MBA Expert: Sales - course 290,000 rub. from the Russian School of Management, training 250 hours, date September 9, 2022.
Miscellaneous / / December 01, 2023
The MBA Expert: Sales course will provide the necessary knowledge in business strategies, marketing, finance, organizational behavior, human resources management, project management and leadership. Contains specialized courses in market research, pricing, consumer behavior, business structure management, commercial personnel selection and sales psychology.
In a programme:
— Sales management (specialization).
— Leadership: business communications, employee and self management.
— Management: management strategy, development, creation of products and services, business analysis.
— Marketing: tasks and goals, digital marketing, business transformation, work in a competitive environment.
— Finance: financial management, tools for development, risk management and analysis of investment projects.
— Personnel: human capital management, employee life cycle, motivation system.
— Projects: launch, planning, corporate project management system.
MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.
Sales and Marketing Strategy
• Market analysis: capacity, growth rate, number of players, number of buyers.
• Strengths and weaknesses of the company. Required resources and possible risks (SWOT analysis).
• Choosing a company development strategy.
• Basic elements of sales strategy: territories, sales channels, customers.
• Qualitative or quantitative growth. Key drivers of sales development.
• Case: “SWOT analysis of the company.”
• Case: “Identify the most ineffective drivers of sales growth, write 5 ideas on how to improve them.”
• Company sales plan. Analysis of sales history.
• Decomposition of the sales plan at all levels: departments, sales channels, regions, managers, clients.
• Calculation of indicators by stages of the sales funnel.
• Case “Calculation of sales targets, decomposition at all levels.”
• Competitive analysis. Practical instructions: how to find out all the chips of your competitors.
• Selecting a competitive strategy.
• Positioning: why the client should buy from us.
• Development of the company's USP (unique selling proposition). Definition of 15 advantages.
• Drawing up portraits of target groups: who is our client who will buy often and a lot.
• Assortment, pricing strategy. Promotion strategy.
• Case “Competitive analysis, highlighting the key unique advantages of the company.”
• Case “Description of target groups of clients.”
• Distribution strategy. Model selection: we sell directly, through partners or through exclusive distributors.
• Types of sales channels, their pros and cons.
• Criteria for selecting sales channels.
• Assessing the effectiveness of sales channels.
• Case “Selecting priority sales channels.”
Sales department management: goals, objectives, operational control
• Management system and principles: goals, objectives, efficiency factors, systematic approach.
• Specifics of management depending on the sales strategy. Consistency in sales management, management cycle.
• Audit of the sales department: opportunities to increase results in a short time without investment.
• Key rules for developing an effective organizational structure for the sales department.
• Methods of gaining power. Administrative and expert power. Using different employee management styles.
• Algorithms and regulations for the work of employees. Implementation and development of regulations.
• Types of meetings: individual and group. Principles of holding meetings. Setting up a meeting system in the sales department.
• Sales department reporting system.
• Types and types of reports. Setting up a sales reporting system.
• Reporting in messengers.
• Case “Development of a KPI matrix depending on the functionality of managers.”
• Case “Creating a reporting system for the sales department.”
• Quality management system in the sales department.
• What is sales quality and how to measure it?
• Main signs of low quality sales.
• Basic elements of the sales quality management system: standards, training and certification of employees.
• Contents of sales standards. A modern “flexible” approach to the formation of sales standards.
• Digital sales cases and their use in employee training.
• Methodology for developing sales standards using internal company resources.
Sales transformation: optimization of business processes, implementation of CRM systems
• Search for internal reserves for sales growth.
• Using the Deming Cycle (PDCA) to develop the sales team.
• Analysis of a photo report of managers' working day. Correction of bottlenecks in sales business processes based on the results of the analysis.
• Automation of the process of collecting client databases.
• Tools for increasing the number of calls by 2 times without decreasing quality.
• Reducing customer losses due to response times and missed calls.
• Introduction of “prioritization” in working with clients.
• Formation of a sales funnel. Funnel stages. Sales funnel slices.
• Errors when building and working with a sales funnel.
• Quantitative and qualitative indicators of the sales funnel.
• Calculation of sales funnel conversion. Methods for increasing conversion.
• Working with pipeline managers.
• Case “Creating sales funnels for new and current clients, determining quantitative and qualitative indicators.”
• Increased productivity of managers through automation of operational work.
• Specialization and distribution of functions in the sales department.
• Typical business processes in sales departments and highlighting points of efficiency growth.
• Work regulations for employees. Structure of the regulations. Implementation of regulations.
• Customer development tools. Tools for increasing the average check and average revenue per client.
• CRM system: success and failure factors during implementation, audit of the current CRM system.
• CRM selection criteria.
• Key functions of CRM in sales.
• Indicators of an incorrectly configured CRM system.
• IP telephony and necessary integrations.
• Automation of work with the client base in CRM.
• Organization of control of managers using CRM.
• Types of sales reports in CRM.
• Visualization of results using Dash Board.
• Case “Audit of CRM system implementation.”
• Case “Creating a list of reports for display on the Dash Board.”
Managing Sales in the Digital Age
• Implementation and management of new technology for active B2B sales.
• In what cases to use an active sales strategy in B2B markets: review of cases of successful implementation.
• How the technology of working with B2B clients is changing today and what sales managers need to do in order to develop and implement more modern and effective principles for organizing active sales.
• How to involve current staff in active sales while minimizing risks: key management techniques.
• How the digitalization of communication channels with the client changes the classic stages of sales and what should people know? what the manager should do to optimize business processes for working with clients under the changed realities of B2B markets.
• Planning for the development and attraction of new clients: key stages of working with the client (development and design of active sales, developing contacts and motivations of a potential client, creating experience, researching key client characteristics and a number of others elements).
• Why active sales in an aggressive style and manipulation are becoming a thing of the past like home telephones. How to build a modern active sales methodology and design it to suit the realities of today.
• Outlines of a new profession: manager of active digital sales. Competencies of active B2B sellers: how to design their activities and set conversion parameters for their activities.
• Active B2B sales management system: changes in the functions of the head of the active sales department from an administrator to a performance manager for active sales managers.
Sales personnel: hiring, adaptation, motivation system
• Development of profiles for the position of sales manager (competencies, skills, abilities).
• Is it cheaper to find someone ready with experience or to grow them “from scratch”? What's better?
• Creation of a selling vacancy for a sales manager.
• Peculiarities of hiring and recruiting sales personnel: how to avoid getting a “downed pilot” instead of a “rock star”?
• Recruitment funnel.
• Individual interview.
• Conducting competitions for sales managers.
• Checklists for conducting interviews.
• Case “Development of a profile for the position of sales manager.”
• Case “Creating a sales vacancy template.”
• Using different employee management styles. Control squares.
• Types of meetings and briefings. Principles for conducting meetings and briefings. Setting up a system of meetings and briefings in the sales department.
• Don't want to or can't? How to determine if you are in the “comfort zone” and methods for getting employees out of it.
• In what cases is it necessary to carry out sweeps among personnel and how to do this without causing dysfunction of the entire unit.
• Tools for increasing the efficiency of personal work of sales employees: give them authority!
• Organization of a system of competitions. Types of competitions depending on sales tasks.
• Evaluating the effectiveness of ongoing competitions.
• Types of non-material incentives.
• Competition.
• Case “Creating a complex of non-material motivation.”
• Case “Conducting a briefing.”
• Organization of a quick transition through the adaptation period. Adaptation conditions: how not to lose a soldier in “non-combat” conditions?
• Structure of the training system.
• Creation of a textbook on the company's products and services.
• Sales technology training.
• Career planning system in the company (vertical, horizontal career growth).
• Case “Development of the structure of a textbook on the company’s products and services.”
• Case “Creating a career growth system in a company.”
Search for clients. Cold calls
• Search. How to collect a client base in a couple of days, the development of which will take at least a couple of months?
• Processing of incoming leads and calls.
• Analysis of lead generation channels, optimization and launch of new ones.
• Active search, formation and initial development of client bases.
• Targeted activities.
• Cold calls. How to get through the secretary in seven out of ten calls and set up a meeting with the decision maker?
• Preparing for cold calls - self-tuning. Client as business, Client as people.
• Cold calling script concept. Business card tool.
• Basic needs of decision makers.
• Techniques and tricks for passing the secretary.
• How to start a conversation with a decision maker without hanging up.
• Tips for dealing with excuses during cold calls (“There are suppliers”, “Nothing needed”, “Send an offer”, etc.).
• Methods for setting up a meeting with decision-makers.
Identification of needs, presentation, commercial proposal
• Identifying needs. How to help a client understand what he wants, even if he doesn’t know about it himself?
• Classical method - fifteen basic questions.
• Development of hypotheses of client needs that are significant and interesting to us.
• Identification of supplier selection criteria.
• Producing a presentation. How to tell about your product so that everyone wants it?
• Three-level model of advantage formation.
• The Five Cs of any presentation.
• Laws of persuasion.
• Working with supplier selection criteria when discussing a proposal.
• Argumentation map.
• Formation of CP. How to make a sellable CP?
• KP goal and strategy.
• Rules for an ideal CP.
• Standard methods for drawing up CP.
Handling objections, negotiating, bargaining, pressure
• Work with objections. How to avoid customer objections, and if they do exist, turn them into additional arguments in favor of a purchase?
• Types and reasons for objections.
• Algorithm for overcoming objections.
• Methods for overcoming objections.
• Typical objections, ways and techniques to overcome them.
• Negotiation. How to achieve your goals and effectively conduct a meeting with decision-makers?
• Checklist for preparing for the meeting.
• Starting a meeting - establishing contact.
• Negotiation strategies.
• Trades. How to sell with a profit?
• Trading rules.
• Chips and tricks during bidding.
• Boost. How to turn customer requests and requests into shipped products and money received?
• Principle and methods of pressing.
• General techniques for completing a transaction.
Working with accounts receivable
• Stages of the accounts receivable process
• Prevention of overdue accounts receivable.
• Prevention of overdue accounts receivable during negotiations.
• Calls after shipment.
• Short-term delay in payment.
• Long delay in payment.
• Negotiating debt repayment.
• Typology of debtors.
• Debt restructuring.
• An ultimatum and a transition to another method of debt collection.
Working with key clients. How to identify, negotiate and develop your key customers?
• Key client: features and main characteristics.
• Factors influencing the results of work with a key client.
• Rules for the work of a successful person.
• Key client, who is he?
• Characteristics of the key client.
• Difference between a key client and a regular client.
• ABC analysis algorithm and strategy for working with key clients.
• ABC analysis of the client.
• Strategies for working with key clients.
• Identification of a key client. Personal interaction with key clients.
• Features of the decision-making process of a key client. Negotiation rules.
• Decision-making mechanism for a key client.
• Key client decision cycle.
• Key client card.
• Negotiation rules.
Conflict management in an organization
• If there are no conflicts in an organization, then it is dying. Positive manifestations of conflict.
• The art of conflict management, based on the ability to separate false conflicts from true ones.
• Level and scale of contradiction.
• Case solving.
• A simple diagram to answer the question “what to do?”.
Negotiation management: rules and techniques
• Competencies of a successful negotiator.
• Preparation for negotiations.
• Types of negotiations and legitimacy.
• Case “Disputes around price.”
Leader and team
• What is the meaning of Leadership.
• The Leader's Path.
• How to develop leadership qualities.
• Power and influence of the Leader.
• Leader's personal effectiveness.
• How to stay on track.
• Leader and team.
• Systematic view of the team.
• Team management styles.
• Improving the efficiency of teams.
• Motivating employees and teams.
Leader and employees
• What does a Leader need for effective management.
• Purposefulness and result orientation.
• Forecasting and planning.
• Control and self-control.
• Making decisions.
• Problem solving.
• Delegation.
• Communication with employees.
• Development of employee potential.
Business system
• Attention management.
• Intellectual capital management.
• Resource balance.
• Strategy.
• Modern company design.
• VUCA world and requirements for companies.
• Systems and structures.
• Resource-target modeling.
• Management.
• Smart management in the digital world.
• Uncertainty and its impact on management.
Systems design
• Complexity management tools.
• 3 useful analysis tools.
• Method of scientific search for solutions to problems.
• Matrix of tools for designing control systems.
• Development of a value proposition.
• Digital transformation of business.
• Digital transformation team.
• Digital maturity scale.
• Competencies of top managers.
• Digital transformation technologies.
Marketing system and opportunity search
• Marketing functions. The evolution of marketing thought. Formation of value.
• Modern marketing: strategy, tactics, trends.
• Marketing management.
• Working with marketing information. Calculation of market capacity.
• Concentration index. Expert methods. Low-budget ways to analyze the market.
• Marketing research. Objectives of the task. Implementation specifics.
• WEB analytics. End-to-end analytics.
• Marketing research scenario. Construction of CJM.
• Algorithm for developing a new product. Generation of ideas. Design thinking.
• Blue ocean strategy. Value innovation. Innovative business models.
Creating and promoting value
• Positioning. Points of differentiation. Positioning niches.
• Positioning: algorithm for generating and constructing a map.
• Branding: development algorithm and identity.
• Naming. Name development. Registration of trademarks in the Russian Federation.
• Brand design. Packaging is a brand differentiation strategy. Brand KPIs.
• Brand strategy. Growth in the value of private label (private label). Brand portfolio optimization.
• Methods of setting prices. Psychology of price. Dynamic pricing.
• Strategy and tactics in communications. Algorithm for developing creative and media strategy.
• Integrated Internet marketing. Internet marketing tools.
Human Resource Management Strategy
• The company's human capital. HR function audit.
• HR strategy.
• HR analytics.
• Personnel cost management: budget formation.
• Personnel cost management: cost optimization methods.
• Corporate culture of the company.
• Organizational change management: development / preparation for implementation.
• Organizational change management: dealing with resistance/maintaining change.
• Personnel marketing. Employer value proposition.
• Promotion of the HR brand when working with different generations of employees.
Key technologies in the field of human resource management
• Competency model.
• Personel assessment.
• Recruitment.
• Personnel adaptation. Mentoring.
• Personnel training and development.
• Theories of motivation.
• System of material motivation.
• Fixed part of remuneration. Grading.
• Variable part of remuneration. Management by objectives.
• Internal research into the state of human resources.
Financial instruments for increasing efficiency
• Budgeting as an effective technology for company management.
• Unit economics as a basis for financial modeling.
• Determining the profit zone when scaling a business.
• Identification of infrastructural limitations of the business development model.
• Forecasting business performance based on the budget of income and expenses.
• Formation of a balanced business development plan based on the cash flow budget.
• Formation of investment policy based on CFS indicators.
• Forecasting the need for resources and possible sources of business financing based on the forecast balance.
• Internal business assessment based on three key methods. Application of terminal value to increase business value.
• Business valuation based on economic added value.
Construction of a financial management system. Analysis of investment projects and risk management
• Practical application of existing reporting systems for company management tasks.
• Fundamental analysis of the company. Dashboard of operational analysis of the company.
• Key methods for diagnosing the financial condition of a business: historical, vertical, plan-fact.
• Increased efficiency through identification of immobilized assets. Asset turnover.
• Methodology for making management decisions based on the analysis of indicators of the cash cycle model.
• Performance analysis based on the financial results statement.
• Methodology for a comprehensive analysis of factors affecting the efficiency of operating activities.
• Key success factors when analyzing internal and external investment projects.
• Risk management as the basis of a business management system. Creating a risk matrix. Risk management methods.
• Analysis of the sensitivity of investment projects based on risk management and development of project implementation scenarios.
Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.
Classic or “planned” approach to projects
• 5-phase project life cycle. Participants and their roles according to PMBoK.
• Effective project launch. Stakeholder requirements and Charter.
• Project content. Hierarchical work structure (WBS).
• Calculation of task durations and project schedules.
• Calculation of the cost of work and the project budget.
• Risk identification and mitigation.
• Project execution management.
• Control of project deadlines, budget and content.
• Change management system.
• Project reporting. Project closure and lessons learned.