Mr. Patrick Ng is a highly acclaimed international Sales and Marketing trainer and consultant. An exceptionally gifted thinker and speaker, Patrick has an unrivalled reputation for his ability to make the learning easier through the use of story-telling of real-life situations that he has experienced. Participants ranging from CEO’s, Managing Directors, Directors, Managers and Executives have consistently mentioned that the greatest value they obtain is that many of the competencies can be applied to good effect in the market place.

Mr. Patrick Ng ventured into training and consulting in 2002 after twenty-two successful years in General Management, Sales and Marketing, and Human Resource Management in two American multinationals and a European multinational. His last position was as the Country CEO of the European multinational which is a market leader in 120 countries globally. The rich exposure garnered within the corporate environment enables him to understand his participants’ perspectives and provide the appropriate interventions to mitigate the challenges.

His corporate experience has exposed him to a diverse range of industries ranging from construction, chemicals, manufacturing, transportation, public utilities, agriculture, hotel, finance, marine and biotechnology. He was the change leader responsible for the cultural integration of three American multinationals for the Africa, Middle East and Asia Region [AMEA] during the latter’s merger. This experience provided him much depth and knowledge in dealing with cultural diversity which is so crucial in today’s global arena. This is also advantageous when he travels to different countries in Europe and Asia to conduct training.

Mr. Ng possesses an Executive Masters in Business Administration from the University of Bath (U.K). His first degree was a Bachelor of Science (Hons.) majoring in Chemistry. In addition, he has a Diploma in Marketing from the Chartered Institute of Marketing, U.K. He was one of the first few to obtain Chartered Marketer status, an acknowledgement of professional marketing skills.

Patrick is also the external Sales and Marketing trainer for a leading US medical device multinational with annual turnover of US$9 billion for the Europe, Middle East and Asia Region. This allows him to bring global best practices to his clients.

Mr. Ng is a Member of the American Association for Training and Development. He is also an Associate of the Harvard Business School Alumni Club which allows him to keep abreast with the latest developments from the Harvard Business School. He will challenge and change your perspectives, delight and entertain you and impart essential competencies and the appropriate mind-set to enhance your effectiveness.

He has trained many professionals in Europe and Asia in the aspects of Sales and Marketing since venturing into the learning and development industry. While he has helped Sales and Marketing professionals to improve sales revenues and profits, he has added value to HR professionals by helping them to uplift the image of HR within their own organizations by marketing the HR function internally. In addition, he has consulted and is consulting public listed companies and multinationals. His greatest satisfaction are seeing his participants become more productive and enjoy what they are doing and coaching his two children to graduate as medical doctors from the University of Cambridge.

Who Should Attend

PAtrick NgMBA (Bath), MMIM, MCIM, Associate of Harvard Business School,

HRDF Registered Trainer (TTT/0263)

About the course Director:

2

1. Managing Directors/cEO’s/general Managers country Managers

2. Sales & Marketing Vice-Presidents/Directors 3. National/regional Sales & Marketing Managers 4. Business Development Managers and Executives 5. Sales & Marketing Executives6. Entrepreneurs team Attendance is Highly recommended. Our experience shows that participants tend to implement the new competencies when there are at least three to four team members who have attended the same training program. The rationale is that there are others who speak the same language and thus garner support from to implement the competencies.

Some of our recent groups

Nuplex Resins China

Behn Meyer Chemicals (M) Sdn. Bhd.

Public Program Group

Hume Concrete Sdn. Bhd.

Fuji Xerox Asia Pacific Pte Ltd.

Hume Cement Sdn. Bhd.

Sunway Group

Robert Bosch Sdn. Bhd.

3

LEADiNg tHE SALES tEAM iN A cHALLENgiNg

MArkEt

Appreciate that the current market environment requires sales managers to “move out of their comfort zone and be willing to try new approaches” to achieve their KPIs

Recognize how the current market changes affect their own behaviors and that of their sales team members

Align their own behaviors to influence the sales team members’ behaviors in an effective manner

Jointly develop sales strategies for their sales teams to overcome the current challenges

Translate the sales strategies into actual action plans and get the buy-in from their sales team members to execute them

Align sales strategies to marketing strategies

Recognize that sales management is not just about managing results, it is about influencing behaviors

Understand their own preferred sales leadership style and be aware of their strengths and weaknesses

Adapt their leadership style to lead and maintain the motivation and morale of sales team members

Appreciate that more regular joint sales visits are necessary and know what to do and not to do during joint visits

Develop and coach sales team members

Manage and rectify poor performance

Build a thinking and winning culture in the sales team

The ultimate outcome is that the sales managers will be able to adapt themselves to lead, motivate and coach their sales team members to overcome the current challenges that they face in the market place to achieve their KPIs.

the reality

• SalesmanagersplayacrucialroleinleadingtheirteamstoachievetheirKPIs

• Thechallengingmarketisputtingintensepressureonsalesmanagersandtheirteams

• ManysalesteamsareplacingsignificanteffortswithoutgettingtheROIresultinginlossofmorale

• Tellingteammembersto“goouttothemarketandgetthebusiness”isnotworking

• SalesmanagersmustbeabletomanageBOTHthemarketchangesandchangesinteammembers’ behaviors during these times

• Theabilitytolead,motivateandcoachisofparamountimportance

• Now,morethanever,salesmanagersneedtoalignandleadtheirteamstohaveathinkingandwinningculture

Value to Participants:

4

LEADiNg tHE SALES tEAM iN A cHALLENgiNg MArkEt PROGRAM CONTENTS/SCHEDULE

AUGUST15,20170900 ReviewofDayOne Key learning points and how they will be applied in the market place

0920 getting the Most out of the Sales team in a challenging Market……..Adapting our Sales Leadership Styles: Knowing own preferred sales leadership style—is this style working

under the current market conditions? How do I know if my preferred leadership style is working? The inherent strengths and weaknesses of my preferred sales

leadership style What are the different sales leadership styles available to

complement my preferred style? Is there an appropriate sales leadership style to use under the

current market conditions? If so, what is it?Activity: Determining own preferred sales leadership style andevaluating its effectiveness under the current market environment

1030 COFFEEBREAK

1045 getting the Most out of the Sales team in a challenging Market ……..Adapting our Sales Leadership Styles……. continued: Sales people are a special breed and hence need to be led and

managed differently Managing sales people can be challenging and rewarding—the

challenge is compounded in tough market conditions Understanding own and other sales team members’ personalities,

and using this knowledge to lead and motivate them Different sales people are motivated differently—how to apply

different strokes for different folks Adapting our sales leadership style to achieve the objectives Managing sales people with varying levels of experience Knowing when to PUSH and when to HOLD BACK Synergizing the different personalities Building a thinking and winning culture in the team—the worst thing

to have is a team that has lost self-belief and confidenceExercise:Developingactionstoadaptownsalesleadershipstyleinthe current market role play: Practicing the different sales leadership styles

1300 LUNCH

1400 Peak Performance Sales coaching: Why is coaching necessary and powerful under the current market

conditions? Do we coach only the non-performers or the top performers and

why? The difference between coaching, mentoring and counseling and

when to use which Relevance of NORMS Applying the five-step SOCAR coaching process to guide the

coaching conversation Things to do and to avoid when conducting coachingRolePlay:Coachingusingownreal-lifesituationsSharing of experiences by participants

1530 COFFEEBREAK

1545 Making Joint Sales Visits and curb Site coaching: The importance of joint sales visits in the current market environment Enhancing the effectiveness of joint sales visits List of things to do and to avoid Curb-site coaching and how it is done The importance of non-sales staff in providing the promised service

levels Getting the non-sales staff engaged

role Play: conducting curb-site coaching

1700 Making it Happen in the Work Place: Recommended action plan to implement the competencies learnt Avoiding the tendency to do things the “way we have always done so” Tracking our own success and development

1730 ENDOFDAYTWO

AUGUST14,20170900 introduction and Setting Objectives: Welcome and introduction of program Setting learning outcomes and expectations

0920 the Business case for Leading the Sales team in a challenging Market: What is happening in the market right now and its impact on sales

managers and their teams? How are sales managers and their teams coping with the current

situation? How are the sales managers and their sales team members feeling?

What is their motivation level like? Why sales managers need to manage both the changes and

transition that the market bring? Focusing on the AREAS OF CONTROL—what can sales managers

change to improve the situation?Activity: What can sales managers change to respond to the current market environment?Debriefingofactivity

1030 COFFEEBREAK

1045 Setting,LeadingandManagingChange: Sales Management is about influencing behaviors first and then

managing results (wrong behaviors bring wrong results) Knowing what behaviors [and attitudes] we need to influence and

inculcate in the current market The sales management process and what is involved in the different

phases The first step—Setting clear expectations Recognizing that expectations work both ways Linking on the expectations to performance measures and standards Aligning these to the appropriate behaviors The seven principles to manage change and transition effectively

Experiential exercise: the card decking exerciseDebriefingofexerciseActivity: Where are the sales team members on the transition journey?

1215 What Effective Sales Managers do consistently in BOtH good and tough Market Situations? What actions differentiate effective sales managers from the average

ones? The top FIVE sales leadership competencies required in the current

challenging market Putting the competencies to work The need to have market intelligence through proper analysis The 20/80/40 Rule and its implications Improving the quality of decisions by making them based on facts

rather than just gut-feelingsExercise: What are the competencies that sales managers must possess?

1300 LUNCH

1400 re-visiting the Market and Developing Winning Sales Strategies: Seeing the market with a “new pair of eyes”—what has really

changed in the market place? Where are the market opportunities and what can we do to tap the

potential? Segmentation, targeting and positioning Jointly developing winning sales strategies to capture the

opportunities that different market segments provide Aligning winning sales strategies to marketing strategies Template to ensure that sales strategies will be implemented CaseStudy:Participantswilldevelopthewinningsalesstrategiestoimprovesalesintheirownsalesterritories.

1530 COFFEEBREAK

1545 translating Sales/Marketing Strategies into Sales People Actions: Cascading and communicating the sales strategies Translating the sales strategies into sales people’s actions Getting the buy-in of the sales team members to execute the

strategies and action plans Sales managers’ roles in ensuring the plans are executed Developing a detailed action plan that aligns to the overall sales

strategies Keeping the motivation and energy levels high CaseStudy:Participantswillworkontheirownreallifesituation.

1730 ENDOFDAYONE

5

AcHiEViNg SALES kPis iN A tOUgH MArkEt

the reality

Challenge their own paradigm—is the market really tough or is it all in my mind?

Use their sales KPIs as the driver of the strategies and action plans to overcome the challenges in the market

Apply a structured methodology that takes into consideration the company, the market landscape, competitor intelligence, and customer buying behavior to develop and implement the right strategies

Use relevant tools to conduct a situational analysis so as to improve the quality of decision making

Make decisions based on a good fact base rather than gut-feelings

Segment, target and position appropriately to the right market segments

Develop a list of prospects to work on in the targeted market segments

Use the strategic square to understand the appropriate strategies for the targeted market segments

Implement practical winning sales and marketing strategies that have proven to work in a tough market

Be able to translate the strategies into implementable action plans with clear timelines

Have the element of surprise in the strategies

Develop contingent short term tactics that are aligned with the short and long term strategies for the current tough market environment

Ensure that the strategies will be executed with discipline

Participants will use a customized template that requires them to develop strategies and action plans to achieve their OWN Sales KPIs and beyond DURING THE TRAINING.

To optimize the training effectiveness, every participant will complete a few templates that require them to secure the following information for their own market or sales territory BEFORE THE TRAINING:

1. Estimated market size 2. Brief summary of the strategies employed by their

key competitors3. Top ten customers of every competitor with

estimated volume and selling price4. Top ten of their own customers with estimated

volume and selling price5. Ten customers they are currently prospecting for

to get additional or new business with estimated volume and selling price

• Themarkethasbeentoughformanymonthsnow

• SeniormanagementwantsanswersastohowtoachievethesalesKPIsandtheydonotwantto hear the excuse that the market is tough

• SalesprofessionalsareinundatedwithactivitiestoachievetheirKPIs

• Manyareexperiencingburn-outorarecompletelyexhausted

• Yet,theyfailtoachievewhatismostimportantforthem—theirKPIs

• Existingcustomersarenotprovidingenoughbusinessrevenueandtherearefewprospectsin the market

• SALESPROFESSIONALSNEEDHELPTOACHIEVETHEIRKPIs

Value to Participants:

6

AUGUST17,20170900 ReviewofDayOne Key learning points and how they will be applied in the market place

0920 What is Our current Status? Where are we now in terms of market position and market share in

our targeted market segments? Where do we want to be? What are we willing to give up to be where we want to be?Activity:Participantswillanswertheabovequestionsbasedontheirownsalesterritories.

0945 conducting the SWOt Analysis: Common mistakes made when conducting the SWOT analysis Uses and abuses of SWOT The proper way to conduct SWOT We are only as good as our assumptionsActivity: Participants will work in groups to conduct the SWOTanalysisonthechosenmarketsegmentsintheirownsalesterritories.

1030 COFFEEBREAK

1045 Organization’sBroadStrategiestoAchieve2017/8SalesKPIs [or Business Plan targets]: Determining the overall broad strategies Strategy and execution must be seen as one and not separate

matters Which of these strategies impinge on Sales and Marketing? What do the strategies mean to me as an individual? Which other parties are involved in developing and implementing

the strategies?Activity:Participantswilldeveloptheirorganization’soverallbroadstrategiesandarticulateastowhatitmeanstothem.

1130 DevelopingStrategiesforOwnSalesTerritory: What are the common strategies that sales professionals can apply? What are the pricing strategies appropriate for today’s market? What do we need to have to implement the strategies? The need to develop a few strategies and executing them with

discipline Ensuring own strategies are aligned to departmental and

organizational strategies Whose help do I need to implement these strategies?IndividualActivity:Participantswilldeveloptheirstrategiesfortheirownmarketorsalesterritory.

1300 LUNCH

1400 TranslatingtheStrategiesintoSpecificActionPlans: Determining the specific action plans required to implement the

strategies Setting clear timelines for the action plans Ensuring the actions are coherent and aligned to the overall

organizational and departmental strategies Ensuring the execution of the action plansActivity: Participants will work out the action plans required toimplement the strategies.

1445 IntroducingtheStrategicSquare: The strategic square and its relevance to strategy Understanding what strategy is and what it is not Identifying our position in the respective targeted market segments Understanding our objectives for each of the targeted market

segments Knowing which strategy is the appropriate one for the targeted

market segment Applying the strategic square to determine the strategies for the

respective targeted market segmentsActivity:Participantswillapplythestrategicsquareontheirownreal-life situations.

1530 COFFEEBREAK

1545 Shorter term tactics: Introduction to shorter term tactics Link between shorter term tactics and strategies STOP, START SQUAT tactics—what they are and when to use them When and how to apply the shorter term tactics in own real-life

situations?CaseStudies:Participantswillapplytheprinciplesontheirownreal-life situation.

1700 Making it Happen in the Market Place:Activity:Participantswillfinalizetheirstrategiesandactionplanstoachievetheir2017/8SalesKPIs[orBusinessPlantargets].Thetrainer/consultantwillchallengetheirinputstohelp“raisethebar”.

1800 ENDOFDAYTWO

AUGUST16,20170900 introduction and Setting Objectives: Welcome and introduction of program Setting learning outcomes and expectations

0920 Our2017/8SalesKPIs[orBusinessPlanTargets]: What are our 2017/8 Sales KPIs? What do they mean to us? What are the organization’s overall strategies and action plans to achieve

the targets?Individualactivity:Determiningown2017/8SalesKPIs[orBusinessPlantargets].

0945 Evaluating our current Approach to Developing Strategies and Action Plans: Reviewing our current approach to develop the strategies and action

plans How the current market is forcing us to change the way we do things? What has really changed in the market? The business case for a structured approach

group Discussion: Evaluating our current approach to develop strategies and action plans.Experiential Activity: A Structured methodology

1030 COFFEEBREAK

1045 TakingaStructuredApproach—TheTenStepMethodology: What is involved in the ten step methodology? How the methodology can help us to achieve our sales KPIs? A quick glance at all the tools and objectives of using them Where are the areas we need to focus on for our own sales territory? Using Pareto’s law within the context of this methodology

1130 the 4 c’s Audit and What it Entails: company • Howcanweleverageourstrengthsmosteffectively? • Howcanwemaintainarobustportfolioofproductsandcustomers? • Whatisreallyourcorecompetence? • EnsuringclaritybetweenoverallstrategyandproductoffersandrangeActivity:Theparticipantswillconducttheauditontheirownorganization.

1215 the 4 c’s Audit and What it Entails…continued: customers • WhoareourREALcustomers? • Whataretheyreallyinterestedin? • Howaretheirneedschanging? • Whattrendsareemergingduringthecurrentmarketenvironment? • Whatcanwedotoaddvaluetothem?Activity:Theparticipantswillworkonthecustomersintheirownmarketorsalesterritoryusingthepre-workthathasbeencompleted.

1300 LUNCH

1400 the 4 c’s Audit and What it Entails……..continued: competitors • WhoareourREALcompetitors? • How do they compete in the market generally and against our

organization? • Whataretheydoingrightnow? • Whataretheygoodandbadatdoing? • Wherearetheopportunitiesforus?Activity:Theparticipantswillworkonthecompetitorsintheirownmarketorsalesterritoryusingthepre-workthathasbeencompleted.

1445 the 4 c’s Audit and What it Entails……..continued: channels • Where/Howdowesellourproductscurrently? • Howeffectiveisitcurrently? • Whatotherchannelscouldwepossiblyuse? • Whatarethebestoptions?Activity:Theparticipantswillworkonthechannelsintheirownmarketorsalesterritoryusingthepre-workthathasbeencompleted.

1530 COFFEEBREAK

1545 Where are the Opportunities in the Market Understanding the total market size and its components Determining all the market segments that exist Avoiding the common mistakes when segmenting Using the appropriate criteria to segment the market The hierarchical approach to market segmentation Selecting and targeting at the market segments that are attractive and

where our probability of success is high Positioning to the targeted market segmentsActivity:Participantswillsegmenttheirownmarkets

1700 WhereMightWeGointheFuture? Analyzing the Macro Environment: Trends and assumptions analysis using the SKEPTIC model Understanding whether it is a trend or an assumption Making sense of the resultsActivity:Participantswillanalyzethemacroenvironmentfortheirownreal-life situation.

1800 ENDOFDAYONE

AcHiEViNg SALES kPis iN A tOUgH MArkEt PROGRAM CONTENTS/SCHEDULE

7

testimonials from Previous Participants

“Patrick has effectively summarized and communicated the core values of being an effective sales manager.”

Kim Kek Seong—Sales Manager, AM Sales and Marketing Sdn. Bhd

“The course gives us the opportunity to know how to guide the sales team and enhance the sales.”

Mohd Fadzil bin Hamzah—Sales Manager, Multi Discovery Sdn. Bhd.

“This program has motivated me and given me the confidence to become a better worker for the company in following through things consistently.”Mohd Asyraff bin Husin—Technical Executive, Hume Concrete Sdn. Bhd.

“Interesting training and trainer due to Patrick’s past experience. Love it because it is always good to learn from real life experiences.”

Sheryl Lim—Sales Manager, Hume Cement Sdn. Bhd.

“Second time participating in Patrick’s workshop and it has been a refreshing experience.”

Cynthia Tan Sze Hwee—Sales Manager, KJM Aluminium Can Sdn. Bhd.

“The course makes me more motivated and provides me with the skills to become more effective in my sales career.”

Natasha Bok—Sales Executive, Hume Cement Sdn. Bhd.

“This was a great 3 days’ learning experience with practical background.”Oliver Meyer—Director, Behn Meyer Chemicals (M) Sdn. Bhd.

“Mr. Patrick Ng is a knowledgeable and experienced trainer who shares his real-life situations as a sales person.”

William Tan—Marketing Manager, Hume Cement Sdn. Bhd.

8

testimonials from Previous Participants

“Interesting!! It is like experiencing the mistakes that other people make over the years so that we can avoid making them in future.”

Cannel Choo—Sales Executive, Hume Cement Sdn. Bhd.

“Mr. Patrick Ng is really different from other trainers. He has the overall EQ profile that inspires everyone to achieve their pinnacle.”

Chris Chan Kar Keat—Sales Manager, Woodprofile Sdn. Bhd.

“Trainer has good experience in real-life situations”.Jacky Lim—Executive—Sales and Marketing,

GS Paper & Packaging Sdn. Bhd.

“Very useful information and learning for me in my career.”Phyllis Teh—Marketing Executive, Koike (M) Sdn. Bhd.

“Most entertaining training and full of knowledge and information. I really loved and learnt from the real-plays. It is ALIVE!”

Maleq Zamil bin Mohd Muzzamil—Account Relationship Manager, RHB Islamic Bank Berhad

“Loved the experience! Learned a ton and will be putting my new skills to good use immediately.”

Hanna Chuo—Customer Care Consultant, CSC World Malaysia

“Patrick Ng has really opened up my thinking. Now, I have the motivation, capability and time to achieve the results through what I have learnt from

the training.”Andy Ngew—Sales Executive, TCG Rengo Subang (M) Sdn. Bhd.

“This course is very relevant to me in handling my daily sales work and the trainer is able to provide a lot of real-life examples that are useful to me”.

Amy Foong—Business Development Executive, Neville-Clark (M) Sdn. Bhd.

9

MANAgiNg AND rEtAiNiNg KEYCUSTOMERSPROFITABLYthe reality

What happens to the behaviors of key customers in a soft market and how are their suppliers impacted?

The options suppliers have to manage and retain key customers profitably in a soft market

Be clear of who a key customer is and who is not

Decide on the criteria on existing and potential accounts that fall into the category of key customers

Know when it is a DEAL and when it is a RELATIONSHIP

Be able to identify and classify key customers for their own business, and determine if the current key customers are genuine

Know and manage the behaviors of key customers in a soft market

Use a template to ascertain if your organization still remains as a key supplier during these times and whether the customer is one who still qualifies to be a key customer

Learn and implement a structured process to manage and retain key customers profitably in a soft market

Acquire a powerful technique to ask impactful questions to determine if the customer could be a potential key customer or a normal customer at all

Apply the Levitt Construct to assess how we can differentiate ourselves and leverage on this difference to manage and retain key customers profitably

Apply value added strategies to take the focus away from price alone

Make informed decisions as to the key customers to develop, hold, harvest or drop

Appreciate the formal and informal organizational structure and the politics of key customers and use this knowledge to build relationships with the right people

Recognize the four compelling reasons why key customers will not want to switch and leverage on this knowledge

Acquire the proper skills to penetrate competitors’ key customers profitably—know when and how to apply the “partner” or “convert” strategies

• Keycustomerscontributeamajorportionofthesalesvolume,revenueandprofitability—theyaretheonesthatsuppliersmustretainbeforetryingtogrowtheirbusiness

• ThepainoflosingkeycustomersissignificantandwemustmanageandretainthemprofitablyingOOD and tOUgH tiMES

• SomekeycustomersareNOTREALLYkeycustomersastheydestroyvalue,butyetthesupplierswilldo anything just to retain them!!

• Priceisamajorcomponentthatkeycustomersexpecttheirkeysupplierstoreduceduringthesetimes

• Extrademandsfromkeycustomersincludevalueaddedandaddedvalueservices

• Competitorsmayprovideveryspecialofferstokeycustomerstosecurethem

• The competencies required to manage and retain key customers profitably are very differentcomparedto“normal”customers

Thistwo-dayintensivesessionwillimparttheessentialprocessandcompetenciesnecessarytomanageandretainkeycustomersprofitablyinasoftmarket.It is based on the trainer’s real-life experience in managing and retaining key customers that range from global, regional and local customers in BOTH good and tough times. Participants can expect to gain major insights into what works and what pitfalls to avoid.

Value to Participants:

10

AUGUST22,20170900ReviewofDayOne Key learning points and how they will be applied in the market place

0920 kcM Phase 3: Making the Move……..Asking the impactful Questions: Effective sales professionals can clearly qualify or disqualify a

key customer It is all in the questions that sales professionals ask The challenge is to ask the difficult or dumb questions to flush

out the lies Ineffective sales professionals are TRAINED to ask the NICE

questions—we have a choice to continue to ask nice questions and waste our time or improve our ROI

RolePlay:Participantswillasktheimpactfulquestionsbasedonthe selected key customer.

1030 COFFEEBREAK

1045 kcM Stage 3: Making the Move……..Asking the impactful Questions….continued: What threats are our competitors posing too this key customer? Where are the key areas of differentiation Determining our competitive position in this key customer—

where do we really stand?Exercise: Differentiating ourselves using the Levitt constructExercise: Determining our competitive position using the spidergram

1200 kcM Phase 4: Building the rapport: The 6 steps process and the 4 No’s Relating: Overcoming “No trust” using the time tension and

credibility model Deciding whether to “partner” or to “convert” Value added strategies—what they are and how do we apply

them to our key customers The Bicycle model for making key customer management work The Ben Duffy technique—seeing and thinking like the key

customer Handling objections using APACP Exercise: Applying the principles on participants’ own keycustomers

1300 LUNCH

1400 kcM Phase 5: Nurturing the relationship: How much does the relationship matter nowadays? Strategies to nurture the relationship Using the Service Level Agreement (SLA) Gaining access to senior management of key customerExercise: Applying the principles on participants’ own keycustomers

1530 COFFEEBREAK

1545 Practice Session:ParticipantswillapplyallthefivephasesoftheKCMprocessononeoftheirownexistingorpotentialkeycustomer.

1700 What they do Not teach you in Business Schools About kcM:• Whyrelationshipisgettinglessimportantandwhattodoabout

it?• Knowingwhenitistimetomoveawayfromakeycustomer—

the clear signals• Penetrating competitors’ key customers—the do’s and the

don’ts• Actions we must take when competitors take away our key

customersDeveloping an Action Plan:Participantswillnotedownthespecificactionsthey intendtotakewithinthenexttwoweeks.

1745 ENDOFDAYTWO

AUGUST21,20170900 introduction and Setting Objectives: Welcome and introduction of program Setting learning outcomes and expectations

0920 What Happens to the Behaviors of key customers in a Soft Market? Where are the key areas that key customers’ behaviors change in a

soft market? What motivates them to change their behaviors? The impact of these behavioral changes on the suppliers The different options suppliers have to manage these behavioral

changes in a soft market? Sharing of real life examples

1030 COFFEEBREAK

1045 re-visiting the key customer Management [kcM] Process: The importance of having the appropriate KCM process and

consequences of not following to the process The phases in the KCM process What is involved in each stage of the process? Which phase do we need to focus on in managing and retaining key

customers profitably in a soft market?Experiential activity: the kcM process

1200 kcM Phase 1: Qualifying the key customer: Criteria to use to qualify the key customers and the importance to

focus and prioritize What criteria must the existing and potential key customers fulfill? What criteria must we as the key supplier fulfill and do we really

stand a chance to be a key supplier? How can we differentiate ourselves against our competitors in the

key customer? What competencies do we have that our competitors do not have?

1300 LUNCH

1400 kcM Phase 1: Qualifying the key customer……continued: Basis the criteria, who are our REAL EXISTING and POTENTIAL key

customers in the current soft market? Avoiding the common mistakes made when determining key

customers in a soft market Who are our competitors’ key customers?Individual Activity: Participants will go through their own list ofkeycustomersandidentifywhoaretheirexistingandpotentialkeycustomers.

1445 KCMPhase2:OrganizationalStructureAnalysis—Recognizing Formal/InformalPower: Knowing the key customer’s formal organizational structure Why is there the need to know both the formal and non-formal

sources of power? Use of the “sociogram” to determine who we should be interacting

with The decision making process and unit and the dominant coalition in

the key customer’s organizationExercise:Applythe“sociogram”onparticipants’ownkeycustomers

1530 COFFEEBREAK

1545 kcM Phase 3: Making the Move: Who are the key personnel whom we have been dealing with? What sort of legitimate power do they still possess in a soft market? What personnel changes have taken place that require us to interact

with new people? What are their KPIs that will drive their behaviors during this period? Introduction to behavioral analysis and how it impacts the manner

we manage the key personnel in the key customer Knowing our own preferred style of interacting with customers—

leveraging on strengths and mitigating the areas for improvement Deciding who to meet up with and justifications for doing so Planning the strategy Sharing of real-life situationsRole play: Select the first two people from participants’ own keycustomertomeetupwith.Provide justificationsformeetingthemfirstandwhattoexpecttogetoutfromthemeetings.Then,meetthefirsttwopeopleselectedinthekeycustomer.Identifythe behavioral changes and determine strategies to manage them

1745 ENDOFDAYONE

MANAGINGANDRETAININGKEYCUSTOMERSPROFITABLY PROGRAM CONTENTS/SCHEDULE

11

PricE NEgOtiAtiON iN tOUgH tiMES

the reality

Know what happens to pricing in tough times and what they will need to do to confront and overcome the challenges

Appreciate the significant impact of price revisions on revenue and margins, and take the necessary actions to manage customers’ incessant pressure to reduce prices

Recognize the myths about pricing in tough times and enable participants to change their perceptions about pricing

Acquire a culture of getting something back from the customer when forced to reduce price

Apply proven ways to increase price, without affecting profitable business

Apply practical pricing strategies and tactics with customers

Have a structured approach to avoid price wars and win them in the event that a price war is inevitable

Recognize that different customers bring different value and avoid treating our worst customers the best

Know how to create PAIN to competitors who “steal” your business by undercutting price

Play the power game of negotiation and apply the right process to negotiate effectively

Understand your own preferred negotiation style and the inherent strengths and areas for improvement

Apply the Negotiation Surplus Concept, Purple Exchange Principle and BATNA in everyday negotiations

Ask the impactful questions to flush out the lies that customers tell

Learn different negotiation strategies appropriate for different customers and situations

Know how to stay emotionally detached and to trade concessions creatively

Leverage on the relationship during negotiation

Know how to negotiate with customers who are much more powerful than us

Deal effectively with the common tricks that customers normally play on us

• Customersareputtingincessantpressureontheirsupplierstoreducetheirsellingprices;andaregettingthemwhethertheydeserveitornot!!

• Mostsalesprofessionalsarebargaining[discussingonlyonPRICE]andloseoutforfearoflosingthebusiness

• THECUSTOMERISTHEONEWHOWILLTENDTOWINAPRICEDISCUSSION[thecustomerkeepsonsayingitisexpensivewhilethesuppliersaysheisofferingthemostcompetitiveprice,andthencustomerthreatenstoswitch]

• Customers have managed to influence suppliers to believe that what they are supplying areCOMMODITIESandallothercompetitorsareabletodosobutatalowerprice

• Askasalesprofessionalwhyheisnotabletoachievehis/herKPIsandtheansweristhepriceistoohigh

• Pricewillalwaysbea factor, sometimesamajor factor inbuyingdecisionsbutnever theONLYFACTOR

• Salesprofessionalsmustpossessthe essential competencies on the pricing strategies and tactics that work and the negotiation competencies to be able to secure business on favorable terms and conditions

Value to Participants:

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AUGUST24,20170900 ReviewofDayOne Key learning points and how they will be applied in the market place

0920 ThePowerGameofNegotiation: The business case for negotiation Common pitfalls that sales professionals fall into and how to avoid them Recognizing when you are in a negotiation situation The use of power in negotiation Negotiation surplus concept Purple exchange principle BATNARole-play: Participants will role-play a real-life scenario that requiresthem to use their negotiation skills

1030 COFFEEBREAK

1045 the Negotiation Process: What you must know before you start The five phases--Preparation. Discussion, Proposal, Bargaining and

Agreeing/Disagreeing Knowing what is involved at each phase Exploring the other side Preparing the ground for next time

1145 the Preparation Phase: Knowing where your products/services stand in the customers’ eyes and

its implications on our negotiation strategies Understanding customers’ motivation and constraints Defining your and the customers’ objectives Deciding on the negotiation agenda and strategy Developing the appropriate impactful questions Strategies to stay emotionally detachedActivity:Participantswillcompletethepreparationphaseusingachecklistbased on their chosen real-life situation.

1215 the Discussion Phase: The importance of having a strong opening Keeping to the negotiation agenda Signaling and the role of non-verbal communication Negotiating in teams—when and how to do it Recognizing the signs and signals without the other side realizing it Seeing the big picture Putting items on to a parking lot to prevent from getting into a deadlock Keeping to the protocol where necessary

role-play: Participants start the negotiation based on their chosen real-lifesituation(withvideorecordingandfeedback)

1300 LUNCH

1400 the Proposal Phase: When is it time to propose? What are the dos and don’ts of proposing? The importance of not proposing when we have not got the full pictureActivity: Participants will provide a framework proposal basis thediscussion they had on the real-life situation

1445 the Bargaining Phase: The bargaining process and the dos and don’ts Bunching versus breaking—taking the focus off price Signaling where a trade could be made Offering and accepting a concession Dealing with threats and the different negotiation styles

role-play: Participants move into the bargaining phase of their chosen real-lifesituation(videorecordingandfeedbackwillbegiven)Debriefing:Keylearningpointsinthisveryimportantphase

1530 COFFEEBREAK

1545 the Agreeing/Disagreeing Phase: The need to agree what has been agreed The top five tricks that customers use How to manage the top five tricks customers use in tough times Seeing the deal as a package

role-Play: Participants move into the agreeing/disagreeing phase of their chosen real-life situation

1645 TheFullNegotiation: Manipulation—how to spot and deal with it Using manipulation ourselves Dealing with the good-bad guy situation Dealing with the bogey techniqueRole-Play:ParticipantswillapplythefullnegotiationprocessonanNEWreal-lifesituation(videorecordingandfeedbackwillbeprovided)

1730 What they do not teach you in Business School about Negotiation: Why do we still lose a deal when everything had been done right (and

what should we do in the future)? The politics in negotiation Dealing with the common difficult situations Knowing when to escalate to a higher level How to deal with customers who are much more powerful than we are

(we need them more than they need us)

1745 ENDOFDAYTWO

AUGUST23,20170900 introduction and Setting Objectives: Welcome and introduction of program Setting learning outcomes and expectations

0920 What typically Happens to Pricing in tough times?RolePlay:Participantswillbegivenareal-lifesituationwherebytheywillneedtodiscussonpricebeforesecuringthedeal.Thetrainerwillthentabulatethedifferentpricesthatwerefinallyagreeduponandthemosteffectiveprofessionalwillbeselectedbythetrainer/customers/observers.Debriefingofroleplay

1030 COFFEEBREAK

1045 Most common Errors committed When Pricing to customers in tough times: Most common mistakes and the causes of these mistakes How to overcome these mistakes? How effective sales professionals manage pricing to their customers

in tough times? Knowing when and how much to adjust and getting something back

in return Sharing of real-life examples

1145 going Back to Basics: Sales professionals’ roles in pricing and profitability Understanding fundamental financial internals Why effectiveness will always win over efficiency in both GOOD and

TOUGH times? Who should be the decider on price? The need to get disciplined on pricing How supply and demand impact pricingGroupdiscussion:Howispricingdoneintheorganizationcurrently?ThestrengthsandtheweaknessesofthecurrentpricingmethodExercise: The ways to improve financial performance and whyeffectiveness is so important.

1300 LUNCH

1400 TheImportanceofMarketKnowledgeinToughTimes: Market intelligence is of paramount importance in tough times How customers spread rumours to bring down the price [and how

sales professionals get conned by them]? If you do not know the market, you will not get the business or get

“screwed” if you do The importance and know-how of verifying what customers tell us How successful companies deal with market pressures to reduce

price?CaseStudyandRolePlay:Participantswillroleplayareal-lifecasestudy that illustrates the key points on the importance of market knowledge

1445 Essentials of Pricing Strategies: The foundations of strategy Segmentation, Targeting and Positioning-- the foundations of

marketing and pricing The common pricing strategies used and when is the appropriate

time to use them The consequences of choosing a wrong market segment and its

implications on pricingExercise:Applicationtoownreal-lifesituations

1530 COFFEEBREAK

1545 PracticalPricingTacticsforSalesProfessionals(PartOne): The Buyer’s matrix and its implications on how much control you

have on your pricing What you need to do if you are at a disadvantaged position? How professional buyers buy and how to manage them effectively? Fighting the day to day pressures on priceExercise:Howgoodabuyerareyou?

1645 PracticalPricingTacticsforSalesProfessionals(PartTwo):: Pricing in a tough market—Seven things not to do The fallacy of holding on to a price increase to build long-term

relationships with customers who have no intention of having it Eight point guide to price increase Eleven ways to increase price (without increasing the price) The rules for fighting a price war How to fight and win a price war [if you need to] The use of “diverter” strategiesCase study and Role play: Participants will get to apply thecompetenciesontheirownreal-lifesituations

1745 ENDOFDAYONE

PricE NEgOtiAtiON iN tOUgH tiMES PROGRAM CONTENTS/SCHEDULE

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Photos from recent training Sessions

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Photos from recent training Sessions

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cANcELLAtiONS / cONDitiONS

Program No. Program title Date

1 LEADINGTHESALESTEAMINACHALLENGINGMARKET AUGUST14&15,2017

2 AcHiEViNg SALES kPisINATOUGHMARKET AUGUST16&17,2017

3 MANAGINGANDRETAININGKEYCUSTOMERSPROFITABLY AUGUST21&22,2017

4 PRICENEGOTIATIONINTOUGHTIMES AUGUST23&24,2017

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