researching your customer's business and key players and applying what you learn to the process
of account planning. And finally, you'll gain an understanding of the business fit and how you and
your customer can both achieve your desired business objectives.
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global sales accounts
Expected Duration (hours)
3.5
Lesson Objectives
Business Research Fundamentals
- recognize the benefits of good customer research.
- identify the five questions that are critical to your success and drive your customer research.
- match the five strategic account sales (SAS) search elements used in customer research with the
characteristics of those elements.
- match business information sources with the types of information found in those sources.
Researching Your Customer's Business
- recognize the benefits of researching a customer's business profile and direction.
- match the categories of questions to ask when researching customer profile and direction to
examples of questions in those categories.
- match the categories of questions to ask when researching departmental profile and direction to
examples of questions in those categories.
- research business information sources and determine the correct information to include in the
corporate profile and departmental profile parts of the SAS account planner in a given scenario.
Researching Your Customer's People
- recognize the value of researching a customer's organizational structure and key players.
- match buying roles to descriptions of those roles.
- match the categories of questions to ask when researching customer organizational structure to
examples of questions in those categories.
- match the categories of questions to ask when researching key players to examples of questions
in those categories.
- research business information sources and determine the correct information to include in the
organizational structure and key player profile parts of the SAS account planner in a given scenario.
- match the four elements of an organizational chart to descriptions of those elements.
Researching the Business Fit
- recognize the benefits of determining the business fit with the customer.
- match the steps for determining the business fit with the activities related to those steps.
- determine the correct business fit statements for a customer in a given scenario.
(3) Conducting Effective Sales Research Meetings
Overview/Description
Researching your target accounts is important for understanding your customer's business. But
only by conducting research meetings will you learn the "inside" information you need to truly
understand the business fit between your company and your customer. In this course, you'll learn
about bringing your research and communication skills together in strategic account sales (SAS)
research meetings. You'll start by learning how to prepare for an effective research meeting. Next,
you'll explore how to conduct research meetings to gather desired information. And finally, you'll
learn how to close and follow up on your research meetings.
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global sales accounts
Expected Duration (hours)
3.5
Lesson Objectives
Preparing for Research Meetings
- recognize the benefits of preparing for strategic account sales research meetings.
- sequence examples of the steps in the research meeting process.
- match the guidelines to follow when asking for a research meeting to examples of those
guidelines.
- analyze a call to ask for a research meeting in a given scenario.
- match sections of the research meeting work sheet with examples of information used to fill in
those sections.
- use the research meeting work sheet to prepare for a research meeting in a given scenario.
Conducting Effective Research Meetings
- recognize the importance of conducting effective strategic account sales research meetings.
- match guidelines for opening a research meeting with examples of those guidelines.
- match three types of questions with examples of those questions.
- choose which of the qualities of high-impact questioning are present in a given question.
- match the guidelines of active listening with examples of those guidelines.
- recommend appropriate actions to take during a research meeting in a given scenario.
Closing and Following Up on Research Meetings
- recognize the importance of effectively closing and following up on strategic account sales
research meetings.
- sequence examples of the components for closing a research meeting.
- apply the principles for closing a research meeting in a given scenario.
- identify the important parts of following up after a research meeting.
(4) Working with Your Customer's Key Players
Overview/Description
Strong customer relationships are essential for long-term sales success. In this course, you'll learn
about the second major component of the Strategic Account Sales (SAS) approach--
communication. You'll start by learning about developing coach relationships in your target account.
A vital part of your sales effectiveness depends on finding contacts at target accounts that can
become part of an internal "network of coaches" for the sales process. Then, you'll learn about
gaining access to senior-level management and dealing with "gatekeepers." By effectively
communicating with the right people in your accounts, you'll help to ensure positive sales results
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global sales accounts
Expected Duration (hours)
3.5
Lesson Objectives
Developing a Network of Coaches
- identify the benefits of developing a coach or network of coaches.
- identify coaching behaviors that indicate a contact could become a coach.
- sequence the steps for finding a coach with examples of those steps.
- sequence the examples of the steps of the coach development process.
- apply the steps for developing a coach.
Gaining Access to Decision Makers
- recognize the importance of knowing how to reach decision makers.
- match access strategies with examples of those strategies.
- match the guidelines for using a coach to gain access to a decision maker to examples of those
guidelines.
- apply the guidelines for using a coach to gain access to a decision maker.
- sequence examples of each step of the access letter process.
- draft an access letter in a given scenario.
Dealing with Gatekeepers
- recognize the importance of dealing with gatekeepers.
- match the four steps for dealing with a gatekeeper with examples of those steps.
- match reasons a gatekeeper blocks the progress of a sale to strategies.
- recommend a strategy for dealing with a gatekeeper in a given scenario.
(5) Delivering High-Impact Sales Presentations
Overview/Description
The most important meeting you'll have with your client is when you show the decision makers that
you have the right business fit for their needs. You've done a lot of hard work, so when the curtain
goes up on your sales presentation, you want an award-winning performance. In this course, you'll
learn about the third major component of the strategic account sales (SAS) approach--
presentation. First, you'll learn how to plan and develop a high-impact presentation. You'll then
explore ways to successfully deliver the presentation to your client audience. And finally, you'll
learn how to follow up your presentation and maintain your sales momentum.
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global sales accounts
Expected Duration (hours)
6.0
Lesson Objectives
Preparing for Strategic Account Sales (SAS) Presentations
- recognize the value of effectively preparing high-impact strategic account sales presentations.
- match the steps for creating an effective draft of a strategic account sales presentation to the
corresponding aspects.
- analyze a given situation and recommend the correct elements to incorporate in an effective draft
of a strategic account sales presentation.
- apply the steps in the strategic account sales presentation preselling process in a given scenario.
- apply the steps for reviewing a strategic account sales presentation draft with a coach in a given
scenario.
- analyze a given situation and make suggestions for how someone could rehearse a strategic
account sales presentation more effectively.
- identify the items to verify on the prepresentation checklist.
Delivering the SAS Presentation
- select the reasons why it's important to successfully deliver a strategic account sales
presentation.
- apply the steps for opening a strategic account sales presentation in a given scenario.
- differentiate between the strategies used to present the customer-company overview section of a
strategic account sales presentation.
- differentiate between the strategies used to present the selling-company overview section of a
strategic account sales presentation.
- match the strategies for presenting the business-fit section of a strategic account sales
presentation to the corresponding examples.
- choose the one answer that correctly identifies the actions to take when presenting the action-
steps section of a strategic account sales presentation.
- deliver the "meat" of a strategic account sales presentation in a given scenario.
Closing the SAS Presentation and Moving Ahead
- choose the reasons why it's important to effectively close and follow up after a strategic account
sales presentation.
- match the questions for forming an action plan to the corresponding examples.
- match the actions for maintaining momentum after a strategic account sales presentation to the
corresponding examples.
- maintain momentum after a strategic account sales presentation in a given scenario.
(6) Strategic Account Sales Skills Simulation
Overview/Description
You're an architectural renovation sales consultant for The Architectural Services Company (TASC).
You sell design and project control services to commercial businesses. After attending a crowded
book reading at Bigler's Books, you determine that the store is a potential customer for your
company's services. You use a strategic account sales approach to do research on your own and
then conduct research meetings with some contacts that work for the store. Unfortunately, you
discover that Bigler's manager has serious reservations about remodeling and expanding. To
overcome his objections and gain access to the decision maker, you will need to use effective
strategies for dealing with a gatekeeper and emphasize the business fit between your company and
the store. This simulation is based on the SkillSoft series "Strategic Account Sales Skills" and
contains links to the following courses: SALE0131, SALE0132, SALE0133, and SALE0134.
Target Audience
Individuals responsible for sales, sales support, business or account development, and sales
management activities with major, national, or global accounts.
Expected Duration (hours)
0.5
Lesson Objectives
Strategic Account Sales Skills Simulation
- using a strategic account sales approach.
- researching target accounts.
- emphasizing business fit between your company and target accounts.
- requesting sales research meetings.
- conducting effective sales research meetings.
- closing sales research meetings.
- dealing with gatekeepers at target accounts.
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