How to regain control over the sales process

New Motivations has been supporting organizations in the development of employees, leaders, and teams since 1996, focusing on solutions that work in practice. They work with organizations in a way that ensures change is visible in daily operations, not just at the declarative level. They engage in team processes, organize work methods, and help people grasp context more quickly, make decisions, and take responsibility for results. Instead of one-off actions, they build solutions that remain within the company and start to function without ongoing external support.

The training organizes sales in a way that considers real customer decisions and how the purchasing process looks today. Participants work on specific sales situations, learning to understand what drives customer decisions and how to influence them, rather than just reacting to objections. The program combines the Challenger approach with decision psychology and sales practice.

For sales managers, salespeople, and those responsible for sales results in B2B and B2C who want to organize their approach and increase effectiveness in working with clients.

• Understanding how the decision-making process of customers has changed and what it means for sales.
• Developing skills in conducting conversations that influence customer thinking.
• Strengthening competencies in handling objections, pricing, and the decision-making process.
• Organizing sales activities based on data, psychology, and customer experience.

Benefits for the organization

• Increased effectiveness of sales activities through better understanding of customer decision-making mechanisms.
• Improved team efficiency by utilizing sales psychology and tools based on behavioral economics.
• Better management of the sales process and building competitive advantages based on conscious strategies.

Benefits for the participant

• Understanding the impact of behavioral economics and social psychology on purchasing decisions in B2B and B2C.
• Utilizing mental traps, cognitive biases, and emotional psychology in consultative selling and price defense.
• Gaining practical tools and learning strategies for dealing with customer resistance, product competition, and price pressure.
• Ability to build unique selling propositions and consciously manage the sales funnel and customer purchasing process.
• Development of sales effectiveness, optimization of activities using AI, and increasing team efficiency.

The Biggest Sales Challenges of the 21st Century

• Customer decision variability, information overload, emotional decisions in B2B and B2C.
• The impact of new technologies (AI, automation) on consultative selling.
• Why old sales models are no longer sufficient?

Introduction to the Challenger Model, an effective sales model backed by research

• Three key competencies of the Challenger:
• Teaching – building a new perspective for the Client.
• Tailoring – identifying the economic drivers of the client.
• Controlling – assertiveness and control of the sales process.
• Three areas of authority: competence, credibility, likability.
• Exercise "Business Cards": building authority in practice.

Why Aren't Your Customers Buying?

• The most common customer objections and how to defuse them.
• Controlling, Teaching, and Tailoring as the trio of Challenger tools for dealing with price reductions.
• Psychology of resistance – understanding the client's decision-making process.
• How to design the sales process: from funnel to CRM and developing sales competencies.

Mature Selling: from Theory to Practice

• Psychology of price defense and creating value in the offer.
• Behavioral Selling: heuristics, framing, cognitive biases in sales practice.
• How to use AI to support consultative selling – best implementation practices for salespeople.
• Generations in sales: how they react differently to consultative techniques and AI.

Implementation and Consolidation

• Implementation plan: 30–60–90 days + change metrics.
• AI as an assistant: preparing questions, arguments, analyzing situations, and Q&A (prompting, neutral language).
• Leader's checklist: critical conversations and closing agreements.

12 hours

• 2 workshops (2 x 6 hours)
• training materials
• training facilitation
• training needs assessment
• personalized certificate in pdf
• online evaluation survey
• summary report from surveys