Sales School - free course from the Russian School of Management, training, Date: December 7, 2023.

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. How to avoid non-payments, debts and dead accounts receivable?
• What sources of information should be used to assess the client's solvency?
• How to become one of the priority suppliers - who always receive money on time?
• Interaction with the “risk group” - potential defaulters.
• From customer focus to money return focus: tightening negotiations with each stage of debt arrears.
• Features of late payment reminders.
• How to obtain a commitment from the client regarding the timing of debt repayment.
• Scenarios for negotiations on debt repayment.
• How to return money and not “overwhelm” the client.
• Ultimate demand against the debtor.
• Transition to other methods 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.

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 for 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.”

Sales Management 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.”