416-433-1261 sean@salesacademy.com

CustomerCentric Selling® Sales Training Workshops


Would it help if, when engaged with a potential prospect, your sales people understood and could execute a sales process, aligned with how companies buy high technology products; a repeatable systematic sales process that they could follow to take a prospect from interest development to closure, so that your company could begin to eliminate or minimize those losses to the competition and “No Decision Inc.”?

In our sales training workshops, your salespeople will learn the core concepts of CustomerCentric Selling® to better understand how your sales process should align with your buyer, which will not only help you improve sales performance, but will also help you achieve real results.

Your sales people will learn how to execute the key selling skills, including:

  • Prospecting/business development
  • Need development
  • Identification and creation of unique business value
  • Prospect qualification and disqualification
  • Sales process control
  • Negotiation and expectation management


Our three and a half day instructor-led sales training workshop are delivered publicly and to individual organizations. Content can be customized to reflect your company’s specific product/service offering and markets.

In addition to attending lectures to understand the “how and why”, your salespeople will be required to practice their selling skills in three (3) in-class labs, seven (7) role-plays with their CustomerCentric Selling® coach and in their evening group Case Study assignment.

The Case Study assignment (team size: 4 – 6 participants) focuses on improving the probability of success in a large “live” opportunity. The participants have the opportunity to form or fine-tune specific strategies on how to better handle an existing large opportunity using CustomerCentric Selling® tactics and tools. The evening work culminates with a presentation to the entire group on the final day of the workshop. This item alone has resulted in an immediate return of the program costs for many companies.

Workshop Agenda:

  • Pre-Class Preparation Online: “Introduction to CustomerCentric Selling”

Day 1

  • 8:30-9:15 a.m. Foundation Building
  • 9:15-9:45 a.m. Introductions, Selling & Managing Difficulties
  • 9:45-10:00 a.m. Core Competencies – Market Knowledge
  • 10:00-10:30 a.m. Break
  • 10:30-11:00 a.m. CASE STUDY LAB: Select case study opportunity, begin prospect profile
  • 11:00-11:15 a.m. Core Competencies – Product Usage Knowledge
  • 11:15-11:30 a.m. IN CLASS EXERCISE: Creating usage scenarios
  • 11:30 a.m.-12:00 p.m. Environmental Questions/Goal Identification
  • 12:00-1:00 p.m. Lunch
  • 1:00-1:30 p.m. Solution Development
  • 1:30-2:15 p.m. SKILL DEVELOPMENT EXERCISE 1: Interest Qualification, Goal Identification and Basic Solution Development
  • 2:15-2:45 p.m. Break
  • 2:45-3:15 p.m. Solution Development with Value
  • 3:15-4:00 p.m. SKILL DEVELOPMENT EXERCISE 2: Solution Development with Value
  • 4:00-4:30 p.m. Debriefing Questions, Letter to Potential Champion
  • 4:30-4:45 p.m. Introduction to Evening Assignment

Day 2

  • 8:30-8:45 a.m. Review of Day 1
  • 8:45-9:00 a.m. Qualifying a Champion
  • 9:00-9:30 a.m. SKILL DEVELOPMENT EXERCISE 3: Qualifying a Champion
  • 9:30-9:45 a.m. Competitive Strategies (Plausible Emergency)
  • 9:45-10:15 a.m. CASE STUDY LAB: Competitive Strategies for Case Study Assignment
  • 10:15-10:45 a.m. Break
  • 10:45-11:00 a.m. Competitive Strategies
  • 11:00-11:15 a.m. Key Player Calls
  • 11:15 a.m. -12:00 p.m. SKILL DEVELOPMENT EXERCISE 4: Tag Team Key Player Call
  • 12:00-1:00 p.m. Lunch
  • 1:00-1:15 p.m. Phase 1 Buyer Behaviors, Qualifying the Opportunity
  • 1:15-1:45 p.m. CASE STUDY LAB: Establishing Business Value
  • 1:45-2:15 p.m. Qualifying the Opportunity
  • 2:15-2:30 p.m. CASE STUDY LAB: Qualifying the Opportunity: Sequence of Events
  • 2:30-3:00 p.m. Break
  • 3:00-3:30 Sales Process Control
  • 3:30-4:00 p.m. Dealing with stale proposals
  • 4:00-4:45 p.m. SKILL DEVELOPMENT EXERCISE 5: The Refocus Meeting
  • 4:45-5:00 p.m. Introduction to Evening 2 Case Study Assignment

Day 3

  • 8:30-8:45 a.m. Review of Day 2
  • 8:45-10:00 a.m. CASE STUDY LAB: Use the case study Solution Development Prompter® (SDP®) to role play and then work with team and coaches to further scrub the SDP®.
  • 10:00-10:30 a.m. Break
  • 10:30-11:00 a.m. Negotiation
  • 11:00 a.m.-12:00 p.m. CASE STUDY LAB: Role play negotiation and then create a negotiation worksheet for case study
  • 12:00-1:00 p.m. Lunch
  • 1:00-2:30 p.m. Prospecting & Business Development
  • 2:30-3:00 p.m. Break
  • 3:00-3:30 p.m. Management Tools
  • 3:30-4:00 p.m. Getting Started
  • 4:00-4:15 p.m. Introduction to Evening 3 Case Study Assignment

Day 4

  • 8:30 a.m.- 12:00 p.m. Case Study Presentations

Who Should Attend:

Sales executives, managers and representative. Anyone within the organization who interacts with prospects/customer or supports the sales function. Ideally suited for marketing, pre-sales consultants and post-sales support personnel.

Course Objectives:

At the end of the CustomerCentric Selling® Workshop, your sales team will understand:

•The pitfalls of traditional selling behavior
•Why some things are more difficult to sell than others are
•How risk-averse, non-expert organizations buy products / services they don’t fully understand
•How needs develop in the mind of the buyer
•How needs develop across an organization
•How they make the decision to buy
•The key skills necessary to succeed in high-difficulty sales
•How to establish and maintain your personal power as a salesperson throughout the selling process
•Team Selling
•The roles of the salesperson, technical support person and manager
•How people buy and the three levels of need—the buyer’s psychological buying phases
•Shifting concerns over the buying process
•Anticipating the buyer’s behavior
•Why risk objections are positive and how to handle them
•How to strategically align your selling behavior to the buyer’s psychological buying phases
•How, if you have expertise and experience, to:
•Convince a prospect that you understand their business
•Get them to admit and focus on problems you can address
•Diagnose their problems with a bias toward your product capabilities
•Make them responsible for solving his own problem using your product /service
•Create a vision of a solution in their mind that matches your product / service capabilities
•Lead them to the conclusion that they could solve their problem if they had the capabilities of your product
•How to do the above even if you do not have expertise and experience
•Tactical sales tools necessary
•How to create needs for your products and services
•How to gain access to and establish credibility with line executives
•How to qualify prospect needs and buying ability in a single sales call
•How to create anxiety aligned with your product capabilities in a prospect’s mind
•How to leverage the expertise of technical support without losing power and control
•How to develop the needs of “committees” during a single meeting
•How to get executive, user and technical buyers marching in the same direction
•How to recognize quickly whether you are first or second
•How to change the rules if your competitor got there first
•How to negotiate the sell cycle in advance
•How to gain control of existing prospects
•The five components of cost justification: a specific cost justification model
•How to maximize utilization of technical and headquarters resources during the sale
•How to gain control of RFP situations
•How to work with third party consultants
•How to qualify and sell effectively over the phone
•How to assess the quality of a prospect and your pipeline
•How to balance pipeline and activity on a monthly basis, regardless of sell cycle length
•How to maintain control of a long sell cycle, particularly at the end
•How to create the perfect opportunity to close
•The emotional hurdles that both buyer and seller must overcome before a contract can be signed
•How to do an accurate sales forecast and why salespeople should not do them
•How to strategically implement the program across your organization