Roger – VERY preliminary draft – expect several changes – RED text are

my notes and not for publication (but you knew that!)

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Certification Programs

Why Certify? CSP: Selling Dynamix: Part I

Sales CSP: Selling Dynamix: Part II
Management
Sales Management CMP: Management Skills I
Sales Training CMP: Management Skills II
Key Account Management CMP: Management Skills III
Negotiation Skills
Presentation Skills
Sales Management:TNT
Telephone Skills: Selling
Management Training

Leadership Development Leadership Development I

Project Management Leadership Development II
Performance Reviews Leadership Development III
Performance Management Solutions
Personal Development
Cross-Cultural Communication
Motivation and Teambuilding
Time and Self-Management
Basic Business Writing Skills
Customer Service

"You're Welcome" “You’re Welcome” (External)

Telephone Skills: Service “You’re Welcome Too” (Internal)
Telephone Skills: Selling
Backward Planning
Custom Programs
Team Building
Speaking Engagements

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Sun Learning Systems, the Middle East’s foremost training company that focuses on Sales with a
distinct emphasis on the Management of Sales and the Management of the Management of Sales – and
what happens after the sale is made.

By introducing “Sales Production Management” throughout your organization Sun Learning Systems
will help you make bigger, better and more profitable sales. More importantly, you will be around for
the long haul by building a strong, loyal customer base.

Stop wasting your training dollars on run-of-the-mill training programs that leave you and your staff to
fall back into the rut a week or two after the “3-day” training course. “The lunch was good though.”
Unfortunately the impact on your organization lasts for about as long as a good meal does.

We are in it for the long haul……ARE YOU?

Company Profile
Essentially we are about you; the customer. We are very much about your needs and requirements
and most importantly, we are about your bottom line.

Sun Learning Systems is about increasing your company’s sales effectiveness and efficiency by giving
you the skills, self and sales management systems and tools to do so.

We do not claim to be at the cutting edge of “high-tech;” do not have an armory of buzz words like
“bullet proof systems” but we are hands-on, practical and operate in the “Real World.” – We get to
know your business and the challenges your people face before we tackle the task of training them.

Need Philosophy

Staff

From About Us
Nigel Fann – CEO and Principal Trainer
Nigel has been involved in sales, customer service and management training for the past twenty three
years. During this time He has developed an in-depth understanding of different organizational
cultures, their developmental needs and a feeling for people, especially sales people. In this niche
market, he has no peers.

From Consultants
Nigel has been involved in sales and customer service and management training for the past twenty
years. During this time he has developed an in-depth understanding of what works and what does not
work, especially when it comes to training sales people.

His first efforts at training were for his own staff at an animal feed manufacturing company in South
Africa. He had a sales force of about ninety people who had a good technical knowledge of the
products but little interpersonal or sales skills. When he could not find a suitable training company to
do the work, he set about learning the business of training and doing it himself.
In 1987 Nigel joined a training consultancy with the understanding that if he was to have a positive
effect on the sales people that he trained, he had to first understand their business. While the
techniques and skills generally remain the same it is “understanding the business” that allows one to
get into the peoples minds and convince them that the techniques will work for them.

Over the next few years he worked with many organisations and those that allowed him to first get to
know their business, generally had success and those that did not, got a fleeting “feel good” sensation.
Two of the successes where with the Premier Milling Group, a large milling company and SA Vision
Care, the local distributor of Bausch and Lomb optical products.

In 1996, the Professional Sales Association of South Africa recognized Nigel for his contribution to the
development of sales people. Nigel has a very good grasp of business in the Gulf and Middle East and
has the ability to adapt to the different cultures and people in the region. United Arab Shipping
Company with headquarters in Kuwait and branches throughout the Gulf – London, Singapore and New
Jersey, has chosen Nigel to design and implement a certification program for their staff in sales and
customer service over a period of one year. This program has now been extended to include all branch
managers and sales managers.

Nigel holds a BBA in Human Resource Development and an MBA in Sales and Marketing.

Contact Us

Contact Information Remove dupes

Contact Information for Sun Learning Systems

USA Office

Email: Click here to e-mail

Phone: (919) 573 1866

Fax: (919) 573 6026

Suite 100
3737 Glenwood Ave.
Raleigh NC 27612

United Arab Emirates: Middle East Office

Email: Click here to e-mail

Phone: +971 4 331 3213

Fax: +971 4 332 8860

P.O. Box 73973 New AddY???

15th Floor, Crowne Plaza
Commercial Tower, Sheikh Zayed Road
 Dubai - United Arab Emirates

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Certification Programs

Why Certify?
??????
Get and modify copy from CSP, ICPM

Sales Certifications

CSP: Selling Dynamix: Part I

1. Selling Dynamix: Part I

• What's the secret behind Consultative Selling? You'll learn to qualify prospects in order to focus
on high probability prospects and not waste time with low probability prospects.
• You'll start listening and stop rambling on about things that don’t interest your prospects.
• You'll stop "pushing for the sale" and start doing business with people based on mutual trust
and respect.
• You'll become a “consultant,” a specialist, who your prospects and customers will look up to.
• Consultative Selling helps you feel good about yourself, because you are helping your clients
get what they want – you are doing things for and with them and not to them.
• Consultative Selling offers you the tools to make it happen, now!

Learning Objectives

Participants will be able to:

• Practice all the soft skills that are needed to be a professional salesperson (Key Competencies
as laid down by the Canadian Professional Sales Association).

Topics

• Introduction and Objectives

• Four Stages of Learning
• Power of Confidence
• Communication
• Response Styles
• Communication & Behaviour Model
• Consultative Selling
• Opening the Call
• Diagnostic Technique
• Correct Order
 • Product Knowledge
• Presenting the Solution
• Handling Objections
• Closing
• Total Structure
• Follow-up
• Action Plan
• Research Work and Presentation (Homework Assignment)

Duration
The workshop runs over three days.

Learning Method
Learning is facilitated through individual and group exercises as well as role plays.

CSP: Selling Dynamix: Part II

2. Selling Dynamix: Part II

Why Sales Productivity Management?

• You’ll stop wondering why some salespeople perform better than others who don’t seem to
work as hard.
• You’ll learn to direct your sales efforts in the most productive direction.
• You’ll learn how much sales effort is needed to achieve your sales budgets and targets.
• You’ll become one of the very few salespeople who do not run around chasing their “tails,” but
will be working in a systematic, highly productive manner.
• You’ll learn that selling is not only an art – but very much a “science” as well.
• Sales Productivity Management is for sales managers and salespeople who want to make an
impact now and tomorrow

Learning Objectives

Participants will be able to:

• Employ all the hard skills necessary to be a professional salesperson (Key Competencies as laid
down by the Canadian Professional Sales Association)

Topics

• Introduction and Objectives

• Sales Processes and Sales Results
• Understanding Sales Productivity Management – Planning to Meet Objectives
• The Sales Productivity Cube
• The Six Stages of Account Management
• Account Penetration
• The Decision Making Process
• Zero Based Planning and Budgeting
• Time Availability
• Adapting the SPM Model to your particular situation
 • Key Performance Areas
• Fundamental Building Blocks
• Advantages of SPM Thinking
• Personal Plan of Action

Duration

The workshop runs over three days.

Learning Method

Learning is facilitated through individual and group exercises as well as role plays.

Management Certifications

CERTIFIED MANAGER PROGRAM

Get Trained Get Certified Get Recognised!

Why Management Certification?

• Validates management competency

• Demonstrates personal commitment
• Establishes professional credibility
• Facilitates talent development for succession
• Sets quality standards for management

How to Get Certified?

Get Trained

• Application, Training& Study

Get Certified

• Assessment & Feedback

Get Recognised

• Recognition & Lifelong Learning

CMP: Management Skills I

Management Skills I:

Foundations of Management

• Management Fundamentals
• Ethics & social responsibility
• Managing Diversity
• Communication
• Management Information Systems
• Economic systems
• Business Law

CMP: Management Skills II

Management Skills II:

Planning and Organising

• Formulating Strategy
• Operations Management
• Project Management
• Decision Making
• Empowerment & Delegation
• Team Management
• Coaching and Feedback
• Human Resource Management

CMP: Management Skills III

Management Skills III:

Leading and Controlling

• Leadership Skills & Style

• Motivation
• Managing Change
• Conflict Change
• Time & Self-Management
• Operations Control
• Quality Management
• Financial Management
• Managing Skills
CM Assessment Exams Training Products include:

• Three 2-hour, closed book exams • CM study manuals

• 100 multiple choice questions • ICPM’s Online learning center
• Computer-based exams
• Exams scheduled “on demand”
• Results reported in detailed feedback letters

Sales Management Certifications

???????????????

Sales Training

Key Account Management

3. Key Account Management

Is Key Account Management a selling task? Is it a team effort, or even more than that is it a business-
wide effort. Major clients want more than a sales-buyer interface and the want more than a traditional
salesperson managing the relationships.

Learning Objectives

Participants will be able to:

• Implement 21st Century Key Account Management

Topics

• Defining Key Account Management and deciding to manage the future

• Assessing our opportunities
• KAM – its purpose
• KAM – profitability
• Seeing things from the customers perspective – the buying professional
• Gearing up for KAM
• What will it take?
• Goals and objectives
• Skills
• Systems and processes
 • Organization and resources
• Making it happen
• Who are Key Accounts?
• Segmentation
• Selection factors
• Key Account Strategies
• Understanding the decision making process
• Interests and influences
• Entry strategies
• Meeting our customers needs – beyond benefits
• Total business experience
• Value chain and positive impact analysis
• Proposal analysis
• Staying on track
• Timetables and performance
• Writing the Key Account Plan

Duration

The workshop runs over two or three days – depending on your requirements

Learning Method

Learning is facilitated through role plays, case studies and individual and group exercises.

Negotiation Skills

4. Negotiation Skills

Where does selling end and negotiation start?

Learning Objectives

Delegates will be able to:

• To understand and appreciate the Nature of Negotiation and where it fits into the Sales Process
• To understand and appreciate the Process of Negotiation and be able to identify the key stages
• To go through and appreciate the Planning for Negotiation
• To be able to use appropriate techniques and tactics in Negotiation
• To be able to use appropriately the skills of questioning, listening and summarising in a
Negotiation
• To examine and analyse different Negotiating situations in order to determine the best way of
getting the desired result.
• To be aware of the Cross Cultural approaches and differences in negotiations.

Topics

• Objective / Methodology / Agenda

• Negotiation v Selling
 • Types of Negotiations
• The Principles of Negotiation
• The Negotiation Variables
• The Four Stage Negotiation Process
• Negotiation Styles
• Negotiation Case studies and role plays

Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through case studies, role plays, individual and group exercises.

Sales Management:TNT

SALES MANAGEMENT: TNT Sales Management

• Techniques
• Numbers
• Targets

Charge your sales team with Dynamite!

Make sure that they are using the right techniques by implementing your coaching and motivating
skills.

If selling is a numbers game, do you like the kind of numbers you are getting? Do you know what your
numbers are and what they should be?

Who are your targets? Are you targeting the right customers with the right techniques and with the
right numbers?

Sales Management frustration? Do you recognize any of these?

• Frequent staff turnover

• Stop / Start performance
• Salespeople who give away your profits instead of selling added value
• Uncooperative salespeople with thinly veiled contempt for you, your product and the customer
• A sales team that refuses to take responsibility for their own actions
• Difficulty in setting and achieving your sales goals
• Sales that continuously fluctuate
• Difficulty in recognising potential performance problems
• Stress and pressure from not making sales targets

Topics

• Managing and motivating sales teams

 • Long term planning
• The sales pipeline concept and how to manage it
• Managing change
• The sales person’s motivation and attitudes
• Sales Forecasting and Target Setting
• Facets of leadership (leadership styles)
• Testing the effectiveness of different leadership methods
• Development interviews
• Leadership in the field
• Counseling
• Building teamwork

Learning Objectives

Delegates will be able to:

• Have the ability to manage and motivate a sales team

• Establish the strengths and weaknesses of a sales team
• Measure and improve the main factors influencing the sales result
• Plan ahead and build a strong customer baseManage positive change in a sales organisation
• Adapt one’s own leadership style for more effective leadership

Duration

The workshop runs over two days (for maximum effectiveness this programme should be run in
conjunction with the Leadership Development Programme).

Telephone Skills: Selling

Telephone Selling Skills

Audience

Anybody using the telephone as a sales tool – specifically selling over the telephone.

Learning Objectives

Participants will learn:

• The skills and confidence to make more sales over the telephone.
Topics
• Basic selling skills when using the telephone
• Getting through to the decision maker
• Overcoming objections
• Gaining commitment
• Follow-up
Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through, listening and watching video and then exercises, role plays, with video
feedback throughout.

Management Training

Leadership Development

Leadership Development I

LEADERSHIP DEVELOPMENT PROGRAMME: PARt one

This Training Programme is presented by Sun Learning Systems to give those, who are responsible for
managing a team of people, the knowledge and skills to achieve planned effectiveness through the co-
operation and commitment of their staff.

Audience
This programme is for all managers responsible for leading people.

Learning Objectives
Delegates will be able to:

• Achieve optimum productivity from their teams.

• Use management tools and systems needed to run and build a team or department.
• Get the best from all of their people.

Programme Content and Structure

The structure of the Programme is divided into three parts, each of a two-day duration. A window of
time (1 - 3 weeks) is recommended between each part of the programme. The window period is used
to give the delegates an opportunity to complete tasks that are allocated on the second afternoon of
each of the three parts of the programme.

Part 1
Focuses on the need for a manager to manage his / her performance and time and includes topics
such as: time management, objective setting and performance areas.

Part One is structured as follows:

 1. Introduction and Objectives of Part 1
Identifying the objectives of the programme and other matters relating to presentation, style
and expectations of the delegates.
2. The Role of a Manager
An overview of the Strategic Planning Process for managers and how it relates to the structure
of the training programme.
3. Self Management
An in-depth analysis of personal work styles and work drives, issues over which procrastination
occur and why. How to use techniques of time management.
4. Performance Planning
By individually reviewing key performance areas and the factors that affect performance
achievement, participants develop clear goals and objectives and translate these into timed
action plans relating both to the real workplace and the timing of the development programme.
5. Objective Setting
The overall process of linking Result, Activity and Development objectives to ensure team goals
are met. How to set such objectives, allowing for individual strengths and weaknesses. Practical
role play sessions to develop skills to handle "difficult situations".
6. Delegation Skills
Specific training to develop key delegation skills to improve total personal performance and
productivity.
7. Managing Meetings
To achieve focus and concentrate on the output from meetings thus contributing to improved
team performance.
8. Personal Organisation
By concentrating on issues such as desk and paper management and working with secretaries
and other assistants to improve self-performance.
9. Interim Assignment and Action Plan
The interim assignment is a specific task relating to the contents of this first part of the
programme and will be reviewed and evaluated by the Managers and the Training Consultant.
10. Summary of the Programme and Individual Plan of Action
An Individual Plan of Action is prepared by each delegate to ensure that the knowledge and
skills developed during the Programme are applied.

Leadership Development II

LEADERSHIP DEVELOPMENT PROGRAMME: Part 2

Concentrates on the people management side and includes topics such as: motivation, leadership and
team building.

Part Two is structured as follows:

1. Introduction and Objectives of Part 2

This includes a review of the delegates' progress with their interim tasks from Part One.
Identifying the reasons for successful implementation and the causes of failure, which allows
the programme leader to provide practical help in specific areas.
2. Motivating People
The factors influencing motivation and relevance of attitude to behaviour and performance. How
the attitudes of staff towards work can be analysed - the practical steps that can be taken to
increase motivation and reduce the risk of de-motivation. Understanding and fulfilling the need
 to create a positive working environment for both the manager's own staff and other
departments. How to develop with the team, the tools to measure objectively the knowledge
and skill levels of individual staff members.
3. Leadership
Ascertaining the most appropriate style of leadership for:-
(a) Developing people within a department.
(b) The department as a whole.
(c) Developing relationships with other departments.
Analysing the individual manager's style and allowing for flexibility in their role as a manager.
To show how styles can, and should be adapted for given circumstances. Understanding the
most effective leadership style for each individual staff member.
4. Building Teamwork
Examining the components which are essential for effective team work. Demonstrating the
practical benefits of team work. The application of these principles to the delegates' own teams.
The opportunities and risks associated with building a team. Individual self analysis of the
delegates' strengths and weaknesses as a member of a team.
5. Interim Working Task
The interim assignment is a specific task relating to the contents of this second part of the
programme and will be reviewed and evaluated by the Line Managers and the Training
Consultant.
6. Summary of the Programme and Individual Plan of Action
An Individual Plan of Action is prepared by each delegate to ensure that the knowledge and
skills developed during the P

Leadership Development III

LEADERSHIP DEVELOPMENT PROGRAMME: part three

Provides participants with the opportunity to review their current working practices. It addresses the
most important skill required by management, i.e. communication, and does this through practically
addressing regular management situations the delegates are faced with.

Part Three is structured as follows:

1. Introduction and Objectives of Part 3

This includes a review of the delegates' progress with their interim tasks from Part Two.
Identifying the reasons for successful implementation and the causes of failure, which allows
the programme leader to provide practical help in specific areas.
2. Introducing Development
Evaluating the most beneficial means of introducing the Evaluation of Knowledge and Skills and
the Plan of Development to members of the team. Defining the correct skills and techniques
which are needed to ensure commitment to this process from the delegates' own staff. Practical
role play sessions to evaluate skill usage.
3. Communicating with People
Developing the delegates' skills in being able to recognise and overcome ineffective
communication. How to obtain maximum information when dealing with staff situations or
problems through developing questioning and listening techniques. How to control interpersonal
communication to ensure optimal use of time and resources.
4. Training and Development
An examination of the principal alternative methods available when considering the need for
 training and development. Evaluation of the most suitable methods for given situations in the
delegates' own environments.
5. Counselling and Development Talks
Developing the skills of the delegates to conduct counselling and personal development
interviews with their staff. The process of planning and specific preparation necessary to ensure
best use of the counselling sessions. Practising the specific skills and techniques required when
dealing with different levels of performance among staff.
6. Final Working Task
The final assignment is a specific task which will allow the delegate to implement the complete
contents of the programme for appraisal / discussion with the trainer and his manager.
7. Individual Plan of Action
Delegates will be encouraged to prepare a final Action Plan to implement rational changes in
their spheres of influence, based on the complete six-day programme.

Duration
Each Part of the programme will be two days training each. Between each part there will be a
minimum of one week to allow for applying knowledge and complete course work.

Learning Method
Participants will learn through group and individual exercises, post and pre-course work and role-plays.

IMAGE

Project Management

Project Management

Audience

Anybody involved in projects; whether full-time or on an ad-hoc basis.

Learning Objectives

Participants will learn to:

• Deliver results on time and within budget

• Maximise performance
• Lead a project, large or small, from start-up to conclusion

Topics

• Defining the project

• Examining key roles
• Identifying the essentials for success
• Defining the stages
• Checking feasibility
• Prioritizing projects
• Defining the vision
 • Setting objectives
• Assessing constraints
• Listing activities
• Committing resources
• Ordering activities
• Agreeing dates
• Validating the plan
• Implementing the plan
• Monitoring performance
• Maximizing impact

Duration

The workshop runs over three days (shortened version over two days).

Learning Method

Learning is facilitated through individual and group exercises as well as case studies.

Performance Reviews

Performance Reviews

Audience

All management and supervisory personnel.

Learning Obejctives

Participants will learn to:

• Be able to develop and motivate employees – a core management skill

• Give regular and constructive feedback on performance
• Help staff build on their strengths and achieve their potential
• Learn the key goals and benefits of the review process
• Learn how to prepare, manage and follow-up on the performance review

Topics

• Understanding the purpose of performance reviews

• Preparing for the review
• Managing the review
 • Following up on the review

The above are the four main sections of the course – these are however broken up into many
subsections.

Duration

The workshop runs over one or two days – depending and what needs to be covered and the
experience of the delegates.

Learning Method

Learning is facilitated through exercises and role plays.

Performance Management Solutions

HUMAN RESOURCE CONSULTING AND PERFORMANCE MANAGEMENT SOLUTIONS

In the rapidly changing world of work, organisations need to take a step back and consider their
Human Capital. The largest investment an organisation makes is in the people they employ and having
the right people, with the right skills, knowledge and behaviour and retaining them is what sets an
organisation apart from its competition.

The four most challenging human resource issues that organisations face in order to optimise their
workforce are retention, development, selection and transition. We offer solutions to assist
organisations with these.

We can assist you in the following areas:

• Development of Personnel policies and a Supervisor's personnel resource manual

• Remuneration systems
• Develop and conduct employee surveys
• Counselling/coaching training
• Development of recruitment/selection programmes
• Development of succession plans
• Develop job specifications and role clarifications
• Develop a competency framework
• Analysis and modification of work behaviour
• Training needs analysis, learning and development
• Job redesign
• Consulting on employee personnel issues – hiring, termination, discipline and performance
evaluation
• Create or update Employee handbooks
• Development of a performance management solution

Human Resource Framework

The above framework illustrates the different aspects in human resource management and how they
interact. We can offer solutions on all these levels to ensure the optimum levels of performance for
your organisation.

Personal Development

Cross-Cultural Communication

CROSS-CULTURAL COMMUNICATION

This programme aims at developing awareness between people where a common cultural framework
does not exist. In general, cross cultural training has two parallel strands – cross cultural awareness
training and culture/country specific training.

Cross cultural awareness training deals with the manifestations of culture in the workplace. The main
purpose is to evaluate and constructively tackle the challenges cross cultural differences can bring to
the workplace.

Audience

This programme is aimed at everyone that works in a multi-cultural environment.

Learning Objectives

Participants will be able to:

• be aware of their own perceptions and how this may influence their understanding of others.
• know what there own cultural style is.
• understand the patterns of cultural differences and how to use this in becoming aware of
others.
• know how to work towards harmony in the multi-cultural workplace.
• know how to use the benefits of a multi-cultural workplace in a team.
• understand the different attitudes towards different cultures.
• be able to identify different values based on culture.

Topics

• Perceptions
People who share the same cultural behaviours view the world in a similar way and form an
identity group based on these shared perceptions. So, people from one country or culture share
common perceptions about competition, individualism, cooperation, planning and organisation,
and many others. In contrast, another culture may share perceptions that are different. For
example they may emphasize support instead of competition; be group oriented rather than
individually oriented.
• Cultural Style Analysis
People from different cultures have different styles. The ability to use skills that are tuned
appropriately to the cultural values of those from another culture indicates understanding of
cultural differences.
 • Six Fundamental Patterns of Cultural Differences
A number of concepts has been identified that can be used to distinguish between cultures.
These include the differences in the usage of kinesics (body movements), proxemics (space
organisation), oculesics (eye movement), haptics (touching behaviour) as well as paralinguistic
concepts, such as accents, intonation, speed of talking etc. Another frequently examined
concept is “thought patterns”. These can be summarised as being logical or pre-logic, inductive
or deductive, abstract or concrete and alphabetic or analphabetic.
• Harmony and Teamwork in the Office
Leadership and teamwork is the key to organisational effectiveness. A particular leadership
style or teamwork process that is effective in one cultural context may not be effective in
another.
• The value of Cultural Diversity
Understanding diversity begins by awareness and the understanding of our own behaviours and
discovering how and perhaps why we behave the way we do. People around us do not respond
to our intentions, they respond to our behaviour. Regardless of our individual values, it is
paramount that co-workers treat each other with respect and integrity.
• Cultural Differences in the Workplace
In this section we look at how the differences discovered so far could add value in the
workplace.
• Different Decision Making Styles
The roles individuals play in decision-making vary widely from culture to culture. For example,
in some countries decision-making are delegated. In others a strong value is placed on holding
decision-making responsibilities to oneself. How people make decisions may be influenced by
their frame of reference.
• Different Attitudes towards Conflict
Some cultures view conflict as a positive thing, while others view it as something to be avoided.

Duration

The workshop runs over two days (14 hours).

Learning Method

Learning is facilitated through a group game, self-awareness exercises and cultural style profiling.

Motivation and Teambuilding

Motivation and Teambuilding

Motivation can be defined as “the willingness to perform.” This does not mean that if your staffs
become motivated that they achieve superhuman feats, or double their sales turnover overnight. Long-
term motivation is the responsibility of the leaders within the organisation. They need to create an
environment that encourages this willingness to perform. We can “sow the seeds”- and give your
management the tools to nurture and help them grow.

Please contact us for an analysis of your motivational needs and we will tailor a specific motivational
program to meet those needs.
Below is an example of a high impact motivational workshop entitled “The Power of Confidence.”

The Power of Confidence

Learning Objectives
To provide the groundwork for a highly motivated and focused team.

Topics

Outline: This motivational workshop could cover five main areas – Please note that most motivational
workshops are specifically designed to suit the organisations needs and it would be presumptuous for
us to be dogmatic about what it should or should not cover.

• Belief in Ourselves. Confident salespeople are more successful. Confidence comes from within.
If we can believe in ourselves and recognize what is limiting this belief we will be able to
overcome it and be more successful.
• Belief in Our Product and Company.
Added to the belief in ourselves we need to have a belief in our company and products. Without
this belief we will lack confidence when we are selling.

• Our Knowledge and Skills. If we do not have the core selling skills and techniques this will also
affect our confidence. So we need to come across as confident in the sales process. These basic
core skills and techniques will give us this confidence.
• Our Attitude. Finally, our attitude is what keeps us going – it is what speaks louder than our
words. It is the “vibe”; either negative or positive that our clients and colleagues can pick up
on.
• The single most important reason why people buy from a particular salesperson is because they
trust that salesperson. We can only win trust if we have confidence and a positive attitude.
Confidence and a positive attitude = Success = MOTIVATION = Confidence and a positive
attitude = Success = MOTIVATION, and so on.

Duration

Duration is entirely dependant on the specific “outcomes” that the organisation would like to achieve.
Other factors to take into consideration would be whether it is an indoor or outdoor activity, or even a
combination of both. Could we posibly incorporate a nightime event and sleep over at a campsite or
hotel. The opportunities are endless and are limited only by time and budget.

Learning Method

Learning is facilitated through activities focussed at various aspects of teamwork.

Time and Self-Management

Time and Self-Management

Audience
Anybody who wants to improve their usage of time and accomplish more in the working day.

Learning Objectives

Participants will learn:

• Better organisation of time

• Prioritization of activities for more effective results
• Completing important work on time
• Directing your efforts towards doing the right things
• Set clear goals and objectives

Topics

• Work styles
• The Pareto Principle
• Key performance areas
• Procrastination
• Core time concept
• Planning to meet objectives
• Effective delegation
• Personal organisation
• Teamwork

Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through individual and group exercises.

Basic Business Writing Skills

Basic Business Writing Skills

Being courteous in our communication with our colleagues and customers is not only good for
business, it is vital if we want to survive the long haul.

Topics

• Introduction and Objectives

• Thought Pattern Development: Think before you jump in
• The Tone and the Opening. Taking the recipient into consideration.
• The Unfolding: Getting the message across
• The Envelopment: Building relationships and trust
• The Release and the Thrust: Six Building Blocks
• Different Approaches.
 • Different types of correspondence
• Individual Plan of Action

Duration

The workshop runs over 1 day

Learning Method

Learning is facilitated through individual and group exercises

Customer Service

"You're Welcome"

Basic Business Writing Skills

Being courteous in our communication with our colleagues and customers is not only good for
business, it is vital if we want to survive the long haul.

Topics

• Introduction and Objectives

• Thought Pattern Development: Think before you jump in
• The Tone and the Opening. Taking the recipient into consideration.
• The Unfolding: Getting the message across
• The Envelopment: Building relationships and trust
• The Release and the Thrust: Six Building Blocks
• Different Approaches.
• Different types of correspondence
• Individual Plan of Action

Duration

The workshop runs over 1 day

Learning Method

Learning is facilitated through individual and group exercises

“You’re Welcome Too” (Internal Customer Service)

Very often we forget that we have internal customers too (as well as our customers who pay our
salaries and wages.) These internal customers are our colleagues that work with us in the same
department and those who work in different departments throughout the organisation.
This is a training programme that will improve the internal customer service within your company.
When your internal customer service improves, the impact is felt by those external customers who pay
your way.

Learning Objectives
Participants will be able to:

• Set and comply with service standards

• Communicate effectively across departments and functions
• Understand the impact and effect the “service chain” has on the bottom line of any organisation

Topics

• Cross Funtional Communication

• Internal Service Agreements
• Inter- departmental Negotiating

Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through role play, individual and group exercises.

Telephone Skills: Service

Telephone Selling Skills

Audience

Anybody using the telephone as a sales tool – specifically selling over the telephone.

Learning Objectives

Participants will learn:

• The skills and confidence to make more sales over the telephone.
Topics
• Basic selling skills when using the telephone
• Getting through to the decision maker
• Overcoming objections
• Gaining commitment
• Follow-up

Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through, listening and watching video and then exercises, role plays, with video
feedback throughout.
Telephone Skills: Soft Selling

Telephone Selling Skills

Audience

Anybody using the telephone as a sales tool – specifically selling over the telephone.

Learning Objectives

Participants will learn:

• The skills and confidence to make more sales over the telephone.
Topics
• Basic selling skills when using the telephone
• Getting through to the decision maker
• Overcoming objections
• Gaining commitment
• Follow-up

Duration

The workshop runs over two days.

Learning Method

Learning is facilitated through, listening and watching video and then exercises, role plays, with video
feedback throughout.

Delegation (Is there a reason this was left out or did I just miss it?)

Delegation

Audience
All managers and supervisory personnel as well as anybody working in a team.

Learning Objectives

Participants will learn to:

• Employees who are motivated and empowered

• Employees who are being developed
• More time to do the important job of managing

Topics

• Understanding delegation
• Delegating effectively
 • Monitoring progress
• Improving skills

The above are just the four main sections of the course – these are however broken up into many
subsections.

Duration

The workshop runs over one or two days - depending and what needs to be covered and the
experience of the delegates.

Learning Method

Learning is facilitated through exercises and role plays.

Assessment
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Backward Planning

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Custom Programs
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Team Building
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Speaking Engagements
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Register
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Testimonials

Hi
I just wanted to thank you guys, not only for the prize, but also for improving my sales skills, you really
have a great training program, and off course it’s nothing without professional people like you, and I wanted
to know if I can have a copy of the DVD record of the last session that we did yesterday, its for me to keep it
as a souvenir and also to show it to my wife because she’s very proud of me! (Off course after I promised to
give her the gift voucher because she told me that she needs the new [winter collection] make up…!!!!!!!) ,
damn, I don’t know why I did that, I need a new pair of shoes and pants too, you know..... kiddin.
Anyway thanks again guys, hope to hear from you soon.

Best regards

Shadi Kharouf
Account Manager

Middle East and Africa Region

VTS Clima LLC
Belhoul Building, Showroom no. 7, Al Garhoud
PO BOX 76849 Dubai, United Arab Emirates

Dear Nigel,
Thoroughly enjoyed the course. I now understand better, why I am the way I am and people are the way
they are! Hopefully, this will help us interact with each other more empathetically and we will have a happy
working environment all round. More importantly, we can now work as a team and our customers will know
that we are singing from the same song sheet!!!
Congratulations on an excellent delivery. Hope to attend many more similar programs in future....

Regards.

Hermie Sequeira
Office Manager - HR/Admin
Online Distribution Ltd.

Dear Nigel,
It was brilliant. It is a definite advantage to know the behavioral style of your fellow colleagues to
understand the way they think etc.

Also your action can be accordingly managed. This as I see it was one of the biggest learning points from
my point of view.

Overall the games and the bonding that came about from the games etc were great. I look forward to having
sessions like these on a periodic basis. This way everybody understands the others viewpoint better and the
company overall gains on account of the oneness in goals envisioned by all.
Thanks & Best Regards

Venu Menon Sales Manager

Online Distribution Ltd.

Dear Nigel,

The team building training was really great. It was planned, organized, delivered and received well. It up to
the managers now to understand the team better and get the best out of them by the spirit of team work.

Wish you all the best.

Regards,
K. Ganesan, RCDD
Marketing Manager
Online Distribution Ltd.

Dear Nigel,

The training was beneficial and have unpacked some of hidden traits that were subdued for a period of time.

Thanks and Best Regards,

Dharmesh Lakhani
Swift Freight International

Dear Mr.Nigel and Mr.Colin,

Wish this e-mail receives you well.

It was a pleasure to be trained by both of you. The Certified Sales Professional training programme has
definately refined our sales skills. Thanks for all your guidance. The experience will always be cherished.
Looking forward to the results of our training and the exams.

Thanks and Best Regards,

Pooja
UT Sell Real Estate Broker

Dear Nigel,

Kindly accept my sincere thanks for one of the most valuable four days in my career life , that was very
professional , to the point ,and most important it was not boring at all at any stage I enjoyed every minute.

Thank you again and wish you all success.

Regards,

Mohamed R. Hegazi
Director of Sales
Damac Properties Co. LLC

Dear Nigel,

It was a great pleasure to attend your training course with Colin. I learned a great deal and have already
began applying the tools that you've taught us. I have spread the news about your training, so be prepared to
get a few more trainees!

Cheers,

Sara Hoodicoff
Sales Consultant, Open Sales
Better Homes LLC

Dear Nigel,

It is always a pleasure to see you. I would never forget my mother, my father and none of my teachers. I still
remember first day I went to school (primary school) the place where I was too much afraid of. I can still
feel her kiss (my teacher) on my face and her happiness when I had done my homework; just I have to close
my eyes for a second…….. I still remember everything and I won’t forget.

After we finished that four days course and we left the class I was very sad, I just wanted to cry like a little
child, tear where in my eyes……

I didn’t just learn sales & real estate profession from you. I learned experience.

This Thursday when I saw you & Colin’s happiness it reminds me my primary school when I had my
homework done.

Times passes & seconds won’t wait for us. And I carry all of my experience and memorial with myself
along with each and every second. You weight too much on this bag at my back.

Always a simple word says most meaningful sentences: Thanks for everything.

Your beloved student,

Vali
Habtoor Homes