Advanced Selling Skills

As products and services become more alike the real competitive edge lies in the skill of those dealing with customers. Advanced Selling Skills takes selling skills to a more advanced level.


In a competitive situation, every minor aspect of selling becomes more important. As products and services become more alike, or can answer the same needs in different w

ays, it is the sales process that makes the difference. As we seek to build differentiators in our propositions, we must seek to build differentiators in our sales force.Bad products/services sold well will always, in the medium/long-term, beat good products sold badly.

This course provides advanced skills to ensure the maximum opportunity for a competitive edge in the sales force.

Who Should Attend
Those who have attended good sales training in the last two years.

2 Days

Advanced Selling Skills – Course Objectives

Participants will learn:

  • the key elements of advanced selling
  • how to ask delicate questions without offending the other person’s ego or obtaining ‘lies’
  • how to change priorities through a powerful questioning sequence
  • to use listening skills to obtain all the information, including that which the other person did not intend to give
  • how to improve their Non Verbal Communication skills and read the NVC of others in the sales environment
  • how to build on the skills to present benefits in a face-to-face situation
  • how to modify the presentation to meet varying personal and business needs
  • how to handle objections/reservations in a ‘low key’ professional manner without ‘sounding like a parrot.’


Advanced Selling Skills – Course Outline

Changes In Selling
Defining the changes in selling
The future of ‘selling’
Being perceived as business partners

Advanced Questioning
Key questioning concepts
Asking delicate questions
Changing the priorities through questioning
Uncovering latent needs
Converting agreed ‘needs’ into priority actions
Building personalised sequences
Alternative prefaces for difficult questions and uncovering confidential data
Protecting the other person’s ego
Handling questions in a way that takes the sales process forward
How to obtain information that the other person did not intend to give

Non-Verbal Communication
Why is NVC important?
NVC causes
NVC considerations
Understanding the components, pitfalls and effects of NVC
Recognising NVC patterns – deceit, openness, stress, indecision and boredom
Controlling our own NVC and developing
An effective personal style
NVC in the sales process

Advanced Presentation Skills
Understanding the personal motivation of buyers
Matching the personal needs of the other person
Revision of presentation concepts (benefit sequence, trial closing)
Using ‘personal benefits’
When not to use personal benefits
Polishing presentations

Advanced Objection/Reservation Handling Techniques
Understanding the underlying causes
How are objections vocalised
Pre-handling objections
The L.A.I.D.-back® approach to handling objections and reservations in a professional low-key manner
Variations on objection handling for different situations/people
Combining different objection handling techniques
Developing an effective personal style
Building personalised sequences/statements

What is Coaching?

Coaching involves someone experienced in a particular skill transmitting knowledge relating to the skill on an individual person-to-person basis.  Often it consists of a demonstration followed by the trainee imitating exactly what the coach has done.

The instruction is immediate, direct and the coach is seen to be taking a personal interest in the trainee.  Account may be taken of the trainee’s specific needs and the pace of coaching can be varied to suit the trainee’s capacity to absorb information.


Coaching is effectively informal.  Trainees progressively attain higher levels of skill.  Simple tasks are demonstrated first, then more complicated tasks after the simple ones have been mastered.  The trainee is intimately involved in the learning process and the coach is available to remedy mistakes on the spot as they occur.  Accordingly, to praise behaviour you want repeated.

A trainee can repeat difficult operations, ask questions and gradually gains confidence as the coaching proceeds.  Against these benefits are the difficulties that firstly, a demonstration is wasted if the trainee fails to focus at crucial moments, so the entire demonstration has to be repeated and secondly, an incompetent coach will coach on incorrect working methods.  A parallel approach is for the trainee to learn things independently and then be questioned by the coach.  This helps expose gaps in the trainee’s knowledge but may damage his/her self-confidence.  A congenial rapport between trainee and coach should exist therefore, before attempting successful coaching.

Coaching offers a dynamic, future orientated employee centred approach.


The G.R.O.W. model of coaching:

  • Clear, attainable yet challenging goals.
  • A clear exploration of the situation as it is now – to raise awareness of present reality.
  • Careful identification and subsequent evaluation of all things the individual might do to improve the situation – the options.
  • A decision about what he/she will

For an employee development programme to be sustainable, much of it as possible should be self-directed by the trainee.  Only by building an environment where people take responsibility for their own learning can one hope to create the momentum you need.



Discipline & Reprimand

Discipline and Reprimand is fraught with pitfalls for the unwary. Handled well, disciplinary procedures can benefit all.


Discipline originally meant “to judge by correct standards.” Today the quantity of employment legislation has had a dramatic impact on disciplinary procedures. What a manager/team leader may consider to be flexible or compassion may inadvertently lead the organisation into an expensive course of action. Breaches of employment law and disciplinary procedures may be inadvertently created. Precedents may be inadvertently created. Done properly, the use of disciplinary procedures and skills are an effective part of the manager’s/team leader’s armoury. They help to define standards and bring hidden problems to the surface. Reprimand skills can quickly correct undesirable behaviour without loss of motivation.

In this practical and continually updated course, participants will learn the key skills and how to avoid common and expensive errors.

Who Should Attend
All Managers, Team Leaders and Supervisors involved in carrying out reprimands and disciplinary meetings. Even experienced participants will find this valuable as a refresher and for additional skills.



1 Day: Full Discipline and Reprimand Course

Discipline and Reprimand – Course Objectives

Participants will learn:

    • the role, value and characteristics of reprimand and disciplinary procedures
    • the rationale, structure and components of good disciplinary procedures. They will also learn the risks attached to apparent leniency
    • the structure of a disciplinary procedure and meeting. They will learn how to avoid common errors
    • how to handle instant dismissal for gross negligence
    • how to handle reprimands for minor issues.


Discipline and Reprimand – Course Outline

What Is Discipline?
Difference between discipline and reprimand
The role of ACAS and industrial tribunals

Rules & Procedures
Common errors and pitfalls
Company rules and disciplinary procedures
Changes in rules and procedures through practise
ACAS recommendations

Disciplinary Structure
Preparation for the meeting
The correct environment
Opening the meeting
Stating the ‘offence’
Handling their comments
Closing the meeting
Following up the meeting
Common errors
The stages of a disciplinary procedure

Immediate Dismissal
The conditions required
The instant dismissal meeting

The stages of a reprimand
The training element in a reprimand
Reprimand style – how to reprimand
Common errors & pitfalls