Consalia offers two routes to gaining a Post Graduate Masters in Sales Transformation. One programme is for sales leaders, the other for sales professionals involved in selling complex solutions. These are unique programmes. They focus on applying world-class, leading-edge thinking and expertise in leadership and sales to participants’ transformation goals in their own organisations. The Masters programmes provide organisations with the first opportunity to offer academic recognition to their sales leaders and salespeople for their sales experience and excellence in a work environment. Both programmes are totally focused on sales roles and based on proven practices for performance improvement and real-world learning.
linearity forecasting sales execution c o m p e t e n c e alumni conversion g o v e r n a n c e MSc vision projects win relevance planning V alues pipeline productivity territory management pipeline velocity motivation b e n c h m arki n g understanding procurement skills predict empowerment benchmarking r e c o g n itio n selling internally “C” Suite Selling o pportunity m an a g e m e n t agent for change pipeline shape succession planning c r a c k i n g t h e in d u str y code demand generation handling hig h p e r f o f r m e r s profe f f s si o n a l a ccreditation cost o f s a l e sales incentive tr a n s f o f r m ati o n a l work- based thought leadership action research potential risk analysis innovation velocity behaviour process ROI attrition talent career ar t analytics cadence negotiation insight collaboration coach mobilise resources simplify compliance Time science design Masters creativity solution Programme - Tactful Audacity - Proactive Creativity - Client C e nt r icity - A u t h enticity - Simplicity - Sales Professional Sales Leaders - Vision - The Desire To B e The Best - Empowerment - Potential - Consalia Masters relationship management h provocative f l ti hi t sale s e x e c u t i o n value proposition journey account planning c o m m ercial strategy prospecting n incubate ideas mission team selling mindset value challenge MSc Sales Leadership; Sales; & Key Account Transformation PROFESSIONAL PRACTICE
Transcript
linearityforecasting
sales execution
competence
alumni
conversion
gove
rnance
MSc
vision
projects
win
relevance
planning
Values
pipeline
productivityterritory management
pipeline velocity
motivation
benchmarking
understanding procurementsk
ills
predict
empowermentbenchmarking
recognition
selling internally
“C” S
uite S
elling
opportunity management
agent for change
pipeline shape
succession planning
cracking the industry code
demand generation
handling high perfoff rmer
s
profeff
ssion
alacc
redita
tion
cost of sale
sales incentive
transfof rmational
work-based
thought leadershipaction research
potential
risk analysisinnovation
velocitybehaviour
process
ROI
attrition
talent
career artanalytics
cadence
negotiation
insight
collaboration
coach
predict
mobiliseresources
simplify
compliance
Time
sciencedesign
Mas
ters
creativity
solution
Programme - Tactfu
l Audacity -
Proactive Creativity
- Client Centr
icity
- A
uthenticity - Simplicity - Sales Professional Sales Leaders - Vision - The Desire To B e The Best - Em
The first opportunity for organisations to offer academic recognition to individuals for their experience and expertise within the workplace.
Post Graduate Certification, Diploma and Masters level accreditation.
Awarded by Middlesex University
Contents
About Consalia & Middlesex UniversityOur heritage
Sustained Learning EffectivenessEmbedding the change
Introducing the MastersMasters Overview
Programme BenefitsYou and your organisation
MSc in Key Account TransformationTowards key account mastery
MSc in Leading Sales TransformationTowards sales leadership mastery
MSc in Sales TransformationToward sales mastery
The Masters Life-CycleA cohesive learning journey
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Academic RecognitionYour professional qualification
Transformational ThinkingWhat’s the point of reflection?
Student and Sponsor TestimonyWhat people are saying
Module DescriptorsCompulsory modules
Module DescriptorsElective modules
Consalia Sales AcademiesBuilding a world-class sales organisation
New Standards of ProfessionalismGenesis and Alumni
Route to Diploma
Route to Certification
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www.consalia.com
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.
The Institute for Work Based Learning at Middlesex University is internationally recognised for innovation and expertise 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
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 International Journal of Sales Transformation. CEO, Dr Philip Squire is a Trustee of the Association of Professional Sales.
About Consalia & Middlesex University
p.2
OUR HERITAGE
www.consalia.com
Despite an annual global training spend stretching into the hundreds of billions, sustained behavioural change in the work place is still difficult to achieve.
The American Society for Training and Development (ASTD) propose that as much as 70% of training expenditure could potentially be wasted by improper follow-up. In the UK alone for example, this would represent around £35bn.
Learning Led Personal Transformation
Consalia and Middlesex University’s Post Graduate Certification, Diploma and Masterslevel programmes are designed to embed sustained behavioural change and performance uplift. The programmes blend real-world working with leading-edge learning techniques (such as Reflective Practice, Action Research,
Appreciative Inquiry, Peer Group Coachingetc.) to embed and drive continual improvement in sales performance.
Throughout the programme, students place themselves at the centre of their own work-based enquiries, evidencing the output of learning via work-based written assignments. Academic credit (and progression through the programme) can only be attained through the evidence of applied learning. This process therefore enables both the sponsor and student to measure / benchmark the financial and business impacts of the programme.
Equipped with the tools, capabilities and support mechanisms, student learning is continually reinforced along a personally relevant and cohesive learning journey that places personal transformation at the heart of performance uplift and organisational change.
Sustained Learning Effectiveness
p.3
EMBEDDING THE CHANGE
www.consalia.com
Where learning takes place
– Preparation– Learning event– Follow up
How organisations traditionally invest
– Preparation– Learning event– Follow up
25%25%50%
10%85%5%
Dr Brent Peterson, The American Society for Training and Development (ASTD)
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
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.
Introducing the Masters
p.4
MASTERS OVERVIEW
www.consalia.com
Relevance:
–
–
Time:
–
–
Value:
–
–
–
Innovation:
–
–
Individual & organisational relevance as projects are work based.The 1st work-based masters designed by Sales for sales.
Work Based Learning (WBL) means time out of the office in minimised.In-house programmes mean you aren’t tied to university semesters.
Validated key account process and performance improvement.Motivate & retain top talent / reduced attrition rates.Enables organisations to measure the benefits of learning.
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.
The Organisation
–
–
–
––
The Individual
–
–
–
–
–
Attract, develop and retain top leadership talent.Improve succession planning and organisational stability.Optimise sales productivity and predictability.Encourage thought leadershipMeasure the outputs.
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.
Programme Benefits
p.5
YOU AND YOUR ORGANISATION
www.consalia.com
Key customers increasingly expect their suppliers to know how they work and to co-create 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.
Until now, organisations have had to choose between generic KAM programmes or expensive one-off university-enabled programmes. Now there is an opportunity for KAMs to gain a Masters qualification totally centred on their own unique world. KAM roles and priorities can vary dramatically.
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 energising their organisations to deliver on behalf of these critical customers. Cracking the Code of Sales – managing the business of selling allows KAMs to connect their vision, account strategy and performance management system in an integrative and transformational way.
MSc in Key Account Transformation
p.6
TOWARDS KEY ACCOUNT MASTERY
www.consalia.com
(Man
aging
your
self)
Yo
ur p
erso
nal j
ourn
ey;
w
here
you
hav
e co
me
fr
om
Yo
ur p
rofe
ssio
nal
jo
urne
y; th
e w
ay
forw
ard
A
ctio
n pl
an fo
r th
e
futu
re
W
hat
will
be
its v
alue
to
you
r pr
ofes
sion
– – – –
Wor
k Ba
sed
Proj
ect
(Man
aging
your
self)
In
trod
uctio
n to
the
pr
ogra
mm
e
In
trod
uctio
n to
tr
ansf
orm
atio
n
R
efle
ctiv
e Pr
actic
e
M
inds
ets
for
KAM
lead
ersh
ip
Pr
iorit
ising
my
time
A
ctio
n R
esea
rch
&
App
reci
ativ
e In
quir
y
– – – – – – 20C
redi
ts
Wor
k Ba
sed
Proj
ect
Elec
tive
Mod
ule
2Elec
tive
Mod
ule
3Pl
anning
you
r pro
fess
iona
lde
velo
pmen
t
3 d
ay W
ork
sho
p2
day
Wo
rksh
op
2 d
ay W
ork
sho
p2
day
Wo
rksh
op
1 d
ay W
ork
sho
p
(Man
aging
your
self)
In
trod
uctio
n to
the
pr
ogra
mm
e
In
trod
uctio
n to
tr
ansf
orm
atio
n
R
efle
ctiv
e Pr
actic
e
M
inds
ets
for
KAM
lead
ersh
ip
Pr
iorit
ising
my
time
A
ctio
n R
esea
rch
&
App
reci
ativ
e In
quir
y
– – – – – –
A c
hoice
from
two
of si
x, 20
cre
dit m
odules
20C
redi
ts
Wor
k Ba
sed
Proj
ect
20C
redi
ts
Wor
k Ba
sed
Proj
ect
20C
redi
ts
Wor
k Ba
sed
Proj
ect
Think
ing
inno
vativ
ely
abou
t Ke
y A
ccou
nt M
anag
emen
t
‘Key
Acc
ount
orc
hest
ratio
n’ :
Tra
nsfo
rmin
g th
e in
tern
al,
cust
omer
and
exe
cutiv
e co
nver
satio
n ar
ound
a k
ey a
ccou
nt
orch
estr
atio
n pl
an.
‘Adv
ance
d ne
gotia
tion’
: B
est
prac
tice
proc
urem
ent
and
nego
tiatio
n in
sight
s co
mbi
ned
to t
rans
form
neg
otia
tions
.
‘Bui
ldin
g co
mpe
lling
fina
ncia
l val
ue’
: Bu
ildin
g w
inni
ng v
alue
pr
opos
ition
s ar
ound
clie
nts’
finan
cial
prio
ritie
s fo
r pr
ojec
ts.
‘Lea
ding
col
labo
rativ
e ch
ange
’ :
Und
erst
andi
ng c
olla
bora
-tio
n an
d tr
ansf
orm
atio
nal c
hang
e fo
r m
atur
ed le
ader
ship
.
‘Cra
ckin
g th
e co
de :
Man
agin
g th
e bu
sines
s of
sel
ling’
:
Dev
elop
ing
the
man
agem
ent
syst
em t
o ba
lanc
e in
nova
tion
and
exec
utio
n to
ach
ieve
pre
dict
able
gro
wth
.
‘Coa
chin
g fo
r sa
les
tran
sfor
mat
ion’
: M
aste
rings
influ
ence
w
ithou
t au
thor
ity –
coa
chin
g fo
r ac
coun
t tr
ansf
orm
atio
n.
Winning
at K
ey A
ccou
ntM
anag
amen
t
10C
redi
ts
30C
redi
ts60
Cre
dits
‘Adv
ance
Pra
ctiti
oner
’ :
Dev
elop
ing
one’
s sk
ills
in d
esig
ning
, re
sear
ch a
nd in
quir
y m
etho
dolo
gies
cul
min
atin
g in
a ‘F
inal
W
ork
Base
d Pr
ojec
t’ pr
opos
al.
‘Fin
al W
ork
Base
d Pr
ojec
t’ :
Diss
erta
tion
expl
orin
g / c
ritic
ally
di
scus
sing
one’
s tr
ansf
orm
ed w
ork
prac
tice;
dem
onst
ratin
g sk
ills
/ kno
wle
dge
acqu
ired
and
the
impa
ct o
f app
lied
lear
ning
s.
p.7
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.
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
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.
MSc in Leading Sales Transformation
p.8www.consalia.com
TOWARDS SALES LEADERSHIP MASTERY
(Dev
elopin
g you
rself)
Yo
ur p
erso
nal jo
urne
y;
whe
re y
ou h
ave
com
e
from
Yo
ur p
rofe
ssio
nal
jo
urne
y; th
e w
ay
forw
ard
Ac
tion
plan
for t
he
futu
re
W
hat w
ill be
its v
alue
to
you
r pro
fess
ion
– – – –
Wor
k Bas
edPr
oject
(Man
aging
the
busin
ess)
U
nder
stand
ing
your
mar
ket e
nviro
nmen
t
D
rivin
g ac
coun
t /
terr
itory
plan
ning
Ac
hiev
ing
targ
ets w
ith
linea
rity
& pr
edict
abilit
y
M
anag
ing
pipe
line
an
d fo
reca
st
M
anag
ing
disc
iplin
ed
sa
les e
xecu
tion
– – – – – 20C
redit
s
Wor
k Bas
edPr
oject
Electi
ve M
odule
1Ele
ctive
Mod
ule 2
Plann
ing yo
ur p
rofes
siona
lde
velop
men
t
3 d
ay W
ork
sho
p2
day
Wo
rksh
op
2 d
ay W
ork
sho
p2
day
Wo
rksh
op
1 d
ay W
ork
sho
p
(Man
aging
your
self)
In
trodu
ctio
n to
the
pr
ogra
mm
e
In
trodu
ctio
n to
tra
nsfo
rmat
ion
Re
flect
ive P
ract
ice
M
inds
ets f
or sa
les
lea
ders
hip
Pr
iorit
ising
my
time
Ac
tion
Rese
arch
&
Appr
eciat
ive In
quiry
– – – – – –
A ch
oice
from
two
of si
x, 20
cred
it mod
ules
20C
redit
s
Wor
k Bas
edPr
oject
20C
redit
s
Wor
k Bas
edPr
oject
20C
redit
s
Wor
k Bas
edPr
oject
Think
ing In
nova
tively
abou
t sale
s lea
dersh
ipC
rack
ing th
e co
de: m
anag
ing th
e bu
sines
s of s
elling
10C
redit
s
30C
redit
s60
Cre
dits
‘Adv
ance
Pra
ctiti
oner
’ : D
evelo
ping
one
’s sk
ills in
des
ignin
g, re
sear
ch a
nd in
quiry
met
hodo
logie
s cul
min
atin
g in
a ‘F
inal
Wor
k Ba
sed
Proj
ect’
prop
osal.
‘Fina
l Wor
k Ba
sed
Proj
ect’
: D
isser
tatio
n ex
plor
ing
/ crit
ically
di
scus
sing
one’s
tran
sform
ed w
ork
prac
tice;
dem
onstr
atin
g sk
ills /
know
ledge
acq
uire
d an
d th
e im
pact
of a
pplie
d lea
rnin
gs.
‘Lead
ing
colla
bora
tive
chan
ge’ :
Und
ersta
ndin
g co
llabo
ra-
tion
and
trans
form
atio
nal c
hang
e fo
r mat
ured
lead
ersh
ip.
‘Coa
chin
g fo
r sale
s tra
nsfo
rmat
ion’
: M
aste
rings
influ
ence
w
ithou
t aut
horit
y –
coac
hing
for a
ccou
nt tr
ansfo
rmat
ion.
‘Adv
ance
d ne
gotia
tion’
: Be
st pr
actic
e pr
ocur
emen
t and
ne
gotia
tion
insig
hts c
ombi
ned
to tr
ansfo
rm n
egot
iatio
ns.
‘Bui
ldin
g co
mpe
lling
finan
cial v
alue’
: Bu
ildin
g w
inni
ng v
alue
prop
ositi
ons a
roun
d cli
ents’
fina
ncial
prio
rities
for p
rojec
ts.
‘Sales
Ena
blem
ent’
: In
the
cont
ext o
f cha
ngin
g bu
sines
s &
mar
ket s
ituat
ions
, driv
ing
strat
egy
thro
ugh
to e
xecu
tion.
‘Adv
ance
d Sa
les O
pera
tions
’ : A
nalyt
ics, O
D a
nd c
usto
mer
led
dev
elopm
ent f
or e
nhan
ced
syste
ms a
nd to
ols.
‘Sales
Talen
t Man
agem
ent’
: In
tegr
ated
per
spec
tive
on
talen
t rec
ruitm
ent,
deve
lopm
ent a
nd su
cces
sion
plan
ning
.
p.9
TOWARDS SALES MASTERY
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.
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 not had the opportunity, in a structured way, to review and hone their professional practice. 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.
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.
The ‘pillars’ (as seen on the next page) reflect the key attributes required of great salespeople.
MSc in Sales Transformation
p.10www.consalia.com
(Dev
elop
ing
your
self)
Yo
ur p
erso
nal j
ourn
ey;
w
here
you
hav
e co
me
fr
om
Yo
ur p
rofe
ssio
nal
jo
urne
y; th
e w
ay
forw
ard
A
ctio
n pl
an fo
r th
e
futu
re
W
hat
will
be
its v
alue
to
you
r pr
ofes
sion
– – – –
Wor
k Ba
sed
Proj
ect
(Man
aging
othe
rs)
Se
lling
inte
rnal
ly a
nd
ex
tern
ally
via
Sel
ling
M
inds
ets
Tr
ansf
orm
ing
the
sale
-
gene
ratin
g st
rate
gic
cl
ient
insig
hts
D
evel
opin
g W
inni
ng
Valu
e Pr
opos
ition
s
Tr
ansf
orm
ing
the
in
tern
al c
onve
rsat
ion
–
beco
min
g sa
vvy
in
inte
rnal
influ
enci
ng
– – – – 20C
redi
ts
Wor
k Ba
sed
Proj
ect
Elec
tive
Mod
ule
1Elec
tive
Mod
ule
2Pl
anning
you
r pro
fess
iona
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(Man
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trod
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ansf
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efle
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inds
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s
Pr
iorit
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my
time
A
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n R
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e In
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– – – – – –
A c
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odules
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inno
vativ
ely
abou
t sale
sM
obilis
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s
10C
redi
ts
30C
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ts60
Cre
dits
‘Adv
ance
Pra
ctiti
oner
’ :
Dev
elop
ing
one’
s sk
ills
in d
esig
ning
, re
sear
ch a
nd in
quir
y m
etho
dolo
gies
cul
min
atin
g in
a ‘F
inal
W
ork
Base
d Pr
ojec
t’ pr
opos
al.
‘Fin
al W
ork
Base
d Pr
ojec
t’ :
Diss
erta
tion
expl
orin
g / c
ritic
ally
di
scus
sing
one’
s tr
ansf
orm
ed w
ork
prac
tice;
dem
onst
ratin
g sk
ills
/ kno
wle
dge
acqu
ired
and
the
impa
ct o
f app
lied
lear
ning
s.
‘Pro
fess
iona
l Sel
ling
Skill
s’ :
Ena
blin
g in
stin
ctiv
e sa
les
peop
le
to b
ecom
e st
ruct
ured
and
effe
ctiv
e fo
r th
e ne
w e
ra u
sing
a se
ries
of t
ools
and
mod
els.
‘Ent
erpr
ise S
olut
ion
Selli
ng’
: En
gagi
ng s
enio
r le
vel d
ecisi
on
mak
ers
in r
elev
ant
and
effe
ctiv
e co
nver
satio
ns.
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ilisin
g re
sour
ces’
: E
nrol
ling
the
orga
nisa
tion
to m
ake
its t
angi
ble
and
inta
ngib
le a
sset
s w
ork
for
the
cust
omer
.
‘Adv
ance
d ne
gotia
tion’
: B
est
prac
tice
proc
urem
ent
and
nego
tiatio
n in
sight
s co
mbi
ned
to t
rans
form
neg
otia
tions
.
‘Bui
ldin
g co
mpe
lling
fina
ncia
l val
ue’
: Bu
ildin
g w
inni
ng v
alue
pr
opos
ition
s ar
ound
clie
nts’
finan
cial
prio
ritie
s fo
r pr
ojec
ts.
‘Win
ning
Val
ue P
ropo
sitio
n’ :
Und
erst
andi
ng y
our
cust
omer
s’ cu
stom
er a
nd c
reat
ing
win
the
mes
to
succ
eed.
p.11
MO
DU
LE 6
MO
DU
LE 7
MO
DU
LE 3
MODULE 4 MODULE 5
MODULE 1
MO
DU
LE 2
p.12www.consalia.com
The Masters Life-cycle
Workshop Delivery
Project Proposal
Proposal Feedback
Action Learning Sets
Presentation
Project Submission
Project Feedback
Symbol Key
Midx – Workshop
Midx – Project Proposal
Midx – vvProject Submission
Workshop Delivery
Project Proposal
Proposal Feedback
Action Learning Sets
Presentation
Project Submission
Project Feedback
A COHESIVE LEARNING JOURNEY
“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.”
Vice President, Strategic Sales Engagements, ATOS. (Student whilst at HP)
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.
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 academic award is made by Middlesex University. A less intense Post Graduate 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
Academic Recognition
p.13
YOUR PROFESSIONAL QUALIFICATION
www.consalia.com
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.
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’.
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.
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
ideas will emerge; ideas designed to improve key account performance.
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.
An Enlightened Community
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.
Transformational Thinking
WHAT’S THE POINT OF REFLECTION?
www.consalia.com p.14
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
“Our overall ambition is that we build the best sales and marketing organisation on the planet. We think Consalia are the right way to go about doing that”
Vice President, Global Sales & Marketing Operations
“The richness of the Masters programme comes from the world-class quality of the content, and the platform it provides for reflective practice. For me it was both inspiring and personally transformational, it changed my career.”
Vice President and Global Corporate Business Manager
“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. 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 Sales Academy, with Consalia very much at the heart of our future ambitions for growth.”
Sales Director Indirect Division
“I’ve seen a very noticeable change – a transformation towards deeper reflection and a more strategic approach. My sponsee now looks at business issues from a more holistic point of view. It’s wonderful to see that students are such great advocates for the programme despite the considerable investment in time and effort; a real testament to the programme itself.”
Cracking the code : Managing the business of selling
Mobilising Resources
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–
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–
– –
Compulsory Modules Module Description
Introduction to the programmeIntroduction to transformationReflective practiceDefining KAM and the mindsets for its leadershipPrioritising my timeAction Research and Appreciative Inquiry
Defining successful KAMSelling Mindsets – driving KAM performanceKAM value insights to drive growthHarnessing innovation via creative thinking modelsStrategic positioning and optimising the value propositionDeveloping a Winning Key Account Plan
Developing a robust Sales Management SystemMindsets and vision to drive transformationAligning coaching, cadence and measurement to objectives and resultsEmpowering sales through ensuring accountability stays with them
Selling internally and externally via the Selling MindsetsTransforming the sale - generating strategic client insightsDeveloping Winning Value PropositionsTransforming the internal conversation – becoming savvy in internal influencing
www.consalia.com p.18
Module Descriptors
S.L M
ScS.
MSc
KAM
MSc
ELECTIVE MODULES
www.consalia.com p.19
Leading Collaborative Change
Coaching for SalesTransformation
Winning Value Propositions
Advanced Negotiation
Building Compelling Financial Value
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Elective Modules Module Description
Understanding transformational changeProactive stakeholder managementBuilding the team and setting directionModelling leadership behavioursDeveloping and coaching the team
Definition and benefits of coaching sales teamsCoaching excellence via aligning mindsets, skills and processListening, questioning and feedbackDeveloping your coaching presence & energyManaging your coaching time
Selling Mindsets as a transformational leverSmart intelligence gatheringCreative solution development - 3rd Box Thinking and Solution Development MatrixWinning Commercial Strategy
Getting into the mind of ProcurementPositioning your propositionLeveraging relationships & progressive trustPersuasion optionsNegotiation process and planning
Understanding the financial framework and terminologyCompany and project valuation approachesCapital budgeting and KPIsTypical C-Level financial KPIsUnderstanding the Winning Financial proposition
p.20www.consalia.com
Module Descriptors
ELECTIVE MODULES
S.L M
ScS.
MSc
KAM
MSc
Professional Selling Skills
Enterprise Solution Selling
Sales Enablement
Advanced Negotiation
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–
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–
Elective Modules Module Description
Selling mindsets to change the conversationStrategic customer insightsCreative value proposition developmentMessaging for impactEffective sales cycle management
Aligning selling strategy and enterprise business driversSelling into the enterprise environmentExecutive conversationsHigh impact communications / presentationsDeveloping sales strategies and action plans
Development of an enablement strategyThe transforming internal and external environment - implications for sales enablementMeasuring enablement performanceAnalysis of key sales enablement needsLearning and development & use of technologies & systems to underpin transformation
Maturity modelling of sales operationsDeveloping a Sales Strategy – driving towards “great”Diagnosing the current statePerformance analytics and successful management by key metricsSales system and tool development for successful deployment
p.21www.consalia.com
Module Descriptors
Elective Modules Module Description
ELECTIVE MODULES
Sales Talent Management
Key Account Orchestration
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–
–
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Elective Modules Module Description
The new selling environment - implications for talent managementTalent management strategic frameworkEvaluating performance and potential in a sales environmentSuccessfully managing the full talent cycle in sales and its leadership Performance management and development
Role of the KAM as orchestratorSelling Mindsets – implications for account orchestrationTransforming the internal and customer conversations Executive conversations Development of key account orchestration plan
S.L M
ScS.
MSc
KAM
MSc
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
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.
Consalia Sales Academies
BUILDING A WORLD CLASS SALES ACADEMY
www.consalia.com p22
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.
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 theworkplace. Evidence of learning is provided through work based projects, each of which
BUILDING A WORLD CLASS SALES ACADEMY
www.consalia.com p.23
New Standards of Professionalism
GENESIS AND ALUMNI
Alumni
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.
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.
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.
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.
