Sales Training Programs

Each web-based program is available in two formats:

Independent study: This is the classic online approach, where learners work through the
material on their own. Course work is not graded, nor are minimum quiz scores set.

Application Coaching and Certification: A blended learning format that augments the
online course with minimum quiz scores; three, hour-long webinars; detailed homework
review, feedback, pass/fail grading; and certification for successful completion.

Strategic Account Management Programs: Sales Quotas Program:

Relationship mapping: Key to Closing the Big Deal - This course Set Better Sales Quotas - Ninety percent of sales forces use quotas,
supports the participant’s creation of a relationship map for an important but 80% of them are dissatisfied. First quotas must be aligned with your
account where they are working to close a big deal. After samples and strategies. They must direct sales activities, motivate the behaviors your
best practices are presented, participants begin work on a relationship strategy needs, and penetrate your target market, producing revenues at
map for their chosen account and deal. Optional follow up discussion needed margins. This course is offered in two forms, one for the sales
focuses on uncovering opportunities to win the deal and expand and people who need to have input into quotas and then meet them once
develop the relationship. they are set, and the second for sales executives, HR professionals, and
general managers who need to lead the sales quota setting process.
Quantitative Value Propositions - Learners master the discipline of
creating value word equations to enhance their sales presentations. Set Better Sales Quotas: The Basics - This course provides the basic
Participants can begin immediately to quantify the ways they talk about principles and best practices that sales people need to have input into
their offerings in selling conversations. Optional follow up provides par- and then meet sales quotas. As for all of our courses, this one is offered
ticipants with feedback from expert consultants on their application of the either as in a self-study format or with optional feedback on course as-
principles and best practices of the course. signments by our expert consultant.

Optimizing Investments in Key Accounts - This course includes having Set Better Sales Quotas: For Managers - This course outlines our prov-
participants complete the Relationship Assessment Questionnaire for en five step quota setting process that uses facts and analysis to produce
one of their key accounts and develop sales activities to use to optimize accurate and effective, strategy-driven quotas. It also provides guidance
investment in the account. Optional follow up discussion focuses on on how to communicate with sales people, both to obtain their input and
actions the participant can take to balance investment in the account then explain the strategy-driven quotas that are eventually set. Again, the
with what the account would like as well as with the potential the account course is offered in a self-study format as well as with optional feedback
presents. from our expert consultants.

Building Business with a Relationship Scorecard - One of the main Forecasting Program:
tools in key account management is the relationship scorecard. It tracks Forecasting: Basic & Intermediate - A critical aspect of understanding
progress and promises kept, and lays the groundwork for discussing your company’s relationship with its key accounts is to identify patterns
ways to expand the relationship. Often the scorecard serves as the basis of demand, such as trend and seasonality. This course enables the
for a meeting with the customer in which accomplishments and histor- participant to set expectations for “business as usual” sales performance
ical performance is reviewed and opportunities for new business are and measure the effects of his or her sales activities. Optional follow up
uncovered and planned. This module includes participants planning both discussion provides feedback and guidance on how to improve forecasts
the scorecard and the business development meeting for one of their as well as discussion of their implications and the opportunities they
key accounts. Optional follow up focuses on application exercises that uncover.
are produced during and after completing these courses and their review
by and discussions with client executive management as well as expert
consultants.

See our course at: [Link]

B2B Marketing Curriculum
B2B Marketing has come of Age. For decades B2B Marketing lived in the shadow of Consumer Marketing.
But important changes have elevated B2B to arguably a more important place than its Consumer sibling.
Power is shifting to the buyer: This makes Customer Centricity Marketing’s source of effectiveness and
efficiency. Buyer committees are usurping much of Sales’ role: This makes supporting the sales force with
information and “selling beyond the sales force” crucial. Strategic Account Management is one of today’s
central strategies: This makes Relationship Marketing crucial. The imperative to innovate begins at home:
This makes “Growing the Core Business,” and “Revitalizing Mature Products” of paramount importance.
SLA has created 7 web-based courses to help B2B Marketers address today’s new challenges.

The Sheth Leadership Academy delivers Professor Jag Sheth’s Biography — Dr. Jagdish (Jag) N. Sheth is the
singular business insights through dozens of courses in three formats: Charles H. Kellstadt Professor of Marketing at the
e-learning, on-site training, or video. The online approach features the Goizueta Business School of Emory University.
latest learning technologies, including videos, interactive exercises, He is a leading consultant to global corporations
quizzes, and “back home” application exercises. Our on-site training and national governments, including AT&T, Ford,
features highly accomplished business consultants and educators. GE, Motorola, Square D, Whirlpool and many
Every course can be supplemented with follow-up coaching from an others. Some of his most notable achievements
SLA expert. Our courses drive immediate results by giving your team a include: Author: Over 40 books and 400 research
playbook of proven tools and actionable practices. papers including: The Rule of Three, Clients
for Life, The Self Destructive Habits of Good Companies. Founder:
Center for Relationship Management at Emory University, Center for
Telecommunications Management at University of Southern California,
India, and China & America Institute.

Programs:
Growing the Core Business What Is Customer Centricity?
A web-based workshop led by Dr. Jagdish Sheth Dr. Sheth demon- The course focuses on the concept of customer centric marketing and
strates that “ the core business is always the best business.” He pres- what it means to be a customer centric organization. The reality is most
ents two original analytical models and seven strategies you can apply companies tend to be product centric and to shift the focus on customer
to your business to grow it profitably. The principles and strategies are centricity, topics covered include the evolution of marketing practice, the
illustrated with world-class company examples. Optional feedback definition and strategic advantage of customer centricity, the definition
from our expert consultants focus on the application exercises that are of a customer, and then ten strategies on how to integrate and organize
produced during and after completing these courses. marketing functions around the customer.

How To Revitalize Mature Products How To Implement Customer Centricity?

This course focuses on several fundamental structures of product While most companies know that they need customer centricity, few of
innovation and growth, specifically the product lifecycle, product cash them are able to do it successfully. This course specifically focuses on
flow, and four aspects of how to revitalize mature products. Four growth providing nine strategies on how companies need to implement customer
strategies, to look at a company’s existing and new markets, are then centric culture. It goes on to address in detail the seven key challenges or
discussed in detail. hurdles companies face while implementing it and presents methodolo-
gies to overcome the hurdles effectively.
Seven Keys To Better Business Marketing
The course outlines the importance of business markets in the broader Selling Beyond The Sales Force
economy. It explains the seven strategic keys in detail to better business This course draws a comparison to analog era with customer service and
marketing, including a shift from product-to-customer centric approach, explores alternate methods of customer service and selling, highlighting
a collaboration approach towards customers and partners, automation how much both processes have been automated, but specifically looking
of customer facing functions, redesigning business marketing as supply at the evolution of selling methods. The four forces driving selling beyond
chain management, outsourcing of non-profitable customers, inclusion the sales force and the various factors and frameworks around sales
of a CCO position, and a renewed focus on customer support services. culture, automation, integration, and account management are discussed
Each factor is then discussed in depth. in detail. The complexity and capabilities surrounding key account man-
agement it’s repositioning is discussed in addition to a strategic model
How To Successfully Implement Relationship Marketing presented with seven trends on future of selling.
Rise of Relationship Marketing as a practice and perspective has been
simply spectacular. What can be learnt from past experiences about it?
This course focuses on ten relevant strategies to successfully imple-
ment Relationship Marketing within companies and its true alignment to
a customer, which is a critical strategy however a hard one to success-
fully implement.

See our course at: [Link]

Agile Product Development Program
Agile comprises a flexible, holistic product development strategy where a development
team works as a unit to reach a common goal. Agile challenges the traditional, sequential
approach, and enables teams to self-organize, encouraging co-location or close online
collaboration of all team members, as well as daily face-to-face communication among all
team members and disciplines in the project.

This Series consists of six courses, one on the Agile Process, which covers the Agile
development cycle: Discover, Design, Develop, and Test, and three roles in the Agile
method: the Product Owner, the ScrumMaster, and the team. Subsequent modules teach
how individuals can succeed in each role. The fifth course covers the secret sauce of the
Agile process: User center design and user experience. The sixth course covers the central
process of Agile development: Agile product testing.

The Agile Process

This module describes the Agile Product Development Methodology— The core responsibilities of a Scrum Master include
an iterative and incremental approach to product development. A key (but are not limited to);
principle of Agile is its recognition that during a project the customers
can change their minds about what they want and need (often called • Helping the Product Owner maintain the product backlog in a way
“requirements churn”), and that unpredicted challenges cannot be easily that ensures the project is well defined and the team can continually
addressed in a traditional predictive or planned manner. This module advance forward on the project at any given time
explains Agile’s empirical approach—accepting that the problem cannot • Determine the definition of done for the project with input from the
be fully understood or defined, focusing instead on maximizing the team’s entire Scrum team
ability to deliver quickly and respond to emerging requirements. • Coaching the team within the Agile principles in order to reach the
defined ‘done’
• Promote self-organization within the team
Product Owner • Remove all impediments to the team’s progress, both internal and
In Agile, the Product Owner is the one person responsible for a project’s external to the Scrum team
success. The Product Owner leads the development effort by conveying • Facilitate team meetings to ensure regular progress
his or her vision to the team, outlining work in the Product Backlog, and • Educate others involved with the project on Agile principles
prioritizing it based on business value. Of course, he or she must also
consider the stakeholders and the team. As such, the Product Owner The Scrum Master differs from a project manager in that the latter may
must be available to the team to answer questions and deliver direction. have people management responsibilities unrelated to the role of Scrum
Master. The Scrum Master role excludes any such additional people
This combination of authority and availability to the development team responsibilities. In fact, there is no role of project manager in Agile, and
makes it hard for the Product Owner not to micro-manage. Agile values practicing Scrum with a project manager included may cause difficulties.
self-organization and, as a result, the Product Owner must respect the
team’s ability to create its own plan of action. The role of the team
The Development Team is responsible for delivering the minimum viable
It is the Product Owner’s responsibility to consider which activities will product (MVP) as well and incremental product enhancements at the end
produce the most business value. This means making tough decisions— of each Sprint. A Team is made up of 3–9 individuals with cross-functional
that the team might not appreciate—during sprint planning. However, the skills who do the actual work (analyze, design, develop, test, technical
Product Owner is the one person who must face the music if the project communication, document, etc.). The Development Team in Agile is self-
crashes and burns. Therefore, he or she must aggressively determine organizing, even though there may be some level of interface with other
which features of a product are most important, when they are developed, project management functions.
etc. Just as the development team must produce the negotiated work for
the Product Owner, the Product Owner must deliver the product to the User Center Design and User Experience
customer. The secret sauce of the Agile Process is understanding the user’s world
through User Research, Personas, Information Architecture, Experience
Scrum Master Mapping, Wireframes, User Interface, and Prototyping. These tools will
Agile is facilitated by a Scrum Master, who is accountable for removing help your team critically look at the technology they provide and develop
impediments to the ability of the team to deliver the product goals and user focused experiences that will create long lasting customer loyalty.
deliverables. The Scrum Master is not a traditional team lead or project This course provides principles, best practices, and examples.
manager, but acts as a buffer between the team and any distracting
influences. The Scrum Master ensures that the Scrum process is used The Agile Testing Process
as intended. The Scrum Master is the enforcer of the rules of Scrum, The central process of Agile development is putting a minimal viable
often chairs key meetings, and challenges the team to improve. The product (MVP) in the hands of real users and obtaining their feedback.
role has also been referred to as a servant-leader to reinforce these dual This module provides principles, processes and examples.
perspectives.

See our course at: [Link]

Product Manager’s Playbook Program
This streamlined program provides the heart of our full, workshop-based program at a
fraction of the cost. In-person workshops are replaced by web-based courses, taken
at your manager’s convenience. Twelve, telephone coaching sessions (the same as
the standard program) by an expert Resultrek consultant—focused on individual needs.
Three half-hour read-outs of the manager’s progress on a real, important project to their
immediate supervisor.

Programs:
Overview - We’ve benchmarked how the world’s great marketing compa- Product Economics: Revenue; Cost; Capital - If you are going to be the
nies produce superior results, year after year, and organized their secrets general manager of your product—if you are going to really own it—you
into the 6 activities they all perform and the five documents (in one form must start with an understanding of your product’s economics—how
or another) they use to support the 6 activities. This course will move your your product makes money. This course breaks down abstruse economic
product managers from competency to world-class marketing excellence terms and concepts to accessible, usable illustrations and exercises that
by showing them the Playbook used by the great marketers and giving will give you the understanding you need to manage your product’s P & L.
them the job tools they need to produce significantly better results. Issues, Opportunities and Objectives - World-class product plans are
issue driven. Product managers are such positive people that they often
skip defining problems as issues and jump right to great programs and
Product Lifecycle - The main message of the product lifecycle is change: activities to address the problems. But the short coming of jumping over
The strategies that made you successful last year may actually hasten the issue analysis is that when programs don’t work as they are expected
your downfall this year, if your product is moving to the next phase in it’s to, there is no analytical foundation to parse out whether the shortfall is
lifecycle. Each phase has its characteristic strategic marketing theme: due to misdiagnosis of the issue, choosing the wrong strategy, or poorly
Introduction: Make it Real. Growth: Get your Share. Maturity: Differenti- executing the correct one. The I-O-O analysis is the foundation needed to
ate or Die. Decline: Decide. This course gives you insights to determine set in motion a virtuous cycle of continuous learning.
where your product is in its lifecycle and tools to address the next set of
challenges you’ll need to face. Short Plan - Best practice is to create a short (5 to 7 pages max) plan
that is fact based, issue driven, and financially justified. Long, rambling
Segmentation - Ted Leavitt, the Harvard Business School marketing plans don’t do anyone any good. No one reads them—not even the prod-
guru, said, “If you’re not doing segmentation, you are not doing mar- uct manager. So this course shows how to create a plan in a few pages
keting.” Leavitt was pointing out the crucial role segmentation plays in that wins support and communicates strategy.
using the principles of marketing to differentiate and gain competitive
advantage, to achieve efficiencies of accurate targeting, to focus on the Implementation Plan - Product Managers know that implementation is
real competitors, and to uncover unmet needs. Too often segmentation job 1. This course shares the secrets of successful implementation used
becomes a sterile exercise that product managers delegate to market by the world’s great marketers. The hallmark of world-class product man-
research. This course provides step-by-step processes so product agers is that they “make their strategies happen.” And the key tool for
managers can perform segmentation themselves and achieve strategic accomplishing this is the implementation plan that specifies who will do
advantage. what and when. This course provides guidance for translating strategies
into implementation plans and for having dialogue with the people who
Competitive Analysis - There is so much information available today that will accomplish the needed tasks.
competitive analysis can become an end in itself. This course focuses the
product manager on using competitive analysis to define points-of-differ- Measurement/ Monthly Summary of Business - This course explains
ence that can be exploited for competitive advantage as well as to uncov- the critical need to “measure to learn not to punish.” It shows the ways
er disadvantages to work around or address head on. world class product managers use measurement to learn how to improve
their marketing effectiveness and improve results. It also provides a
Positioning - Great product positioning increases Return on Investment. process and document template for the product manager to use to lead
It’s the essence of strategic marketing. This course covers the 4 elements company thinking about their product through the monthly summary of
of positioning: [Link] market segmentation and target selection and business.
profiling. 2. Competitive analysis and defining your unique point of dif-
ference (POD). 3. Making your POD credible with supporting evidence— Dialogue - The purpose of any planning system is to facilitate dialogue
unique product features. 4. The name of your product. The course also up and down the chain of command and across the functions. The
illustrates the difference between mechanically going through the motions Resultrek Product Manager’s Playbook features dialogue sessions on the
for each step and taking a fresh, creative look that gives your position the factbase and issue definition, on the product plan, on the implementation
“plot twist” it needs to create competitive advantage. plan, and on the status of implementation.

See our course at: [Link]