Masters Professional Practice

PROFESSIONAL PRACTICE

MSc

Sales Leadership; Sales; & Key Account Transformation

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Post Graduate Certification, Diploma and Masters level accreditation.

The first opportunity for organisations to offer academic recognition to individuals for their experience and expertise within the workplace.

Awarded by Middlesex University

Contents

About Consalia & Middlesex University Our heritage

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Academic Recognition Your professional qualification

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Sustained Learning Effectiveness Embedding the change

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Transformational Thinking What’s the point of reflection?

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Introducing the Masters Masters Overview

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Student and Sponsor Testimony What people are saying

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Programme Benefits You and your organisation

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Route to Diploma Route to Certification

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MSc in Key Account Transformation Towards key account mastery

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Module Descriptors Compulsory modules

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MSc in Leading Sales Transformation Towards sales leadership mastery

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Module Descriptors Elective modules

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Consalia Sales Academies

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MSc in Sales Transformation Toward sales mastery

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The Masters Life-Cycle A cohesive learning journey

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www.consalia.com

Building a world-class sales organisation New Standards of Professionalism Genesis and Alumni

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OUR HERITAGE

About Consalia & Middlesex University

Consalia is a global sales performance improvement and optimisation company.

We specialise in transforming the sales and engagement practices of clients to deliver greatly improved performance and business impacts.

We work with some of the world’s foremost organisations on their sales management and leadership capabilities in order to create transformational thinking, innovation and competitive edge. Through the pursuit of “best” for our customers and from our customers’ customer perspectives, we have achieved £4.2 billion in validated client sales performance improvement.

to a Masters degree standard. Together we are setting the new standard for sales professionalism and with it, a community of leading edge practitioners.

We have a trusted network of partners associates who fall under the brand of The Consalia Global Alliance, the underpinning unity and strength of which is down to long-standing relationships. Combined with a worldwide network, of over 450 consultants and associates located throughout 30 countries and covering 26 languages, we deliver consistently high levels of training with local relevance.

Consalia is a founding shareholder of The The Institute for Work Based Learning International Journal of Sales Transformation. at Middlesex University is internationally CEO, Dr Philip Squire is a Trustee of the recognised for innovation and expertise Association of Professional Sales. in professional and work based learning. It has campuses in London, Dubai, Malta and Mauritius. The overall mission is to develop professionals who can manage ethically, sensitively and holistically in an increasingly global and rapidly changing environment.

Partnering with Middlesex University, Consalia are positioned as a world leader in transformational sales education programmes

www.consalia.com

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EMBEDDING THE CHANGE

Sustained Learning Effectiveness

Where learning takes place – – –

Preparation Learning event Follow up

How organisations traditionally invest 25% 25% 50%

– – –

Preparation Learning event Follow up

10% 85% 5%

Dr Brent Peterson, The American Society for Training and Development (ASTD)

Despite an annual global training spend Appreciative Inquiry, Peer Group Coaching stretching into the hundreds of billions, etc.) to embed and drive continual sustained behavioural change in the work improvement in sales performance. place is still difficult to achieve.

Throughout the programme, students place The American Society for Training and themselves at the centre of their own workDevelopment (ASTD) propose that as based enquiries, evidencing the output of much as 70% of training expenditure could learning via work-based written assignments. potentially be wasted by improper follow- Academic credit (and progression through up. In the UK alone for example, this would the programme) can only be attained through represent around £35bn. the evidence of applied learning. This process therefore enables both the sponsor and Learning Led Personal Transformation student to measure / benchmark the financial and business impacts of the programme.

Consalia and Middlesex University’s Post Graduate Certification, Diploma and Masters Equipped with the tools, capabilities and level programmes are designed to embed support mechanisms, student learning is sustained behavioural change and performance continually reinforced along a personally uplift. The programmes blend real-world relevant and cohesive learning journey that working with leading-edge learning techniques places personal transformation at the heart of (such as Reflective Practice, Action Research, performance uplift and organisational change.

www.consalia.com

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MASTERS OVERVIEW

Introducing the Masters

Together, Consalia and Middlesex University are world leaders in transformative sales education. We uniquely offer three routes to gaining a work-based post graduate Masters: – MSc in Leading Sales Transformation – MSc in Sales Transformation – MSc in Key Account Transformation These are unique programmes, which focuses on applying world-class, leading edge thinking and expertise to participants’ transformation goals within their organisation.

This represents the first opportunity for organisations to offer academic recognition to their sales organisation for the experience and expertise of individuals within the workplace.

The programmes are totally focused on Sales and are based on proven practices for performance improvement and real-world learning.

The purpose of the Masters is to improve professional status as well as provide organisations with important research and innovation on best practice. The masters programmes can be fully integrated with an organisation’s sales curriculum; participants who already have the skills/ knowledge due to prior learning can complete the work-based

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project with no, or reduced, further formal input.

The programme is offered on an in-company basis, as a series of modules to be run over a period of two years. Each module consists of either a two or three day facilitated workshop, (if no existing curriculum for KAM and KAM leadership development is in place), followed by a work-based assignment. Some of the modules are provided on-line.

PG Cert and Diploma Consalia and Middlesex University also accredit organisations’ learning to a Post Graduate Certification and Diploma level.This step-wise approach provides the opportunity for organisations to invest in a personal learning pathways that can provide academic recognition for an individual’s experience and expertise in their field. Clients have taken this approach and integrated it within a new or existing commercial academy.

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YOU AND YOUR ORGANISATION

Programme Benefits

Relevance:

The Organisation

– Individual & organisational relevance as projects are work based.

– The 1st work-based masters designed by Sales for sales.

– Attract, develop and retain top leadership talent.

– Improve succession planning and organisational stability.

– Optimise sales productivity and predictability.

– Encourage thought leadership – Measure the outputs.

Time: – Work Based Learning (WBL) means time out of the office in minimised.

– In-house programmes mean you aren’t tied to university semesters.

Value: – Validated key account process and performance improvement.

– Motivate & retain top talent / reduced attrition rates.

– Enables organisations to measure the benefits of learning.

Innovation: – Outputs of student assignments will fuel thought leadership as well as innovation for your company.

– Through close scrutiny and interrogation, students will creatively change and improve upon their own practice.

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The Individual – A professional qualification that recognises contributions in sales.

– An opportunity to demonstrate thought leadership on a range of issues & disciplines related to sales.

– Reflective practice will accelerate/ enhance participants’ ability to create business value through increased key account performance.

– Network with other high performing key account managers and business leaders through the alumni network.

– As a result of the above, enhance future career.

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TOWARDS KEY ACCOUNT MASTERY

MSc in Key Account Transformation

Key customers increasingly expect their suppliers to know how they work and to cocreate solutions jointly with them. Suppliers wanting to win are deploying Key Account Managers (KAMs) to maximise the return on this opportunity. This major boundary role between 2 organisations with different objectives and cultures requires extraordinary capability and performance management to make it grow and flourish.

KAMs need to perform proficiently across a wide set of demanding competencies, including that of business leader, customer value co-creator and operations director.

KAMs’ career development paths typically leave them with only a partial set of the prior experiences and competencies necessary to win. For KAMs to lead and transform their account performance they require a comprehensive and individually tailored development experience.

This Masters programme allows the hosting organisation to customise the precise curriculum accordingly. Whilst the introductory module and a number of the subsequent modules are fixed, to provide a strong framework, there is a range of 7 elective modules, from which to select the most appropriate 3. Collectively, these support the students’ journey to transform KAM performance using modules that been proven in practice with some of the World’s largest corporations.

The introductory module, Winning at Key Account Management is a module that has been deployed standalone as the core of many organisations’ programmes to upskill their KAMs.

Highlighting a couple of elective modules: Mobilising Resources taken from our Sales Transformation Masters, supports a frequent need for KAMs to be dramatically better at Until now, organisations have had to energising their organisations to deliver on choose between generic KAM programmes behalf of these critical customers. Cracking or expensive one-off university-enabled the Code of Sales – managing the business programmes. Now there is an opportunity of selling allows KAMs to connect their for KAMs to gain a Masters qualification vision, account strategy and performance totally centred on their own unique world. management system in an integrative and KAM roles and priorities can vary dramatically. transformational way.

www.consalia.com

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–

–

–

–

Reflective Practice

Mindsets for KAM leadership

Prioritising my time

Action Research & Appreciative Inquiry

–

–

–

–

30 Credits

Work Based Project

Action Research & Appreciative Inquiry

Prioritising my time

Mindsets for KAM leadership

Reflective Practice

Elective Module 3

20 Credits

60 Credits

Work Based Project

Work Based Project

Work Based Project

What will be its value to your profession

Action plan for the future

Your professional journey; the way forward

Your personal journey; where you have come from

(Managing yourself)

‘Final Work Based Project’ : Dissertation exploring / critically discussing one’s transformed work practice; demonstrating skills / knowledge acquired and the impact of applied learnings.

20 Credits

‘Coaching for sales transformation’ : Masterings influence without authority – coaching for account transformation.

10 Credits

–

‘Leading collaborative change’ : Understanding collaboration and transformational change for matured leadership.

–

–

–

‘Cracking the code : Managing the business of selling’ : Developing the management system to balance innovation and execution to achieve predictable growth.

1 day Workshop

Planning your professional development

‘Building compelling financial value’ : Building winning value propositions around clients’ financial priorities for projects.

‘Advanced negotiation’ : Best practice procurement and negotiation insights combined to transform negotiations.

‘Key Account orchestration’ : Transforming the internal, customer and executive conversation around a key account orchestration plan.

‘Advance Practitioner’ : Developing one’s skills in designing, research and inquiry methodologies culminating in a ‘Final Work Based Project’ proposal.

20 Credits

–

Introduction to transformation

–

Work Based Project

Introduction to the programme

–

Introduction to the programme

–

20 Credits

(Managing yourself)

(Managing yourself)

Introduction to transformation

Elective Module 2

Winning at Key Account Managament

Thinking innovatively about Key Account Management

2 day Workshop

A choice from two of six, 20 credit modules

2 day Workshop

2 day Workshop

3 day Workshop

TOWARDS SALES LEADERSHIP MASTERY

MSc in Leading Sales Transformation

Top performing sales people are often promoted to sales leadership positions, yet the role of sales leader is very different from sales.

The transition into leadership can be tough.

Sales leaders need to learn how to produce results through others; how to translate the strategic sales goals of the company they work for into commercial sales strategies for their team. They deal with the conflict between developing their team in order to achieve the sales results of the future and managing their team so they achieve the targets of today. At the same time they deal with senior management requesting information and putting relentless pressure on them to perform.

them to develop real insight into leading transformative sales teams and as a result become future leaders of the company.

The Masters programme, designed by Consalia and Middlesex University does both; it provides curriculum content that addresses the key attributes of great sales managers as well as the key attributes required to be great thought leaders and to develop deeper levels of performance through structured reflective practice.

Often managers fall into default and do what they know they are good at, closing deals. In the short term this may help reach goals but in the long term it can lead to de-motivated teams and burn out.

More companies are recognising the need to develop sales managers and sales directors, seeing them as critical in improving sales performance. Few curricular provide a pathway for sales management that allow

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Managing disciplined sales execution

–

–

Mindsets for sales leadership

Prioritising my time

Action Research & Appreciative Inquiry

–

–

–

30 Credits

Work Based Project

A choice from two of six, 20 credit modules

20 Credits

60 Credits

Work Based Project

Work Based Project

10 Credits

–

Work Based Project

What will be its value to your profession

Action plan for the future

Your professional journey; the way forward –

–

Your personal journey; where you have come from –

(Developing yourself)

Planning your professional development

1 day Workshop

‘Final Work Based Project’ : Dissertation exploring / critically discussing one’s transformed work practice; demonstrating skills / knowledge acquired and the impact of applied learnings.

20 Credits

‘Sales Talent Management’ : Integrated perspective on talent recruitment, development and succession planning.

‘Advanced Sales Operations’ : Analytics, OD and customer led development for enhanced systems and tools.

‘Coaching for sales transformation’ : Masterings influence without authority – coaching for account transformation.

‘Leading collaborative change’ : Understanding collaboration and transformational change for matured leadership.

‘Advance Practitioner’ : Developing one’s skills in designing, research and inquiry methodologies culminating in a ‘Final Work Based Project’ proposal.

20 Credits

‘Sales Enablement’ : In the context of changing business & market situations, driving strategy through to execution.

Managing pipeline and forecast

–

Reflective Practice

–

Work Based Project

‘Building compelling financial value’ : Building winning value propositions around clients’ financial priorities for projects.

Achieving targets with linearity & predictability

–

Introduction to transformation

–

20 Credits

‘Advanced negotiation’ : Best practice procurement and negotiation insights combined to transform negotiations.

Understanding your market environment

–

Introduction to the programme

–

Driving account / territory planning

(Managing the business)

(Managing yourself)

Elective Module 2

Elective Module 1

Cracking the code: managing the business of selling

Thinking Innovatively about sales leadership

2 day Workshop

2 day Workshop

2 day Workshop

3 day Workshop

TOWARDS SALES MASTERY

MSc in Sales Transformation

Bidding for large deals can cost organisations six or seven figure sums. Conversion ratios, time to close and margins all have a material effect on the company’s performance.

Winning or losing deals can even effect share price.

Few curricular provide a pathway for salespeople to develop their skills at this level. The Consalia and Middlesex University designed Masters programme provides content that addresses the key attributes to be great at selling complex solutions, to be a great thought leader and to develop deeper levels of sales performance through structured reflective practice. The Masters programme is designed around five pillars of content and output.

Those responsible for these accounts and opportunities require the highest levels of business acumen, leadership skills, influencing ability, negotiating skills and many others. Often this group of experts do not know what it is that makes them successful, they simply have The ‘pillars’ (as seen on the next page) not had the opportunity, in a structured way, reflect the key attributes required of great to review and hone their professional practice. salespeople.

It’s a tough environment made tougher by the rising influence of procurement.

Until now, the professional nature of this type of selling had not been supported with the opportunity to gain a Masters qualification specifically geared to selling complex solutions.

This Masters offers those who are already at the height of a professional sales career the opportunity to develop deeper insights into their professional practice and to de-codify and calibrate what they are doing that does and doesn’t work. These insights will help to improve their professional performance.

www.consalia.com

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Mindsets for sales

Prioritising my time

Action Research & Appreciative Inquiry

–

–

–

30 Credits

20 Credits

–

–

Work Based Project

Transforming the internal conversation – becoming savvy in internal influencing

Developing Winning Value Propositions

Elective Module 2

20 Credits

60 Credits

Work Based Project

Work Based Project

Work Based Project

What will be its value to your profession

Action plan for the future

Your professional journey; the way forward

Your personal journey; where you have come from

(Developing yourself)

‘Final Work Based Project’ : Dissertation exploring / critically discussing one’s transformed work practice; demonstrating skills / knowledge acquired and the impact of applied learnings.

20 Credits

‘Winning Value Proposition’ : Understanding your customers’ customer and creating win themes to succeed.

10 Credits

–

‘Advanced negotiation’ : Best practice procurement and negotiation insights combined to transform negotiations.

–

–

–

‘Building compelling financial value’ : Building winning value propositions around clients’ financial priorities for projects.

1 day Workshop

Planning your professional development

‘Mobilising resources’ : Enrolling the organisation to make its tangible and intangible assets work for the customer.

‘Enterprise Solution Selling’ : Engaging senior level decision makers in relevant and effective conversations.

‘Professional Selling Skills’ : Enabling instinctive sales people to become structured and effective for the new era using a series of tools and models.

‘Advance Practitioner’ : Developing one’s skills in designing, research and inquiry methodologies culminating in a ‘Final Work Based Project’ proposal.

Work Based Project

Reflective Practice

–

20 Credits

Introduction to transformation

– Transforming the sale generating strategic client insights

Selling internally and externally via Selling Mindsets

Introduction to the programme

–

–

(Managing others)

(Managing yourself)

–

Elective Module 1

Mobilising resources

Thinking innovatively about sales

2 day Workshop

A choice from two of six, 20 credit modules

2 day Workshop

2 day Workshop

3 day Workshop

A COHESIVE LEARNING JOURNEY

The Masters Life-cycle MODU LE 1

MODU LE 7

2 LE DU MO

E6 UL D MO

MODU LE 3

4 LE DU MO

MODUL E5 Symbol Key

WorkshopDelivery Delivery Workshop ProjectProposal Proposal Project ProposalFeedback Feedback Proposal ActionLearning LearningSets Sets Action Presentation Presentation ProjectSubmission Submission Project ProjectFeedback Feedback Project Midx – Workshop

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Midx – Project Proposal Midx – vvProject Submission

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YOUR PROFESSIONAL QUALIFICATION

Academic Recognition

Academic awards are based on evidence of applied learning. The emphasis is therefore on output of learning rather than input. Evidence is submitted in the form of work-based written assignments; these vary in length for each of the different modules.

formal education in the workplace. They are a Centre of Excellence for WBL, which is why Consalia has selected Middlesex University as its global partner.

The Consalia and Middlesex University designed Masters’ programmes require no form of undergraduate degree, however the highest levels of academic rigour are retained as the assignments are assessed according to the Middlesex framework for Work Based Learning for Post-Graduate Masters.

“The nature of work based learning format is brilliant – it’s difficult to differentiate between the academic standards required for final award and the kind of reflection I was doing as part of my job.”

The academic award is made by Middlesex Vice President, Strategic Sales Engagements, University. A less intense Post Graduate ATOS. (Student whilst at HP) Certificate and Diploma are also available.

Work Based Learning Middlesex University’s National Institute of Work Based Learning (WBL) has pioneered WBL, “learning that provides a flexible learning experience that is delivered through work, in work, for work”.

Their approach to accrediting learning in the workplace has won awards including the Queens Anniversary Award for integrating

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WHAT’S THE POINT OF REFLECTION?

Transformational Thinking

What is the point of reflection unless some sort of transformative process takes part?

What are the risks if transformation is not underpinned by grounded theory? Well, sometimes we are lucky in that we come up with some sort of revolutionary new idea - an epiphany - a falling apple moment where we suddenly discover ‘gravity’.

ideas will emerge; ideas designed to improve key account performance.

If only creativity were that simple. A study of Darwin’s diaries shows he had well-defined theories of natural selection years before they were finally committed to paper. Edison and his team worked on at least three thousand different theories to develop an effective incandescent lamp. Innovation requires space and a mental mindset. Through innovation, transition happens. The Masters programme allows space for thought mastery in key account management.

An Enlightened Community

Dissertations of past students, have demonstrated how transformational ideas emerge.Whether it’s new insight into managing global virtual networks, leading cross-cultural global teams, managing the critical buyer/seller interface, global account planning, or any of the ‘light bulb’ topics, the space for innovation in key account management is limitless. Teach people how to think and transformational

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The programmatic nature of the Masters makes innovation more sustainable as students are assessed on the transformational aspects of key account leadership as they practice it in the field.

What is being created as a consequence is a hugely fertile ground for innovation and peer networking; a community of thought leaders who are experts in transformation.

This is achieved through participants having a deep understanding of the mindsets that underpin transformational change and frameworks and tools that can be applied to transformation projects company-wide. The value of the programme therefore extends well beyond the innovation of individual assignments.

The diffusion of this innovation has great organisational potential and is something that senior managers can leverage strongly.

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WHAT PEOPLE ARE SAYING

Student and Sponsor Testimony

“Our journey to the Masters was the culmination of 18 months of intense searching for the right partner and programme – I am delighted we picked Consalia. Their unique approach to embedded learning, sales transformation and a deep commitment to the professional standards and status of sales professionals is something I’ve not seen anywhere else.

The impact at the organisational level I think is very relevant.The business; our technologies – are transforming in response to the market, so the timing of this degree is perfect. By aligning our teams to deal with transformation, we are redefining how we add value to customers.The course is providing on-the-job enablement for my team and so is very relevant.”

Regional Sales Vice President For us, the Masters has had a significant impact on both Toshiba and it’s channel partners – so much so that we are launching the Toshiba “Our overall ambition is that we build Sales Academy, with Consalia very much at the best sales and marketing organisation the heart of our future ambitions for growth.” on the planet. We think Consalia are the right way to go about doing that” Sales Director Indirect Division Vice President, Global Sales & Marketing Operations “I’ve seen a very noticeable change – a transformation towards deeper reflection and a more strategic approach. My sponsee “The richness of the Masters programme now looks at business issues from a comes from the world-class quality more holistic point of view. It’s wonderful of the content, and the platform it to see that students are such great provides for reflective practice. For me advocates for the programme despite the it was both inspiring and personally considerable investment in time and effort; transformational, it changed my career.” a real testament to the programme itself.”

Vice President and Global Corporate Business Regional C.O.O Manager

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(20 credits)

‘Mobilising resources’

(20 credits)

‘Building compelling financial value’

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

(20 credits)

(20 credits)

‘Advanced negotiation’

(20 credits)

‘Enterprise Solution Selling’

‘Winning Value Proposition’

(20 credits)

‘Professional Selling Skills’

Elective Modules

(20 credits)

(20 credits)

(20 credits)

(20 credits) (20 credits)

‘Coaching for sales transformation’

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

(20 credits)

‘Building compelling financial value’

(20 credits)

(20 credits)

(20 credits)

‘Sales Talent Management’

‘Advanced sales operations’

‘Sales Enablement’

‘Advanced negotiation’

‘Leading collaborative change’

Elective Modules

Plus four from the following options

‘Cracking the code : Managing (20 credits) the business of selling’

‘Thinking Innovatively about Sales Leadership’

Compulsory Modules

Compulsory Modules

‘Thinking Innovatively about Sales’

Post Graduate Certification in Leading SalesTransformation

Post Graduate Certification in SalesTransformation

Post Graduate Diploma (PG Dip) – 120 credits at level 7

Route to Diploma

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

‘Coaching for sales transformation’

‘Cracking the code : Managing (20 credits) the business of selling’

‘Building compelling financial value’

‘Leading collaborative change’

‘Negotiation WBL project’

‘Advanced negotiation’

‘Key Account Orchestration’

Elective Modules

‘Winning at Key Account Management’

‘Thinking Innovatively about Key Account Management’

Compulsory Modules

Post Graduate Certification in Key Account Transformation

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(20 credits)

‘Mobilising resources’

(20 credits)

‘Building compelling financial value’

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

(20 credits)

(20 credits)

‘Advanced negotiation’

(20 credits)

‘Enterprise Solution Selling’

‘Winning Value Proposition’

(20 credits)

‘Professional Selling Skills’

Elective Modules

(20 credits)

(20 credits)

(20 credits)

(20 credits) (20 credits)

‘Coaching for sales transformation’

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

(20 credits)

‘Building compelling financial value’

(20 credits)

(20 credits)

(20 credits)

‘Sales Talent Management’

‘Advanced sales operations’

‘Sales Enablement’

‘Advanced negotiation’

‘Leading collaborative change’

Elective Modules

Plus one from the following options

‘Cracking the code : Managing (20 credits) the business of selling’

‘Thinking Innovatively about Sales Leadership’

Compulsory Modules

Compulsory Modules

‘Thinking Innovatively about Sales’

Post Graduate Certification in Leading SalesTransformation

Post Graduate Certification in SalesTransformation

Post Graduate Certification (PG Cert) – 60 credits at level 7

Route to Certification

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

(20 credits)

Each module undertaken requires a Work Based Project to be submitted (20 credits each)

‘Coaching for sales transformation’

‘Cracking the code : Managing (20 credits) the business of selling’

‘Building compelling financial value’

‘Leading collaborative change’

‘Negotiation WBL project’

‘Advanced negotiation’

‘Key Account Orchestration’

Elective Modules

‘Winning at Key Account Management’

‘Thinking Innovatively about Key Account Management’

Compulsory Modules

Post Graduate Certification in Key Account Transformation

COMPULSORY MODULES

Compulsory Modules

KA M S.L MS M c S. Sc M Sc

Module Descriptors

Module Description

Thinking Innovatively about Sales / Sales Leadership / or Key Account Management

– – – – – –

Winning at Key Account Management

– – – –

Cracking the code : Managing the business of selling

– – – – –

Mobilising Resources

– Selling internally and externally via the Selling Mindsets – Transforming the sale - generating strategic client insights – Developing Winning Value Propositions – Transforming the internal conversation – becoming savvy in internal influencing

www.consalia.com

Introduction to the programme Introduction to transformation Reflective practice Defining KAM and the mindsets for its leadership Prioritising my time Action Research and Appreciative Inquiry

Defining successful KAM Selling Mindsets – driving KAM performance KAM value insights to drive growth Harnessing innovation via creative thinking models – Strategic positioning and optimising the value proposition – Developing a Winning Key Account Plan Developing a robust Sales Management System Mindsets and vision to drive transformation Aligning coaching, cadence and measurement to objectives and results Empowering sales through ensuring accountability stays with them

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ELECTIVE MODULES

Elective Modules

KA M S.L MS M c S. Sc M Sc

Module Descriptors

Module Description

Leading Collaborative Change

– – – – –

Coaching for Sales Transformation

– Definition and benefits of coaching sales teams – Coaching excellence via aligning mindsets, skills and process – Listening, questioning and feedback – Developing your coaching presence & energy – Managing your coaching time

Winning Value Propositions

– – – – –

Selling Mindsets as a transformational lever Smart intelligence gathering Creative solution development - 3rd Box Thinking and Solution Development Matrix Winning Commercial Strategy

Advanced Negotiation

– – – – –

Getting into the mind of Procurement Positioning your proposition Leveraging relationships & progressive trust Persuasion options Negotiation process and planning

Building Compelling Financial Value

– Understanding the financial framework and terminology – Company and project valuation approaches – Capital budgeting and KPIs – Typical C-Level financial KPIs – Understanding the Winning Financial proposition

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Understanding transformational change Proactive stakeholder management Building the team and setting direction Modelling leadership behaviours Developing and coaching the team

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ELECTIVE MODULES

Elective Modules

KA M S.L MS M c S. Sc M Sc

Module Descriptors

Module Description

Professional Selling Skills

– – – – –

Enterprise Solution Selling

– Aligning selling strategy and enterprise business drivers – Selling into the enterprise environment – Executive conversations – High impact communications / presentations – Developing sales strategies and action plans

Sales Enablement

– Development of an enablement strategy – The transforming internal and external environment - implications for sales enablement – Measuring enablement performance – Analysis of key sales enablement needs – Learning and development & use of technologies & systems to underpin transformation

Advanced Negotiation

– Maturity modelling of sales operations – Developing a Sales Strategy – driving towards “great” – Diagnosing the current state – Performance analytics and successful management by key metrics – Sales system and tool development for successful deployment

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Selling mindsets to change the conversation Strategic customer insights Creative value proposition development Messaging for impact Effective sales cycle management

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ELECTIVE MODULES

Elective Modules

KA M S.L MS M c S. Sc M Sc

Module Descriptors

Module Description

Sales Talent Management

– The new selling environment - implications for talent management – Talent management strategic framework – Evaluating performance and potential in a sales environment – Successfully managing the full talent cycle in sales and its leadership – Performance management and development

Key Account Orchestration

– Role of the KAM as orchestrator – Selling Mindsets – implications for account orchestration – Transforming the internal and customer conversations – Executive conversations – Development of key account orchestration plan

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BUILDING A WORLD CLASS SALES ACADEMY

Consalia Sales Academies

For many years now organisations have branded internal sales and sales management training initiatives around ‘academies’ and some even use the word ‘university’.

Typically these initiatives include a modular and progressive developmental pathway enabling sales people initially new to a company to be developed over a period of time into positions of senior sales roles - either with an account focus or team leader focus.

Most academies implement a certification process that recognises the development pathway individuals have been on and in some cases is connected to sales performance. The certification process is typically internal and as a result is flawed.

Internal certification is often subject to inconsistency with standards varying according to those who are responsible for passing or failing candidates. At worst certificates are awarded purely on attendance of progammes with no attempt at evidencing the application of learning in the field.

Using terminology such as ‘academy’ or ‘university’ certainly helps market the development programme initiatives – but

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mainly to an internal audience. Few academies, if any, are recognised as having value outside the companies for whom they are designed and as such have limited or no ‘currency’ for those participating in such programmes.

The combination of inconsistent standards of certification awards and limited currency undermines the effectiveness and motivational value of such programmes. Often resulting in poorly attended training programmes with little support from senior management and often no follow up and little attempt to embed learning.

Consalia offers a unique solution to these issues by 1. Providing a framework of accreditation based on university post-graduate standards.

These standards are strictly adhered to and constantly monitored by internal regulatory departments at the university and external bodies such as QAA - the Quality of Assurance Agency for Higher Education.

2. Our relationship with the Institute of Work Based Learning at Middlesex University enables Consalia to offer its clients three pathways to accredited programmes.

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BUILDING A WORLD CLASS SALES ACADEMY

a) Pathway One enables organisations to adopt our already accredited programmes that are designed to offer a progressive development route through to one of the 3 Masters awards. b) Pathway Two enables Consalia to review an existing curriculum of training and align the curriculum to meet the learning objectives of our accredited programme.This enables client organisations to benefit from investments they have already made in their training curriculum. Consalia essentially provides the accreditation wrapper around an established curriculum. c) Pathway Three enables Consalia and its clients to take the best from both worlds meaning clients can select accredited modules from ours and add them to theirs or vice versa.

3. Currency – all participants on our accredited programmes are assessed to Post Graduate Level 7 standards - every 10, 20, 30 and 60 credit module counts towards a higher level ‘degree’ and are only awarded on the evidence of applied learning in the workplace. Evidence of learning is provided through work based projects, each of which

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are assessed for business, financial and personal impact. By linking personal transformation with these elements, students build their own brand as a thought leader within their organisation. As a result, we have observed increased levels of engagement, and company loyalty.

The Modular nature of the PG Certificate, Diploma and Masters programmes as seen on the preceding pages of the brochure allows great flexibility for those designing Sales Academies/ Sales Universities.

We offer electives to those who have specialist areas of focus. Whether they are in field sales, account management, inside sales, sales management, sales leadership , sales operations and talent management, they can choose developmental pathways that suit their requirements. This enables organisations to provide developmental pathways for all members of their sales teams.

By partnering with Consalia, clients bridge the gap between academia and business practice and add real legitimacy to the word Sales Academy or Sales University.

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GENESIS AND ALUMNI

New Standards of Professionalism

Genesis

Alumni

The purpose of Genesis is to identify the key, relevant challenges facing sales organisations today and to anticipate the challenges facing sales organisations in the future.

Those participating in Consalia and Middlesex University designed Masters, Diploma and Certification programmes are invited to take part in our Global Sales Transformation (GST) events, held annually around the world.

Attendees are senior sales professionals from many of the worlds leading companies.

The Genesis team is chosen from like minded practitioners who attend our Global Sales Transformation events. This group helps to shape the content of future sales transformation events by suggesting topics and speakers whose insights add value to leading edge thinking on sales. All members share the same passion and enthusiasm for their profession.

The ideas from Genesis are also used to inspire potential Masters students to conduct research on issues that have not previously been studied and to provide feedback on dissertations of note.

Alumni members are automatically subscribed to ‘The International Journal of Sales Transformation’, the new international journal for the promotion of sales excellence among global corporates. The journal is the world’s first research and practitioner led publication specifically targeted at sales; Consalia are a founding shareholder.

Our mission is to help enhance the professionalism of sales organisations by bridging the gap between businesses and academic research to offer the best of both worlds. The International Journal of Sales Transformation is published quarterly.

For enquiries contact Nick de Cent, at editor@journalofsalestransformation.com