Holistic Sales Training – enjoyable training

The holistic sales training approach to closing more sales

My approach to training your sales people

  • I help you identify people with the most sales potential.
  • I develop your staff into sales people who are focused on customers and closing sales.
  • I provide training on new behaviours and how to put them into practice.
  • I support your sales people with implementing what they’ve learned after the training.

What’s it about?

Basically, there’s a difference between selling complex products and services and selling simple products and services. There’s also differences in the sales processes for both. The right approach for complex sales is to identify a potential customer’s problems, then integrate these into needs-based reasoning. There are 4 question techniques that play an important role in complex sales. By following this strategy, sales people can reduce the number of objections they have to counter by almost 60 percent. In turn, this makes it much easier for them to improve their closing rates.

When selling simple products and services, the focus is on closing the sale quickly. All you need are 2 or 3 standard questions to determine the customer’s needs. Successful argumentation is simpler, but more diverse and punchy.

My sales training goes in 2 directions:

Training for sales managers  Training for sales staff

Special topics and frameworks..

Special Sales Topics

Training for Sales Managers

Set goals
  • What’s the difference between ‘communicating goals’, ‘letting staff develop goals’ and ‘agreeing on goals’?
  • What effect do the different approaches have on motivating your staff?

Managers in the sales department get a strong sense of awareness and feeling for using individual communication in sales.

Develop sales staff
  • What impact does real motivation have on sales success?
  • How do you work out what really motivates?
  • How does this become part of personal development?
  • How do I conduct personal development talks with my staff?
  • How do I do a ‘needs analysis’ with my staff?

In order to be able to constantly develop staff, it is vital for managers to find out what motivations their staff have in different areas of life.

Manage results
  • How can you give the term ‘manage’ a positive image in sales?
  • What do you need to change in the way you communicate?
  • How can MANAGING help with personal development?
  • How do I run a motivational meeting?
  • How can you coach sales staff?

Sales managers recognise and accept the challenges of talking with staff about their personal development.

Training for Sales Staff

Make appointments
  • Why is this step often such a big hurdle for sales people?
  • What parts of the conversation are most likely to ensure success and at the same time provide a good feeling for achieving this success?
  • How important is it really to send documentation?
  • Which sales phrases are beneficial and which are not?

Making appointments only has one goal: to make an appointment!

First meeting
  • What impact do expectations and body language have on this stage?
  • What is the actual goal of the first meeting?
  • How do potential customers perceive your sales representatives?
  • Which factors indicate problems at this early stage of the sales process?
  • Small talk – yes or no?

The sales representative is able to set a specific goal for the first meeting. They understand the effect of their body language.

Needs analysis
  • What is the best way to structure the conversation in this phase: present or listen?
  • What is the impact of mentioning prices in this early stage on information quality?
  • How much information is needed to prepare a powerful argument?
  • What does a well-structured and high-quality questioning process look like?
  • Why is there a difference between complex and simple sales processes?

The sales representative understands the mechanics of conducting a sales conversation in order to effectively use a needs analysis to put their arguments forward. They know that without the right information from this stage, their position in price negotiations is weakened.

  • How does written communication influence final success?
  • What are the elements of professional written communication?
  • How does this written communication influence the way the sales person conducts price negotiations?
  • How are offers followed up?
  • How do I present an offer to a group or committee?

Writing a professional customised offer increases the strength of your arguments during price negotiations. The sales person understands the key points of writing and negotiating offers.

  • What does the sales person really think of product prices?
  • What parts of a conversation are suitable for confidently mentioning prices?
  • What are the options for countering price attacks?
  • What is an assured strategy for exiting price negotiations?
  • How are discussions over prices conducted?
  • How do I react to buying signals?

The sales person understands the negative effect of not being able to justify the price. They identify 100 percent with the product and its value. They understand how value is created.

Special Sales Topics

Special topics can be integrated into general training or provided as individual building blocks.

Variations of success
  • Do you want your sales success to be achieved in the short term or the long term?
  • How does this affect which sales strategies you use?
  • What are the differences between the strategies for getting new customers?

Your overall sales goals have a significant influence on the successful implementation of your concept. We’ll talk about this in detail before the conceptual phase.

Video analysis and telephone training
  • What parts of your sales conversation have to be improved?
  • How can you effectively change body language and the way you express yourself?
  • Who are the ‘old hands’ in sales who want to fine-tune their sales style?

This form of training in a relaxed conversational style is highly effective put into practice. Improvements are made to subtle non-verbal and verbal behaviours.

Field coaching
  • What are your employees like out in the field?
  • What is their attitude towards selling?
  • How do they organise and prepare themselves?
  • What successful sales techniques are your staff using?
  • Why are they so successful?
  • Why is their sales performance poor?

I recommend the use of coaching in the preparation phase of a training concept. Observing what’s going on provides a real indication of the current sales behaviour as well as the perception of verbal and non-verbal cues.
Coaching in the field allows you to immediately assess sales conversations on-site. You can then provide direct training on how to change behaviour.


Good preparation is the basis for successful sales:

  • What’s the best way to use the Internet to sell?
  • How do you strategically include information in the sales conversation with potential customers?
  • How do you plan appointments?
  • How do you train verbal sales techniques (sound argumentation, reacting to objections)?
  • How does our brain learn?

This workshop makes it clear to participants that sales success begins with good preparation.

Dealing with sales pressure
  • What causes sales pressure?
  • How does sales pressure affect sales activities?
  • How can sales pressure be successfully alleviated?
  • What influence does the brain’s frontal lobe have on our ability to handle stressful situations?
  • What is stress and how do I deal with it?

Sales staff actively confront the issues of stress and pressure. They recognise the causes and use techniques to overcome a crisis situation.

Communication with management
  • What is the quality of the relationship between sales staff and their managers?
  • What tools and techniques can be used to determine the current quality of the relationship?
  • What does a constructive conversation with managers look and sound like?

Good communication with managers on complex issues and goals transfers to the quality of results. In this module, staff learn how to communicate effectively with their manager.

Long-term success with high-quality transfer
  • What’s the best time for your staff to implement the sales techniques they have learned?
  • What does ‘coaching’ actually mean? How does it work?
  • When do checkpoints for development have to be set?
  • How do you conduct a motivational personal development talk?

Your managers learn the basic tools and know-how for successfully developing sales staff after they have had training.


70 % practical

The training focuses on the practical, everyday situations of your employees. These are played out several times, analysed and made better with new insights. The training is straight forward and easy to understand.

Try it out

Your employees take what they have learned and set specific intentions of what they want to do. This is then tried out in their own company with competent assistance. The aim is to have a ‘light bulb’ effect. After every training session, I recommend that participants take 2-3 weeks to try things out.

Presentation of the results

The ‘light bulb’ effects are presented at the start of the next training session. The aim is to see how well the intentions have been implemented.

Group size

Based on studies done by F.Malik and G.Miller, I recommend a group of 7 participants.

Customisation and documentationn

The content of the training sessions is customised to your requirements, based on the preliminary discussion I have with you.
This is documented in writing for you.
Documentation for the participants is done after the training. It contains technical and scientific information, photos of all flip charts and corresponds exactly to the training content. As such, the documentation can be up to 50 pages.

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