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High-Impact Sales Strategy

Driving Revenue and Profit Growth

Organic growth priorities, coupled with changes in customer needs and buying behavior, are driving senior executives to explore new and innovative sale strategies. The result is a proliferation of value propositions and sales models – highlighting the diverse range of possible sales strategies while also underscoring the many challenging decisions to critical to profitable revenue growth.

In this comprehensive program, seasoned practitioners and thought leaders provide a deep dive on leading sales strategy practices, and on the key components of, and approaches for, developing sales strategies.
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Upcoming Sessions

  • Apply Online
    October 30 - November 2, 2016
    Fee includes lodging and most meals
  • Apply Online
    April 30 - May 3, 2017
    Fee includes lodging and most meals
  • Apply Online
    September 17 - 20, 2017
    Fee includes lodging and most meals
  1. Chief sales officers
  2. Vice presidents and directors of sales, sales strategy, sales operations, and sales force effectiveness
  3. Chief commercial officers and vice presidents of marketing and sales, and strategic marketing
  4. CEOs of midmarket and smaller companies

In this course, you will learn to:
  1. Establish segmentation and growth priorities that result in winning sales strategies
  2. Move beyond elevator pitches to create, communicate and prove compelling B2B value propositions
  3. Modernize the sales process to drive differentiated value
  4. Create key accounts programs that maximize mutual value with your most important customers
  5. Design field sales force, inside sales and indirect channels for strategic advantage
    Day 1:
  1. Apply a strategic mindset to the sales function
  2. Establish segmentations and growth priorities that result in winning sales strategies
  3. Move beyond elevator pitches: compelling B2B value propositions
  4. Participate in a case study
  5. Modernize the sales process to drive differentiated value

    Day 2:
  1. Review leading trends in channels mix and design
  2. Design field and inside sales forces for strategic advantage
  3. Develop key accounts program for strategic advantage
  4. Implement indirect channels for strategic advantage
  5. Participate in a case study

    Day 3:
  1. Bring it all together: the customer-centric sales strategy
  2. Participate in a case study
  3. Discuss the other 80 percent: implementation issues and insights
  4. Engage in expert panel discussion
Mike Moorman - Academic Director; Managing Principal, B2B Sales Force Strategy and Transformation, ZS; Research Advisory Board Member, Strategic Account Management Association

Michael Ahearne - Principal, ZS; CT Bauer Chair in Marketing at the University of Houston; Executive Director, Sales Excellence Institute; author of Selling Today: Partnering to Create Customer Value

John DeSarbo - Managing Principal, Channel Strategy & Management, ZS

Rodolfo Luzardo - Principal, Sales Force Effectiveness, Strategy Consulting and Large-Scale Transformations, ZS

What Past Participants Say

  • "Sales is a complex discipline. The High-Impact Sales Strategy course breaks down the complex into manageable and actionable pieces. I left the course with clarity on the difference between strategic planning vs. strategic thinking, the critical importance of key value propositions and how to bring it all together via an implementation framework." 
    -- Senior Vice President, Global Sales Organization, Fairmont Hotels & Resorts
  • "This course immersed me in compelling cases that were enhanced by the professors’ extensive sales experience and knowledge of key trends.  By the end of day one I knew what I needed to do - and by the end of the program knew exactly how. "
    -- Managing Director, Marin's Mexico

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