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Essential strategies for winning,defending and growing keyaccount business7 CPD hoursCoursecode0826Level FoundationDuration1 dayVenues and datesLondon201106October201215February11June10OctoberPrice£550+ VATCIM Member price£495+ VATWhat's includedTuition, course materials,lunch and refreshmentsRelated coursesßKey Account Management (p108)ßBusiness NegotiationSkills (p106)Moredatesandtobookonlinewww.cim.co.uk/0826Overview This workshop covers the essential knowledgeneeded to select the right key accounts in whichto invest your resources. It identifies the optimalstrategies through which key business can bewon, protected and grown, and enablesdevelopment of a strategic plan of action for implementation by all who interface with the keyaccount.Benefits to you and your company You will form a clear understanding of the stepsneeded to protect and grow your key business.You will also learn how to successfully target andwin new key customers. You will clearlyunderstand your strengths and weaknesses inservicing the account and be able to planeffective internal and external strategies, andsales action plans.Your organisation will have a better-directed salesresource that can develop and protectrelationships with key accounts and, as aconsequence, increase key account profitability. Who this course is for New and experienced account managers whowant to evolve a proactive structured approach tomaximising business from their major customers.Also sales managers and directors who wish toevolve their team's approach for effective keyaccount development. What you will learn ßDescribe the precise nature of relationshipdesired with your key accounts.ßDefine the position which will differentiate yourproposition from your competition and protectlong-term business.ßChoose and develop the strategy relevant toachieving the desired relationship.ßAnalyse the business of the key account toidentify further selling opportunities.ßSelect true key accounts and analyse realaccount potential.ßCreate strategically linked benefits.ßCreate a deliverable internal and externalstrategy.ßBuild the KAM delivery team.ßProvide value-based solutions.ßDevelop a plan with defined actions andresponsibilities.Learning approachThe training course is designed around the keyaccount management strategies and the keyaccount planning system. Delegates will begiven opportunity to apply the planning systemon one of their key accounts to create an actionplan to move the account forward, and review acase study as a group exercise.How to Develop Your Key AccountsSelecting and developing the right distribution channels formaximum impact7 CPD hoursCoursecode0750Level FoundationDuration1 dayVenues and datesLondon201126October 201206March 11SeptemberPrice£550+ VATCIM Member price£495+ VATWhat's includedTuition, course materials,lunch and refreshmentsRelated coursesßChannel Management(p109)ßSales Management Skills(p108)Moredatesandtobookonlinewww.cim.co.uk/0750Overview The selection and motivation of appropriatedistribution channels are key factors to thesuccess and profitability of the partnershipbetween principal and distributor. They need towork together within a complex environment, gainmutual understanding and learn how to avoidconflict. This course provides delegates with anopportunity to explore ways of improving themanagement of distributors by establishing andmaintaining a successful partnership.Benefits to you and your company Delegates will benefit from gaining a fullunderstanding of how the effective selection,management and motivation of their channelpartners will improve their personal and businessperformance. They will also begin to take a moreconfident and structured approach to their roleand be able to promote and gain widerrecognition of their function internally. With a better managed, more motivated andappropriate distributor channel, organisations will become more profitable through improvedbusiness performance. Senior management can feel confident that those with responsibilityfor distributors will have a rigorous selectionprocess in place and will be proactivelymanaging them with resultant improvements in margins and performance.Who this course is forAnyone in a sales or marketing function who is responsible for selecting and managingdistributor relationships who needs to developtheir role and methods.What you will learn ßImprove distributor selection criteria.ßUse a formal process to select and appointdistributors.ßEvaluate distributor performance.ßMotivate distributors to promote and focus onyour products or services.ßUse information to understand the problems ofdistributors and find effective solutions toimprove the working relationship.ßManage and motivate distributors to improveperformance.ßPlan joint marketing and promotionalprogrammes.ßRun training sessions for distributor staff.Learning approachA very participative course, including a mixture ofsyndicate sessions and other interactivemethods. Delegates will have the opportunity tounderstand how their existing distributor salescompare to 'best practice'.Introduction to Selling through DistributorsSales104Training bookings and advice +44 (0)1628 427200

Win competitive bids through effectiveplanning and presentation techniquesOverview This workshop will give you the skills toconfidently seek and respond to competitivetenders of all types, from a two page quotation toa tender issued under European Union guidelinesand the e-sourcing process.Benefits to you and your company You will be able to assess tenders and invitationsand develop persuasive responses that addressthe needs and requirements of the brief. You willdevelop your understanding of what a good bidmanager needs to do and improve your skills inwriting tender responses and presentations todeliver a clear message. Your organisation will be equipped with the skillsnecessary to identify competitive tenderingopportunities and respond effectively, to winbusiness and deliver profit.Who this course is forThose who are involved in the preparation andpresentation of responses to requests for tender.This may include SME business owners or anymanagers, sales and account staff.What you will learn ßWhy companies fail to get on the tender listand how you can ensure you succeed.ßHow to make a good impression at the firstcontact - written or face-to-face.ßWhat skills are important at the various stagesof the tendering process. ßWhy you need to focus on solutions andbenefits to achieve success.ßHow to develop a clear message for thereader/audience.ßHow to write and deliver a persuasive andengaging tender document and presentation.Learning approachThe teaching style is relaxed and participativeusing guided and group discussion, individualplanning worksheets, short written exercises andgroup role-plays.Competitive Tendering SkillsBook onlinewww.cim.co.uk 105Sales7 CPD hoursCoursecode0968Level FoundationDuration1 dayVenues and datesLondon201122September201201March01OctoberPrice£550+ VATCIM Member price£495+ VATWhat's includedTuition, course materials,lunch and refreshmentsRelated coursesßAdvanced SellingTechniques (p106)ßStrategic Sales PlanningMasterclass (p110)Moredatesandtobookonlinewww.cim.co.uk/0968SalesInvestmentIndexIn association withThe Sales Investment Index is a newbenchmark index designed specificallyfor commercial and sales leaders inmajor, international organisations.Launched in 2011, it will be conductedannually to help build insight into thetrends and driving forces facing salesfunctions and their leaders, exploring:ßBenchmark data on sales organisations- headcount size and allocation,remuneration, sales budgets, channelmodels and sales organisation structureßReview of the strategic choices made inresponse to the 2008/09 economicdownturn - what changes were made toheadcount, customer mix, channelstrategy and pricing/propositions; whywere these changes made; and did theydeliver the desired impactßFuture priorities and the focus of the salesagenda over the next three years - 'planning for growth'ßSales leaders' confidence assessment -prospects and challenges over the next 12 monthsVisit www.global-benchmark.com/sii for more information.A new annual benchmark ofsales investment, operations and strategic choices