Duration
Two days of core training, inside a three to six month engagement. A first engagement typically runs six to eight weeks from diagnosis to rollout.
By the time the phone rings, the buyer has a shortlist and a rough price in mind.
Selling Excellently™, our ten-module B2B sales method, for technology, SaaS and industrial sales cycles. Onsite across Bengaluru, or live online.
Or call +91 88062 88042
Our Bengaluru clients include 42Gears, Chipedge, Alternicq, Ametex, Innoneur IT Ventures and JRC Projects.
When Alternicq came to us they were precise about the problem. Their sales team had become price-givers: the people a customer called when they wanted a number, rather than the people shaping how the customer thought about the decision before price came up.
That is a discovery and conviction problem, not a closing problem, and it is a pattern we see repeatedly in technical and industrial sales, where specialists are pulled into a deal late, after a shortlist already exists.
The work with their team is specific to that: asking the questions that surface what a customer actually values before presenting anything, and building a case that convinces rather than quotes.
Called when a customer wanted a number.
In the conversation before price comes up, asking what the customer values and building a case that convinces.
A live engagement rather than a completed result. We describe what was asked for and what is being worked on, not an outcome we cannot yet evidence.
Selling Excellently™ is our method for complex B2B selling: ten modules covering the full arc of a deal, from creating opportunities through to closing and holding the account. Here it is weighted to discovery, requirement shaping and business case construction.
Two days of core training, inside a three to six month engagement. A first engagement typically runs six to eight weeks from diagnosis to rollout.
Onsite across Bengaluru, live online, or blended.
English.
Typically 12 to 20.
A certified Selling Excellently™ trainer.
A team customers call when they are deciding what to buy, not only when they want a price.
Deals won on the business case rather than on the lowest number.
Less discount conceded just to stay in the running.
Customers call your team when they want a price, not when they are deciding what to buy.
Your technical people are brought into deals late, after a shortlist exists.
Deals stall after a strong technical evaluation and nobody can say why.
Your team discounts at quarter end and nobody calls it a pattern.
The person who loves your product has no budget authority, and that keeps being discovered late.
Bengaluru was an engineering and research city before it was a software one. Hindustan Aeronautics arrived in 1940, followed by BEL, HMT and later ISRO, and global names including Boeing have since built engineering and avionics operations here. Multinational technology operations followed from the mid 1980s, and Infosys and Wipro scaled from here.
It is now the country’s largest global capability centre base, 487 centres and about 29% of India’s total, alongside product and SaaS companies, a substantial biotechnology sector, and an industrial base around Peenya, Bommasandra and Electronic City that is easily overlooked in a city known for software.
Both halves share a long, considered buying process. A team engaging only once a requirement is formal is engaging too late in either one.
Nothing here suggests a lack of effort. Response times are good, quotes go out fast, and the team is doing what the customer asked.
The difficulty is that answering a priced question accurately confirms your place in the process. A supplier who arrives when the requirement is already written competes on terms somebody else set, usually the competitor who was in the account first. The commercial outcome is a discount, and it is visible every quarter end.
The alternative is not better closing. It is earlier entry and a different first conversation.
In your last ten opportunities, did your team help define the requirement, or receive it?
Pipeline review against outcomes, stage conversion, and at what point in the buyer’s process your opportunities actually begin.
Sales Diagnostics →Changing what a pipeline review asks, so entry point and discovery are inspected.
Manager Coaching →Live coaching and AI-based practice, which matters where teams grow and turn over quickly.
Reinforcement →
Opportunities where the requirement was influenced before it was formalised.
Quotes issued without a documented discovery conversation.
Opportunities where budget authority was identified before the demo.
Stage conversion, with the stalling stage isolated.
Discount conceded against list, by quarter-end week.
Win rate against named competitors.
Baselined before the programme begins. Targets agreed in writing.
Straight answers, including the ones where we tell you to buy elsewhere.
Yes. The gap between the enthusiast and the budget holder shows up at every deal size. A five-person company selling to a twenty-person company still has a buying committee, even if it is informal.
A refresh assumes the team knows what to do and needs reminding. A diagnosis starts from the position that we do not yet know where the gap is, and it is rarely where the team assumes.
Yes, and Alternicq is that case. The pattern is the same in both halves of this city: specialists brought in late, after a shortlist exists.
Yes, and in technical sales we usually recommend it. The solution engineer often holds more credibility with the buyer than the account executive.
What is the first question your team asks when a buyer requests a quote?
How much of last quarter’s discount was conceded in the final two weeks?
If those are uncomfortable to answer, twenty minutes on the phone is a reasonable place to start. If the gap is not capability, we will say so.
Book a 20-Minute Diagnostic CallYou tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales training in Bengaluru for engineering and technology teams that customers call only when they want a price. We train your team to shape how the buyer thinks about the decision before price comes up, so deals are won on the business case, not the lowest number.
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