(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

Executive summary

Sales Engagement

This program suits companies worldwide and is designed to be quickly and easily incorporated into your current business framework. It challenges traditional sales training methods by helping leaders take a fresh and practical look at how to be more effective across the enterprise and create a culture of purpose-driven sales.

Traditional sales methodologies cannot adapt to the changing business landscape, where clients seek partners that can deliver not just products but strategic outcomes and solutions that align with their long-term goals. It underscores the need for a sales approach that is considered, client-focused, and adaptable to the complex and rapidly evolving market dynamics and particularly the changing demographic of buyers.

To do this successfully, you need a simple, repeatable process and a single, universal metric that shows the entire organisation your ‘Right-to-Win©’ on any given bedrock deal so that you can allocate your resources where they are most effective.

History

The traditional landscape of corporate sales was dominated by methodologies rooted in aggressive tactics, focusing predominantly on closing deals rapidly and fostering the archetype of the ‘hero’ salesperson. This approach exalted the individual achiever, creating environments where the success of sales efforts was often attributed to the prowess and persuasive capabilities of singular talents rather than a cohesive team strategy. Such methodologies heavily relied on high-pressure tactics, aiming to secure quick wins rather than nurturing long-term client relationships. Training programs from this era reflected these priorities, concentrating on developing aggressive selling skills, mastering the art of the pitch, and overcoming objections to close deals at all costs. This period was characterised by a significant informational asymmetry, where customers, having limited access to independent information, were largely dependent on sales representatives for insights, product knowledge, and solutions. Armed with superior information, the salesperson acted as the gatekeeper, influencing customer decisions significantly. However, this model often led to transactional relationships, prioritising short-term gains over sustainable customer value and loyalty.

Current Position

Despite the transformative shifts in market dynamics and customer behaviour, many organisations still cling to remnants of these outdated sales practices. The current sales environment is starkly different; products and services have rapidly evolved, becoming more complex and integrated into the client’s business frameworks. However, the evolution in sales methodologies has lagged, with many teams still employing strategies that prioritise selling over engaging. In an era where customers are exceptionally well-informed, having easy access to a plethora of data, reviews, and competitive comparisons, the old sales playbook is less effective.

Customers today expect sales representatives to understand their business intimately, recognise the nuances of their market and align solutions precisely to their strategic and operational priorities. However, there’s a prevailing disconnect, as sales strategies often do not mirror this shift, continuing to treat sales engagements as opportunities to push products rather than as platforms to build meaningful, consultative relationships attuned to the client’s specific needs and contexts.

The current way of selling is fundamentally flawed due to several pervasive issues within the sales industry. These challenges include:

A Short-Term View: The industry’s focus on 12-month targets encourages a narrow perspective that overlooks long-term client outcomes and strategic imperatives. This approach results in sales strategies disconnected from the evolving needs of clients and the market. This implies that sales strategies have a beginning, middle and end; this is incorrect. Sales strategies must be a continuum with client and company outcomes in the centre.

The “Hero”: The misconception that individual “hero” salespeople can single-handedly drive success leads to a culture that overvalues short-term wins and undervalues planning, team collaboration, and process adherence.

Relationship Only Selling: A reliance on personal relationships over substantial, value-driven client engagements. While relationships are important, they must be grounded in credibility and a deep understanding of the client’s business needs and goals to be effective.

An Opportunistic Mentality: Salespeople who focus exclusively on immediate opportunities without considering the client’s broader goa