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Successfully closing a sale and negotiating the best outcome for the business is a key skill for all salespeople, and often an area that is overlooked. Investing in this skill will have a positive impact on interactions with customers, both new and existing, and lead to improved sales performance. Whilst understanding how to reach a conclusion with a customer faster means increased efficiency and more time to invest in sourcing new business. We have developed this programme to be practical, fun and interactive. Participants will learn proven techniques for influencing, persuading and negotiating with clients, gain increased confidence and clarity when reviewing contract terms and prices, and understand how to structure and manage sales negotiation and contract review meetings. This course will help participants: Learn a structured and proven approach to the negotiation of contract terms Apply the key principles of negotiation, playing the person and the problem Create a contract negotiation strategy - from opening to close Recognize and put to use proven negotiation tactics and techniques Learn how to embrace conflict positively - to 'say no, then negotiate' Plan and prepare for any commercial negotiation conversations Understand the stages of negotiation and how to move through them 1 Closing and negotiating from a position of personal power The eight steps of a sales or commercial negotiation Ten ways to resist price pressure How to draw on sources of power when you have less authority The six principles of influence and persuasion and how to use them 2 Effective negotiation - planning and theory How to plan and structure your negotiation for a successful and quick conclusion Influence: knowing how to 'push or pull' to win an argument Achieving a BATNA - a range of practical skills and techniques Case study: planning for a client negotiation around contract or price issues 3 Effective closing and negotiation - practice and reality Higher-level questioning techniques to investigate and solve problems Listening to lead - active listening and structuring your conversation The most common 'unforced' negotiation mistakes and errors Case study: setting objectives, sources of value, trading concessions 4 Sales negotiation tactics and playing the game How high - how hard - how soon; why now How to identify hidden or perceived currencies and values How to use these to establish a higher base price Negotiation best-practice checklist and summary

In today's fast-moving competitive environment, sales are often made or lost on the strength of a telephone conversation or a brief email. This means that not only is customer service everyone's responsibility - so is sales. Customer service staff are failing the customer if they don't think about sales. And sales staff are failing customers if they don't think about service. And anyone failing a customer is failing both themselves and their employer. Too often, customer service staff feel neither capable nor empowered to recognise or capitalise upon a sales opportunity. Too often, sales people pursue the short-term opportunity at the expense of the bigger picture. The good news is - it doesn't have to be this way! Sales and customer service skills can be acquired, developed and polished just like any other skill. This tried-and-tested programme shows you how to do it. As a result of this course, participants will be able to: Take control of a customer conversation, with confidence Refresh and polish their customer service and sales performance Recognise and develop a sales opportunity Engage the customer and build rapport Identify a customer's needs Match the customer's needs to the organisation's products or services Handle objections confidently Ask for the order At the end of the workshop each participant will have developed their own action plan for developing and using their skills in the workplace. 1 Introduction Course overview, objectives and introductions 2 Serving or selling? Feelings and attitudes - How we can affect the outcome by our feelings and behaviour What is selling? - Selling is helping people to buy, identifying the opportunities that exist within the conversation to develop the customer's interest in our products or services 3 Developing the right skills Communication- The impact of body language, voice tone and words- How to make the best impression on the customer and create a 'buying environment' Rapport-building- What makes a good working relationship?- What do customers look for when they call us?- How can we match their expectations in terms of our own interpersonal skills? Relating to different types of people by identifying and matching their communication style on the telephone 4 Making it easy for the customer Starting it right- Opening the conversation positively- Building rapport- How to develop interest in our products or services Gaining and clarifying information- Questioning skills and questioning style- What do we need to know from the customer?- How can we use that information in the conversation? Active listening- The most under-rated skill of all- Picking up on the 'Golden Moments' when a customer shows they may be interested Presenting information confidently- Knowing the benefits of our products or services- How to tell the customer what they need to know in order to enable them to buy Closing on a positive note- When and how to ask for commitment Dealing with the customer's objections and concerns in a positive manner 5 Course summary and action plans Review of main learning points Presentation of personal action plans

Bad news - people don't buy your product. Better news - they don't buy anyone else's product either. Best news - they do buy what a product gives them, whether it be removing 'pain' or giving 'pleasure'. So what a challenge it is that every single person buys your product for a slightly different reason! What's the secret to selling in that sort of sales environment? This programme provides a great roadmap. This course will help participants: Build rapport with authenticity Use open questions, listening and summary to properly understand the prospect Use 'impact' questions to 'stack the pain' of remaining with the status quo Convert features into personalised benefits that reflect stated needs Handle objections with calm confidence Identify buying signals Close effectively Convey credible urgency centred on the prospect's - not the salesperson's - interests 1 What makes a customer buy any product? Moving towards 'pleasure' Moving away from 'pain' Robert Cialdini's Psychology of Influence - buying motives Understanding what your product does for customers Why there is never a 'one size fits all' approach What are the real 'unique selling points' and why the salesperson is the real 'USP' At what point does the customer emotionally buy your product? 2 Getting past gatekeepers What gatekeepers' motivations are How to make them your friend rather than your enemy How to make your call harder to block than to put through How to control the gatekeeper with questions, not answers Using Cialdini's 'reciprocity' law to get put through more often Practical exercise in which the trainer poses as gatekeeper 3 Questioning and listening skills How to use open questions to get the customer talking What questions to avoid and why How to 'stack the pain' of the status quo with 'impact questions' Practical 'pain stacking' exercise in pairs What listening is and what it isn't Question funnelling - how to earn deeper disclosure through probing Practical funnelling exercise in pairs The power of summary 4 How to create tailored benefits and not 'dive into solution' What is 'diving into solution'? Examples and analogies Why it is to be avoided Practical exercise in pairs - how it feels to have solutions offered up too early How to avoid 'feature-dumping' What is 'value selling'? How to create tailored benefits How to convert product features into benefits How to deal with the prospect's competitor allegiance 5 Handling objections and testing the water How to overcome the price objection by selling value Common objections the participants encounter and answers that work The objections salespeople carry in their own heads The 'A-C-E' objection-handling model How to uncover objections When - and when not - to trial close 6 Closing skills Why salespeople often close too early How to identify buying signals How to use urgency with skill and effectiveness Four killer closing techniques that work How to avoid buying the product back by careless post-sale talk How to ask for referrals for your product How to 'farm' the account for future opportunities 7 Wrap-up Key learnings from each participant Individual action planning - steps that can and will be implemented in the workplace

Duration 3 Days 18 CPD hours This course is intended for This course is designed for project leaders, scrum masters, coaches, product owners, and team members who intend on taking the PMI-ACP© exam. Overview Upon successful completion of this course, you will know: ? Agile principles and practices that will enhance team productivity and improve customer satisfaction ? How to create transparent communication among stakeholders ? How to manage project's scope, schedule and budget in an Agile environment ? How to maximize business value and deliver most value early in the project ? How to build high-performing team ? How to plan at multiple levels and manage stakeholders' expectations ? How to detect, track and resolve risks in an Agile project This course provides participants with a solid foundation of the PMI-ACP© exam. Participants will be introduced to PMI Agile concepts and practices. Introduction to the PMI-ACP© Course and ExamAgile Principles and Mindset Agile project Management Framework: ? What is Agility ? Agile Manifesto ? Agile Principles ? Agile Methodologies: Scrum, Kanban, Extreme programming (XP), Lean ? Agile leadership ? Agile process overview Value-Driven Delivery What is Value-driven delivery, how to deliver value early and minimize waste Assessing Value - Return on Investment (ROI), net present value (NPV), Internal rate of return (IRR), earned value management, managing risk Value Based prioritization ? Customer-Valued prioritization, prioritization schemes (Kano analysis, MoSCoW, relative prioritization / ranking Delivering incrementally ? Minimal Viable Product (MVP), Minimal marketable Feature (MMF), Work In progress (WIP), WIP Limits, Bottlenecks, Cumulative Flow Diagram (CFD) Contracting in Agile projects Verification and validation Stakeholder Engagement Identifying project stakeholders Managing stakeholder engagement Establishing a shared vision ? Agile chartering, Definition of 'Done' (DoD), Agile modelling, wireframes, personas Communication Management ? face to face communication, two-way communication, knowledge sharing, information radiators, social media Working collaboratively ? workshops, brainstorming, collaboration games Interpersonal skills for Agile success ? emotional intelligence, active listening, facilitation, negotiation, conflict resolution, participatory decision making Team Performance Agile team roles High-performing Agile teams ? stages of team development Adaptive leadership Creating collaborative team spaces ? co-located teams, osmotic communication, distributed teams Tracking team performance in Agile teams ? burn charts, velocity Adaptive Planning Defining adaptive planning Principles of Agile planning Tools for sizing and estimating Releases and Iterations planning Problem Detection ?nd Resolution How problems impact a project Detecting problems ? lead time and cycle time, defects, variance analysis, trend analysis, control limits Managing projects threats and issues ? risk-adjusted backlog, risk severity, risk burndown graphs Solving problems Continuous Improvement Multiple levels of improvement ? processes, product, people Implementing continuous process improvement ? process tailoring, systems thinking, process analysis, value stream mapping, project pre-mortems Working towards continuous product improvement ? product feedback loops and learning cycle Leading continuous people improvement ? retrospectives, team self-assessments PMI-ACP© Exam Preparation PMI-ACP© Exam Particulars Overview PMI-ACP© Exam Particulars PMI-ACP© Candidate Requirements PMI-ACP© Candidate Fees PMI-ACP© Exam Application Process

Duration 2 Days 12 CPD hours Overview Lead the transformation to Business Agility with SAFe Become a Lean-Agile Leader Understand customer needs with Design Thinking Enable Agile Product Delivery Implement Lean Portfolio Management During this two-day course, attendees gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework© (SAFe©) and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps.Participants in the class gain insights into mastering Business Agility in order to thrive in the competitive market. They discuss how to establish team and technical agility and organize and re-organize around the flow of value. They also learn and practice the skills for supporting and executing PI Planning events and coordinating multiple Agile Release Trains (ARTs). Participants in the class explore the importance of adopting a customer-centric mindset and design thinking approach to agile product delivery. Learners also develop an understanding for implementing a Lean Portfolio Management function in their enterprise. During this two-day course, attendees gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework (SAFe) and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps. Participants in the class gain insights into mastering Business Agility in order to thrive in the competitive market. They discuss how to establish team and technical agility and organize and re-organize around the flow of value. They also learn and practice the skills for supporting and executing PI Planning events and coordinating multiple Agile Release Trains (ARTs). Participants in the class explore the importance of adopting a customer-centric mindset and design thinking approach to agile product delivery. Learners also develop an understanding for implementing a Lean Portfolio Management function in their enterprise.

Generating new leads and new business can be both time-consuming and frustrating. It's not easy - it takes skill, careful preparation and the creation of effective models and methods, even perhaps using formal approaches and scripts. Once generated, a new lead or enquiry must also be carefully managed to maximise the potential revenue it can generate. But it's crucial to get it right. If your company can afford not to worry about getting new business - congratulations! If your company is completely confident that it is performing at peak potential in generating new leads - again, congratulations! But if your company is working in the real world, couldn't your team do with some help, to become even just that little bit more effective, to make the process just that little less painful? This highly practical, intensive workshop gives sales teams the proven strategies and tactics they need to build a sustainable new business pipeline. This course will help participants: Develop a clear and consistent process for new business development and lead-generation Master the secret of effective new business development and lead-generation - 'only sell the appointment or next stage of the sales process, not your product or service' Set and achieve the right level of new business development and lead-generation activity to achieve your personal and organisational sales goals Apply the key principles of effective prospecting and pipeline management using a proven toolkit and approach Overcome the most common 'put-offs' when conducting telephone or face-to-face business-development and lead-generation activities Develop an engaging telephone voice and manner - and a 'networking personality' Qualify potential opportunities with more accuracy on a consistent basis Prioritise opportunities and manage their time when sourcing new business Discover online sources of leads, contacts and referrals Overcome psychological blocks to cold or warm calling - theirs and the client's Identify potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Make outbound sales or appointment calls with improved confidence, control and results Improve the conversion of calls to appointments by using more effective questions and sales messages Get past gatekeepers and assistants more effectively Make the most of your CRM software and systems 1 Online marketing - what works! Workshop overview and learning objectives Choosing your social media channels LinkedIn for sales and marketing Designing and implementing an effective new business email campaign online Creating a lead-generation strategy online - with case studies Avoiding common mistakes in social media marketing Case study: 'Best practice in social media sales and marketing' Using blogs and video-based marketing (eg, YouTube) New trends and how to keep your finger on the 'social media' pulse Twenty essential websites and online marketing tools 2 Making appointments by telephone Planning the call, telephone techniques, integrating with email and online marketing Developing a clear and consistent process to appointment-making Setting and achieving the right level of telephone activity to achieve your appointment goals Applying the key principles of effective prospecting and pipeline management generation, using a proven toolkit and approach Overcoming the most common 'put-offs' to seeing or engaging with you Overcoming psychological blocks to cold or warm calling - yours and the client's Identifying potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Making outbound sales or appointment calls with improved confidence, control and results Improving conversion of calls to appointments by using more effective questions and sales messages The five keys to developing an engaging telephone voice and approaching manner 3 Power networking Strategies for networking and B2B referral-based marketing The importance, and different types, of networking How to work a room - preparation and strategy Communication dynamics in networking - the power of the listening networker Assumptions when networking Business networking etiquette Making connections, asking for cards, contact details and referrals, gaining follow-up commitments Building relationships - follow-up and follow-through 4 Developing new leads Strategies for first-time sales calls Gaining rapport and opening first-time and new business sales calls effectively Advanced consultative selling - questioning techniques to quickly and efficiently uncover opportunities, need areas and preferences Presenting your solution to a new or first-time customer - creating an enthusiastic and compelling personalised and persuasive summary of your proposal Value message - differentiate your solutions clearly and accurately, with tailored value statements Presenting the right initial USPs, features and benefits and making them relevant and real to the customer Smart ways to position price, emphasise value and be a strong player without being the cheapest or leading on price Learn and use advanced techniques to determine customer needs, value and decision-making criteria in depth on a first-time call 5 Organised persistence - CRM and prospect-tracking Organised persistence - sales tracking, following up on 'sleeping' customers, gaining referrals, time and territory management Maintaining a good database for maximising new business ROI Developing a contact strategy with different types and levels of contact Analysing your contact base using state-of-the-art software and tools Making the most of your CRM systems and solutions Understanding that your attitude makes a difference when sourcing new business Setting SMART objectives for new business development and lead-generation Practical exercise - setting personal development and business goals Time management tips to improve daily productivity New business pipeline management strategies for peak sales performance 6 Workshop summary and close Practical exercise - developing your new business action plan Review and feedback

Take your sales people from average to high performance. Motivate and develop experienced sales professionals with some new insights and learning. Applying NLP principles, techniques and models, this workshop will introduce the core attitudes and behaviours that differentiate the excellent sales person from the average one. The programme will help participants: Understand and adopt the mindset and beliefs needed for sales excellence Build rapport and connect with buyers at a deeper and more personal level Recognise some of the thinking and language patterns that make each individual unique Ask powerful questions to further understand the unique world of the individual and how they make decisions Apply tools and techniques to empathise with clients - seeing things from their perspectives Tailor their sales approach to the individual buyer's style, and talk in their language Influence with integrity and sell to organisations and individuals successfully 1 Introduction Aims and objectives of the programme Personal introductions and objectives Workshop overview 2 An introduction to NLP and sales excellence with NLP An overview of NLP and applying it to selling The pillars of NLP The NLP model of communication The difference that makes the difference 3 Building enhanced rapport Defining rapport and why it is important when selling Going beyond the initial small talk Building relationships with individual decision-makers Matching and mirroring Levels of rapport 4 Understanding the buyer's personal buying map How we take in, filter and process information How we judge others based on our own experiences of the world The different ways in which we communicate when selling Recognising and understanding the language and thinking patterns of others Adapting your sales communication style to different buyers 5 Making sense of the buying process How we filter information through our senses Understanding how we see, hear and experience the world Visual, auditory and kinaesthetic buyers Listening for key insights What different buyers want from you to help them to buy Applying sensory awareness to the sales process 6 Successful sales mindset The connection between thoughts and actions The sales beliefs of excellence Identifying negative thoughts and beliefs that are holding you back How to change your mindset Adopting the sales beliefs of excellence 7 Powerful questions Reviewing and honing your questioning skills Understanding the questions that great sales people ask Avoiding assumptions Clean language questions Getting to the bottom of it - precision questions Turbo-charging how you qualify 8 Influencing with integrity Understanding empathy Stepping into the buyer's shoes Speaking the buyer's language Tailoring your sales approach to the individual Match, pace, lead - how to take your buyer with you 9 Putting it all together Personal learning summary and action plans

Duration 2 Days 12 CPD hours This course is intended for - Every organization who has invested in the training of their development team in Scrum and/ or Agile - Process owners - Process managers - Employees and managers responsible for designing, reengineering or improving processes - Consultants guiding their clients through process improvement initiatives - Anyone responsible for: Managing process-related requirements Ensuring the efficiency and effectiveness of processes Maximizing the value of processes Overview -The learning objectives for CAPO include an understanding of: Basic Agile and Agile Service Management concepts Process owner role and responsibilities Managing and prioritizing a process backlog Creating and utilizing user stories Collaborating with process stake holders and other process owners Overseeing Agile process design and improvement activities Managing organizational change activities Monitoring and measuring process performance Conducting process reviews and identifying improvements This course provides guidance into the process Owner responsibilities so they can describe what they are doing as a process and provides the education needed to oversee the design, re-engineering and improvement of IT Service Management (ITSM) processes; particularly in the context of Agile Service Management. Students learn how to apply Scrum practices to Process Owner responsibilities and use Agile and Lean principles and practices to put in place ?just enough? process and how to continually align process performance with overall business goals. This course prepares you for the Certified Agile Process Owner (CAPO)© certification. Please contact the center for outline details Additional course details: Nexus Humans Certified Agile Process Owner (DevOps Institute) training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the Certified Agile Process Owner (DevOps Institute) course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

The aim of this course is to provide an overview of Agile approaches to product development. It explains what Agile is and when and why to use it. The scope of the programme includes: The course emphasises the collaborative nature of Agile and the flexibility it offers to customers. The principal training objectives for this programme are to help participants understand: Why and when to use Agile How to use Agile The roles involved in Agile development The cultural factors to take into account How to manage Agile developments 1 Introduction (Course sponsor and trainer) Why this programme has been developed Review of participants' needs and objectives 2 Background to Agile Issues with traditional approaches to product development How Agile helps Roots of Agile Agile lifecycles Product v project 3 How Agile works The Agile Manifesto Agile principles Process control: defined v empirical Different Agile methods The Scrum framework DSDM Atern 4 Managing Agile When to use Agile Managing Agile projects Team organisation 5 Agile techniques Daily stand-ups User stories Estimating MoSCoW prioritisation 6 Course review and action planning (Course sponsor present) Are there opportunities to use Agile? What actions should be implemented to adopt Agile? Conclusion

Agility has become a prized business attribute. Although Agile methods were once most associated with software development, they are now applied in a host of different areas. Agile continues to find new applications because it is primarily an attitude. This programme delivers a solid grounding in both the Agile mindset and Agile methods. It covers three methods, illustrates the benefits of each and shows how they can be integrated. It includes practical techniques as well as background knowledge. By the end of the session, participants will be able to: Apply Agile concepts to self-manage their work Understand the roles people take on in Agile teams Use a variety of techniques to help deliver customer satisfaction Focus on delivering against priorities Employ a range of estimating techniques 1 Introduction Overview of the programme Review of participants' needs and objectives 2 The basics of Agile What makes Agile different Agile Manifesto and Principles Using feedback to deliver what is needed 3 Agile teams Multi-disciplinary teams Team size and empowerment Agile values 4 Agile at the team level - Scrum Scrum roles Scrum 'events' Scrum 'artifacts' 5 Agile for teams juggling multiple demands - Kanban Taking control of the work Improving throughput Dealing with bottlenecks 6 Agile in projects - AgilePM The phases of an Agile project Managing change requests Delivering on time 7 Estimating T-shirt / Pebble sizing Yesterday's weather Planning poker 8 Pick 'n' mix - some useful techniques The daily stand-up User stories Retrospectives Work-in-process limits Burndown charts Minimum viable product A / B testing 9 Review and action planning Identify actions to be implemented individually Conclusion