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Sidebar Navigation Certification Programs Why Certify? Sales Management Sales Management Sales Training Key Account Management Negotiation Skills Presentation Skills Sales Management:TNT Telephone Skills: Selling Management Training

CSP: Selling Dynamix: Part I CSP: Selling Dynamix: Part II CMP: Management Skills I CMP: Management Skills II CMP: Management Skills III

Leadership Development Project Management Performance Reviews Performance Management Solutions Personal Development Cross-Cultural Communication Motivation and Teambuilding Time and Self-Management Basic Business Writing Skills Customer Service

Leadership Development I Leadership Development II Leadership Development III

"You're Welcome" Telephone Skills: Service Telephone Skills: Selling Backward Planning Custom Programs Team Building Speaking Engagements

“You’re Welcome” (External) “You’re Welcome Too” (Internal)

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Header Navigation Homepage Sun Learning Systems, the Middle East’s foremost training company that focuses on Sales with a distinct emphasis on the Management of Sales and the Management of the Management of Sales – and what happens after the sale is made. By introducing “Sales Production Management” throughout your organization Sun Learning Systems will help you make bigger, better and more profitable sales. More importantly, you will be around for the long haul by building a strong, loyal customer base. Stop wasting your training dollars on run-of-the-mill training programs that leave you and your staff to fall back into the rut a week or two after the “3-day” training course. “The lunch was good though.” Unfortunately the impact on your organization lasts for about as long as a good meal does. We are in it for the long haul……ARE YOU? Company Profile Essentially we are about you; the customer. We are very much about your needs and requirements and most importantly, we are about your bottom line. Sun Learning Systems is about increasing your company’s sales effectiveness and efficiency by giving you the skills, self and sales management systems and tools to do so. We do not claim to be at the cutting edge of “high-tech;” do not have an armory of buzz words like “bullet proof systems” but we are hands-on, practical and operate in the “Real World.” – We get to know your business and the challenges your people face before we tackle the task of training them. Need Philosophy Staff From About Us Nigel Fann – CEO and Principal Trainer Nigel has been involved in sales, customer service and management training for the past twenty three years. During this time He has developed an in-depth understanding of different organizational cultures, their developmental needs and a feeling for people, especially sales people. In this niche market, he has no peers. From Consultants Nigel has been involved in sales and customer service and management training for the past twenty years. During this time he has developed an in-depth understanding of what works and what does not work, especially when it comes to training sales people. His first efforts at training were for his own staff at an animal feed manufacturing company in South Africa. He had a sales force of about ninety people who had a good technical knowledge of the products but little interpersonal or sales skills. When he could not find a suitable training company to do the work, he set about learning the business of training and doing it himself.

In 1987 Nigel joined a training consultancy with the understanding that if he was to have a positive effect on the sales people that he trained, he had to first understand their business. While the techniques and skills generally remain the same it is “understanding the business” that allows one to get into the peoples minds and convince them that the techniques will work for them. Over the next few years he worked with many organisations and those that allowed him to first get to know their business, generally had success and those that did not, got a fleeting “feel good” sensation. Two of the successes where with the Premier Milling Group, a large milling company and SA Vision Care, the local distributor of Bausch and Lomb optical products. In 1996, the Professional Sales Association of South Africa recognized Nigel for his contribution to the development of sales people. Nigel has a very good grasp of business in the Gulf and Middle East and has the ability to adapt to the different cultures and people in the region. United Arab Shipping Company with headquarters in Kuwait and branches throughout the Gulf – London, Singapore and New Jersey, has chosen Nigel to design and implement a certification program for their staff in sales and customer service over a period of one year. This program has now been extended to include all branch managers and sales managers. Nigel holds a BBA in Human Resource Development and an MBA in Sales and Marketing. Contact Us

Contact Information

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Contact Information for Sun Learning Systems USA Office Email: Click here to e-mail Phone: (919) 573 1866 Fax: (919) 573 6026 Suite 100 3737 Glenwood Ave. Raleigh NC 27612 United Arab Emirates: Middle East Office Email: Click here to e-mail Phone: +971 4 331 3213 Fax: +971 4 332 8860 P.O. Box 73973 New AddY??? 15th Floor, Crowne Plaza Commercial Tower, Sheikh Zayed Road

Dubai - United Arab Emirates

Sidebar Navigation Certification Programs Why Certify? ?????? Get and modify copy from CSP, ICPM Sales Certifications CSP: Selling Dynamix: Part I 1. Selling Dynamix: Part I • • • • • •

What's the secret behind Consultative Selling? You'll learn to qualify prospects in order to focus on high probability prospects and not waste time with low probability prospects. You'll start listening and stop rambling on about things that don’t interest your prospects. You'll stop "pushing for the sale" and start doing business with people based on mutual trust and respect. You'll become a “consultant,” a specialist, who your prospects and customers will look up to. Consultative Selling helps you feel good about yourself, because you are helping your clients get what they want – you are doing things for and with them and not to them. Consultative Selling offers you the tools to make it happen, now!

Learning Objectives Participants will be able to: •

Practice all the soft skills that are needed to be a professional salesperson (Key Competencies as laid down by the Canadian Professional Sales Association).

Topics • • • • • • • • • •

Introduction and Objectives Four Stages of Learning Power of Confidence Communication Response Styles Communication & Behaviour Model Consultative Selling Opening the Call Diagnostic Technique Correct Order

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Product Knowledge Presenting the Solution Handling Objections Closing Total Structure Follow-up Action Plan Research Work and Presentation (Homework Assignment)

Duration The workshop runs over three days. Learning Method Learning is facilitated through individual and group exercises as well as role plays. CSP: Selling Dynamix: Part II 2. Selling Dynamix: Part II Why Sales Productivity Management? • • • • • •

You’ll stop wondering why some salespeople perform better than others who don’t seem to work as hard. You’ll learn to direct your sales efforts in the most productive direction. You’ll learn how much sales effort is needed to achieve your sales budgets and targets. You’ll become one of the very few salespeople who do not run around chasing their “tails,” but will be working in a systematic, highly productive manner. You’ll learn that selling is not only an art – but very much a “science” as well. Sales Productivity Management is for sales managers and salespeople who want to make an impact now and tomorrow

Learning Objectives Participants will be able to: •

Employ all the hard skills necessary to be a professional salesperson (Key Competencies as laid down by the Canadian Professional Sales Association)

Topics • • • • • • • • • •

Introduction and Objectives Sales Processes and Sales Results Understanding Sales Productivity Management – Planning to Meet Objectives The Sales Productivity Cube The Six Stages of Account Management Account Penetration The Decision Making Process Zero Based Planning and Budgeting Time Availability Adapting the SPM Model to your particular situation

• • • •

Key Performance Areas Fundamental Building Blocks Advantages of SPM Thinking Personal Plan of Action

Duration The workshop runs over three days. Learning Method Learning is facilitated through individual and group exercises as well as role plays.

Management Certifications CERTIFIED MANAGER PROGRAM

Get Trained

Get Certified

Why Management Certification? • • • • •

Validates management competency Demonstrates personal commitment Establishes professional credibility Facilitates talent development for succession Sets quality standards for management

How to Get Certified? Get Trained •

Application, Training& Study

Get Certified •

Assessment & Feedback

Get Recognised •

Recognition & Lifelong Learning

Get Recognised!

CMP: Management Skills I Management Skills I: Foundations of Management • • • • • • •

Management Fundamentals Ethics & social responsibility Managing Diversity Communication Management Information Systems Economic systems Business Law

CMP: Management Skills II Management Skills II: Planning and Organising • • • • • • • •

Formulating Strategy Operations Management Project Management Decision Making Empowerment & Delegation Team Management Coaching and Feedback Human Resource Management

CMP: Management Skills III Management Skills III: Leading and Controlling • • • • • • • • •

Leadership Skills & Style Motivation Managing Change Conflict Change Time & Self-Management Operations Control Quality Management Financial Management Managing Skills

CM Assessment Exams • • • • •

Three 2-hour, closed book exams 100 multiple choice questions Computer-based exams Exams scheduled “on demand” Results reported in detailed feedback letters

Training Products include: • •

CM study manuals ICPM’s Online learning center

Sales Management Certifications ???????????????

Sales Training Key Account Management 3. Key Account Management Is Key Account Management a selling task? Is it a team effort, or even more than that is it a businesswide effort. Major clients want more than a sales-buyer interface and the want more than a traditional salesperson managing the relationships.

Learning Objectives Participants will be able to: •

Implement 21st Century Key Account Management

Topics • • • • • • •

Defining Key Account Management and deciding to manage the future Assessing our opportunities KAM – its purpose KAM – profitability Seeing things from the customers perspective – the buying professional Gearing up for KAM What will it take? • Goals and objectives • Skills • Systems and processes

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• Organization and resources • Making it happen Who are Key Accounts? • Segmentation • Selection factors Key Account Strategies • Understanding the decision making process • Interests and influences • Entry strategies Meeting our customers needs – beyond benefits • Total business experience • Value chain and positive impact analysis • Proposal analysis Staying on track • Timetables and performance • Writing the Key Account Plan

Duration The workshop runs over two or three days – depending on your requirements Learning Method Learning is facilitated through role plays, case studies and individual and group exercises.

Negotiation Skills 4. Negotiation Skills Where does selling end and negotiation start? Learning Objectives Delegates will be able to: • • • • • • •

To understand and appreciate the Nature of Negotiation and where it fits into the Sales Process To understand and appreciate the Process of Negotiation and be able to identify the key stages To go through and appreciate the Planning for Negotiation To be able to use appropriate techniques and tactics in Negotiation To be able to use appropriately the skills of questioning, listening and summarising in a Negotiation To examine and analyse different Negotiating situations in order to determine the best way of getting the desired result. To be aware of the Cross Cultural approaches and differences in negotiations.

Topics • •

Objective / Methodology / Agenda Negotiation v Selling

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Types of Negotiations The Principles of Negotiation The Negotiation Variables The Four Stage Negotiation Process Negotiation Styles Negotiation Case studies and role plays

Duration The workshop runs over two days. Learning Method Learning is facilitated through case studies, role plays, individual and group exercises.

Sales Management:TNT SALES MANAGEMENT: TNT Sales Management • • •

Techniques Numbers Targets

Charge your sales team with Dynamite! Make sure that they are using the right techniques by implementing your coaching and motivating skills. If selling is a numbers game, do you like the kind of numbers you are getting? Do you know what your numbers are and what they should be? Who are your targets? Are you targeting the right customers with the right techniques and with the right numbers? Sales Management frustration? Do you recognize any of these? • • • • • • • • •

Frequent staff turnover Stop / Start performance Salespeople who give away your profits instead of selling added value Uncooperative salespeople with thinly veiled contempt for you, your product and the customer A sales team that refuses to take responsibility for their own actions Difficulty in setting and achieving your sales goals Sales that continuously fluctuate Difficulty in recognising potential performance problems Stress and pressure from not making sales targets

Topics •

Managing and motivating sales teams

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Long term planning The sales pipeline concept and how to manage it Managing change The sales person’s motivation and attitudes Sales Forecasting and Target Setting Facets of leadership (leadership styles) Testing the effectiveness of different leadership methods Development interviews Leadership in the field Counseling Building teamwork

Learning Objectives Delegates will be able to: • • • • •

Have the ability to manage and motivate a sales team Establish the strengths and weaknesses of a sales team Measure and improve the main factors influencing the sales result Plan ahead and build a strong customer baseManage positive change in a sales organisation Adapt one’s own leadership style for more effective leadership

Duration The workshop runs over two days (for maximum effectiveness this programme should be run in conjunction with the Leadership Development Programme).

Telephone Skills: Selling Telephone Selling Skills Audience Anybody using the telephone as a sales tool – specifically selling over the telephone. Learning Objectives Participants will learn: • • • • • •

The skills and confidence to make more sales over the telephone. Topics Basic selling skills when using the telephone Getting through to the decision maker Overcoming objections Gaining commitment Follow-up

Duration The workshop runs over two days. Learning Method Learning is facilitated through, listening and watching video and then exercises, role plays, with video feedback throughout.

Management Training Leadership Development Leadership Development I LEADERSHIP DEVELOPMENT PROGRAMME: PARt one This Training Programme is presented by Sun Learning Systems to give those, who are responsible for managing a team of people, the knowledge and skills to achieve planned effectiveness through the cooperation and commitment of their staff. Audience This programme is for all managers responsible for leading people. Learning Objectives Delegates will be able to: • • •

Achieve optimum productivity from their teams. Use management tools and systems needed to run and build a team or department. Get the best from all of their people.

Programme Content and Structure The structure of the Programme is divided into three parts, each of a two-day duration. A window of time (1 - 3 weeks) is recommended between each part of the programme. The window period is used to give the delegates an opportunity to complete tasks that are allocated on the second afternoon of each of the three parts of the programme. Part 1 Focuses on the need for a manager to manage his / her performance and time and includes topics such as: time management, objective setting and performance areas. Part One is structured as follows:

1. Introduction and Objectives of Part 1 Identifying the objectives of the programme and other matters relating to presentation, style and expectations of the delegates. 2. The Role of a Manager An overview of the Strategic Planning Process for managers and how it relates to the structure of the training programme. 3. Self Management An in-depth analysis of personal work styles and work drives, issues over which procrastination occur and why. How to use techniques of time management. 4. Performance Planning By individually reviewing key performance areas and the factors that affect performance achievement, participants develop clear goals and objectives and translate these into timed action plans relating both to the real workplace and the timing of the development programme. 5. Objective Setting The overall process of linking Result, Activity and Development objectives to ensure team goals are met. How to set such objectives, allowing for individual strengths and weaknesses. Practical role play sessions to develop skills to handle "difficult situations". 6. Delegation Skills Specific training to develop key delegation skills to improve total personal performance and productivity. 7. Managing Meetings To achieve focus and concentrate on the output from meetings thus contributing to improved team performance. 8. Personal Organisation By concentrating on issues such as desk and paper management and working with secretaries and other assistants to improve self-performance. 9. Interim Assignment and Action Plan The interim assignment is a specific task relating to the contents of this first part of the programme and will be reviewed and evaluated by the Managers and the Training Consultant. 10. Summary of the Programme and Individual Plan of Action An Individual Plan of Action is prepared by each delegate to ensure that the knowledge and skills developed during the Programme are applied.

Leadership Development II LEADERSHIP DEVELOPMENT PROGRAMME: Part 2 Concentrates on the people management side and includes topics such as: motivation, leadership and team building. Part Two is structured as follows: 1. Introduction and Objectives of Part 2 This includes a review of the delegates' progress with their interim tasks from Part One. Identifying the reasons for successful implementation and the causes of failure, which allows the programme leader to provide practical help in specific areas. 2. Motivating People The factors influencing motivation and relevance of attitude to behaviour and performance. How the attitudes of staff towards work can be analysed - the practical steps that can be taken to increase motivation and reduce the risk of de-motivation. Understanding and fulfilling the need

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to create a positive working environment for both the manager's own staff and other departments. How to develop with the team, the tools to measure objectively the knowledge and skill levels of individual staff members. Leadership Ascertaining the most appropriate style of leadership for:(a) Developing people within a department. (b) The department as a whole. (c) Developing relationships with other departments. Analysing the individual manager's style and allowing for flexibility in their role as a manager. To show how styles can, and should be adapted for given circumstances. Understanding the most effective leadership style for each individual staff member. Building Teamwork Examining the components which are essential for effective team work. Demonstrating the practical benefits of team work. The application of these principles to the delegates' own teams. The opportunities and risks associated with building a team. Individual self analysis of the delegates' strengths and weaknesses as a member of a team. Interim Working Task The interim assignment is a specific task relating to the contents of this second part of the programme and will be reviewed and evaluated by the Line Managers and the Training Consultant. Summary of the Programme and Individual Plan of Action An Individual Plan of Action is prepared by each delegate to ensure that the knowledge and skills developed during the P

Leadership Development III LEADERSHIP DEVELOPMENT PROGRAMME: part three Provides participants with the opportunity to review their current working practices. It addresses the most important skill required by management, i.e. communication, and does this through practically addressing regular management situations the delegates are faced with. Part Three is structured as follows: 1. Introduction and Objectives of Part 3 This includes a review of the delegates' progress with their interim tasks from Part Two. Identifying the reasons for successful implementation and the causes of failure, which allows the programme leader to provide practical help in specific areas. 2. Introducing Development Evaluating the most beneficial means of introducing the Evaluation of Knowledge and Skills and the Plan of Development to members of the team. Defining the correct skills and techniques which are needed to ensure commitment to this process from the delegates' own staff. Practical role play sessions to evaluate skill usage. 3. Communicating with People Developing the delegates' skills in being able to recognise and overcome ineffective communication. How to obtain maximum information when dealing with staff situations or problems through developing questioning and listening techniques. How to control interpersonal communication to ensure optimal use of time and resources. 4. Training and Development An examination of the principal alternative methods available when considering the need for

training and development. Evaluation of the most suitable methods for given situations in the delegates' own environments. 5. Counselling and Development Talks Developing the skills of the delegates to conduct counselling and personal development interviews with their staff. The process of planning and specific preparation necessary to ensure best use of the counselling sessions. Practising the specific skills and techniques required when dealing with different levels of performance among staff. 6. Final Working Task The final assignment is a specific task which will allow the delegate to implement the complete contents of the programme for appraisal / discussion with the trainer and his manager. 7. Individual Plan of Action Delegates will be encouraged to prepare a final Action Plan to implement rational changes in their spheres of influence, based on the complete six-day programme. Duration Each Part of the programme will be two days training each. Between each part there will be a minimum of one week to allow for applying knowledge and complete course work. Learning Method Participants will learn through group and individual exercises, post and pre-course work and role-plays. IMAGE

Project Management Project Management Audience Anybody involved in projects; whether full-time or on an ad-hoc basis. Learning Objectives Participants will learn to: • • •

Deliver results on time and within budget Maximise performance Lead a project, large or small, from start-up to conclusion

Topics • • • • • • •

Defining the project Examining key roles Identifying the essentials for success Defining the stages Checking feasibility Prioritizing projects Defining the vision

• • • • • • • • • •

Setting objectives Assessing constraints Listing activities Committing resources Ordering activities Agreeing dates Validating the plan Implementing the plan Monitoring performance Maximizing impact

Duration The workshop runs over three days (shortened version over two days). Learning Method Learning is facilitated through individual and group exercises as well as case studies.

Performance Reviews Performance Reviews Audience All management and supervisory personnel. Learning Obejctives Participants will learn to: • • • • •

Be able to develop and motivate employees – a core management skill Give regular and constructive feedback on performance Help staff build on their strengths and achieve their potential Learn the key goals and benefits of the review process Learn how to prepare, manage and follow-up on the performance review

Topics • • •

Understanding the purpose of performance reviews Preparing for the review Managing the review

•

Following up on the review

The above are the four main sections of the course – these are however broken up into many subsections. Duration The workshop runs over one or two days – depending and what needs to be covered and the experience of the delegates. Learning Method Learning is facilitated through exercises and role plays.

Performance Management Solutions HUMAN RESOURCE CONSULTING AND PERFORMANCE MANAGEMENT SOLUTIONS In the rapidly changing world of work, organisations need to take a step back and consider their Human Capital. The largest investment an organisation makes is in the people they employ and having the right people, with the right skills, knowledge and behaviour and retaining them is what sets an organisation apart from its competition. The four most challenging human resource issues that organisations face in order to optimise their workforce are retention, development, selection and transition. We offer solutions to assist organisations with these. We can assist you in the following areas: • • • • • • • • • • • • • •

Development of Personnel policies and a Supervisor's personnel resource manual Remuneration systems Develop and conduct employee surveys Counselling/coaching training Development of recruitment/selection programmes Development of succession plans Develop job specifications and role clarifications Develop a competency framework Analysis and modification of work behaviour Training needs analysis, learning and development Job redesign Consulting on employee personnel issues – hiring, termination, discipline and performance evaluation Create or update Employee handbooks Development of a performance management solution

Human Resource Framework

The above framework illustrates the different aspects in human resource management and how they interact. We can offer solutions on all these levels to ensure the optimum levels of performance for your organisation.

Personal Development Cross-Cultural Communication CROSS-CULTURAL COMMUNICATION This programme aims at developing awareness between people where a common cultural framework does not exist. In general, cross cultural training has two parallel strands – cross cultural awareness training and culture/country specific training. Cross cultural awareness training deals with the manifestations of culture in the workplace. The main purpose is to evaluate and constructively tackle the challenges cross cultural differences can bring to the workplace. Audience This programme is aimed at everyone that works in a multi-cultural environment. Learning Objectives Participants will be able to: • • • • • • •

be aware of their own perceptions and how this may influence their understanding of others. know what there own cultural style is. understand the patterns of cultural differences and how to use this in becoming aware of others. know how to work towards harmony in the multi-cultural workplace. know how to use the benefits of a multi-cultural workplace in a team. understand the different attitudes towards different cultures. be able to identify different values based on culture.

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Perceptions People who share the same cultural behaviours view the world in a similar way and form an identity group based on these shared perceptions. So, people from one country or culture share common perceptions about competition, individualism, cooperation, planning and organisation, and many others. In contrast, another culture may share perceptions that are different. For example they may emphasize support instead of competition; be group oriented rather than individually oriented. Cultural Style Analysis People from different cultures have different styles. The ability to use skills that are tuned appropriately to the cultural values of those from another culture indicates understanding of cultural differences.

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Six Fundamental Patterns of Cultural Differences A number of concepts has been identified that can be used to distinguish between cultures. These include the differences in the usage of kinesics (body movements), proxemics (space organisation), oculesics (eye movement), haptics (touching behaviour) as well as paralinguistic concepts, such as accents, intonation, speed of talking etc. Another frequently examined concept is “thought patterns”. These can be summarised as being logical or pre-logic, inductive or deductive, abstract or concrete and alphabetic or analphabetic. Harmony and Teamwork in the Office Leadership and teamwork is the key to organisational effectiveness. A particular leadership style or teamwork process that is effective in one cultural context may not be effective in another. The value of Cultural Diversity Understanding diversity begins by awareness and the understanding of our own behaviours and discovering how and perhaps why we behave the way we do. People around us do not respond to our intentions, they respond to our behaviour. Regardless of our individual values, it is paramount that co-workers treat each other with respect and integrity. Cultural Differences in the Workplace In this section we look at how the differences discovered so far could add value in the workplace. Different Decision Making Styles The roles individuals play in decision-making vary widely from culture to culture. For example, in some countries decision-making are delegated. In others a strong value is placed on holding decision-making responsibilities to oneself. How people make decisions may be influenced by their frame of reference. Different Attitudes towards Conflict Some cultures view conflict as a positive thing, while others view it as something to be avoided.

Duration The workshop runs over two days (14 hours). Learning Method Learning is facilitated through a group game, self-awareness exercises and cultural style profiling.

Motivation and Teambuilding Motivation and Teambuilding Motivation can be defined as “the willingness to perform.” This does not mean that if your staffs become motivated that they achieve superhuman feats, or double their sales turnover overnight. Longterm motivation is the responsibility of the leaders within the organisation. They need to create an environment that encourages this willingness to perform. We can “sow the seeds”- and give your management the tools to nurture and help them grow. Please contact us for an analysis of your motivational needs and we will tailor a specific motivational program to meet those needs.

Below is an example of a high impact motivational workshop entitled “The Power of Confidence.” The Power of Confidence Learning Objectives To provide the groundwork for a highly motivated and focused team. Topics Outline: This motivational workshop could cover five main areas – Please note that most motivational workshops are specifically designed to suit the organisations needs and it would be presumptuous for us to be dogmatic about what it should or should not cover. • •

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Belief in Ourselves. Confident salespeople are more successful. Confidence comes from within. If we can believe in ourselves and recognize what is limiting this belief we will be able to overcome it and be more successful. Belief in Our Product and Company. Added to the belief in ourselves we need to have a belief in our company and products. Without this belief we will lack confidence when we are selling. Our Knowledge and Skills. If we do not have the core selling skills and techniques this will also affect our confidence. So we need to come across as confident in the sales process. These basic core skills and techniques will give us this confidence. Our Attitude. Finally, our attitude is what keeps us going – it is what speaks louder than our words. It is the “vibe”; either negative or positive that our clients and colleagues can pick up on. The single most important reason why people buy from a particular salesperson is because they trust that salesperson. We can only win trust if we have confidence and a positive attitude. Confidence and a positive attitude = Success = MOTIVATION = Confidence and a positive attitude = Success = MOTIVATION, and so on.

Duration Duration is entirely dependant on the specific “outcomes” that the organisation would like to achieve. Other factors to take into consideration would be whether it is an indoor or outdoor activity, or even a combination of both. Could we posibly incorporate a nightime event and sleep over at a campsite or hotel. The opportunities are endless and are limited only by time and budget. Learning Method Learning is facilitated through activities focussed at various aspects of teamwork.

Time and Self-Management Time and Self-Management Audience

Anybody who wants to improve their usage of time and accomplish more in the working day. Learning Objectives Participants will learn: • • • • •

Better organisation of time Prioritization of activities for more effective results Completing important work on time Directing your efforts towards doing the right things Set clear goals and objectives

Topics • • • • • • • • •

Work styles The Pareto Principle Key performance areas Procrastination Core time concept Planning to meet objectives Effective delegation Personal organisation Teamwork

Duration The workshop runs over two days. Learning Method Learning is facilitated through individual and group exercises.

Basic Business Writing Skills Basic Business Writing Skills Being courteous in our communication with our colleagues and customers is not only good for business, it is vital if we want to survive the long haul. Topics • • • • • • •

Introduction and Objectives Thought Pattern Development: Think before you jump in The Tone and the Opening. Taking the recipient into consideration. The Unfolding: Getting the message across The Envelopment: Building relationships and trust The Release and the Thrust: Six Building Blocks Different Approaches.

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Different types of correspondence Individual Plan of Action

Duration The workshop runs over 1 day Learning Method Learning is facilitated through individual and group exercises

Customer Service "You're Welcome" Basic Business Writing Skills Being courteous in our communication with our colleagues and customers is not only good for business, it is vital if we want to survive the long haul. Topics • • • • • • • • •

Introduction and Objectives Thought Pattern Development: Think before you jump in The Tone and the Opening. Taking the recipient into consideration. The Unfolding: Getting the message across The Envelopment: Building relationships and trust The Release and the Thrust: Six Building Blocks Different Approaches. Different types of correspondence Individual Plan of Action

Duration The workshop runs over 1 day Learning Method Learning is facilitated through individual and group exercises “You’re Welcome Too” (Internal Customer Service) Very often we forget that we have internal customers too (as well as our customers who pay our salaries and wages.) These internal customers are our colleagues that work with us in the same department and those who work in different departments throughout the organisation. This is a training programme that will improve the internal customer service within your company. When your internal customer service improves, the impact is felt by those external customers who pay your way. Learning Objectives

Participants will be able to: • • •

Set and comply with service standards Communicate effectively across departments and functions Understand the impact and effect the “service chain” has on the bottom line of any organisation

Topics • • •

Cross Funtional Communication Internal Service Agreements Inter- departmental Negotiating

Duration The workshop runs over two days. Learning Method Learning is facilitated through role play, individual and group exercises. Telephone Skills: Service Telephone Selling Skills Audience Anybody using the telephone as a sales tool – specifically selling over the telephone. Learning Objectives Participants will learn: • • • • • •

The skills and confidence to make more sales over the telephone. Topics Basic selling skills when using the telephone Getting through to the decision maker Overcoming objections Gaining commitment Follow-up

Duration The workshop runs over two days. Learning Method Learning is facilitated through, listening and watching video and then exercises, role plays, with video feedback throughout.

Telephone Skills: Soft Selling Telephone Selling Skills Audience Anybody using the telephone as a sales tool – specifically selling over the telephone. Learning Objectives Participants will learn: • • • • • •

The skills and confidence to make more sales over the telephone. Topics Basic selling skills when using the telephone Getting through to the decision maker Overcoming objections Gaining commitment Follow-up

Duration The workshop runs over two days. Learning Method Learning is facilitated through, listening and watching video and then exercises, role plays, with video feedback throughout. Delegation (Is there a reason this was left out or did I just miss it?) Delegation Audience All managers and supervisory personnel as well as anybody working in a team. Learning Objectives Participants will learn to: • • •

Employees who are motivated and empowered Employees who are being developed More time to do the important job of managing

Topics • •

Understanding delegation Delegating effectively

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Monitoring progress Improving skills

The above are just the four main sections of the course – these are however broken up into many subsections. Duration The workshop runs over one or two days - depending and what needs to be covered and the experience of the delegates. Learning Method Learning is facilitated through exercises and role plays.

Assessment ?????????? Backward Planning ?????????? Custom Programs ?????????? Team Building ?????????? Speaking Engagements ???????????? Register ????????????? Terms TERMS OF USE AND LEGAL RESTRICTIONS ATTENTION: PLEASE READ THESE TERMS CAREFULLY BEFORE USING THIS WEB SITE. USING THIS WEB SITE INDICATES THAT YOU ACCEPT THESE TERMS. IF YOU DO NOT ACCEPT THESE TERMS ("TERMS"), DO NOT USE THIS WEB SITE. Use of Site. Sun Learning Systems Company ("Sun Learning Systems") authorizes you to view and download the materials at this Web site ("Site") only for your personal, non-commercial use, provided that you retain all copyright and other proprietary notices contained in the original materials on any copies of the materials. You may not modify the materials at this Site in any way or reproduce or

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Testimonials Hi I just wanted to thank you guys, not only for the prize, but also for improving my sales skills, you really have a great training program, and off course it’s nothing without professional people like you, and I wanted to know if I can have a copy of the DVD record of the last session that we did yesterday, its for me to keep it as a souvenir and also to show it to my wife because she’s very proud of me! (Off course after I promised to give her the gift voucher because she told me that she needs the new [winter collection] make up…!!!!!!!) , damn, I don’t know why I did that, I need a new pair of shoes and pants too, you know..... kiddin. Anyway thanks again guys, hope to hear from you soon. Best regards Shadi Kharouf Account Manager Middle East and Africa Region VTS Clima LLC Belhoul Building, Showroom no. 7, Al Garhoud PO BOX 76849 Dubai, United Arab Emirates

Dear Nigel, Thoroughly enjoyed the course. I now understand better, why I am the way I am and people are the way they are! Hopefully, this will help us interact with each other more empathetically and we will have a happy working environment all round. More importantly, we can now work as a team and our customers will know that we are singing from the same song sheet!!! Congratulations on an excellent delivery. Hope to attend many more similar programs in future.... Regards. Hermie Sequeira Office Manager - HR/Admin Online Distribution Ltd.

Dear Nigel, It was brilliant. It is a definite advantage to know the behavioral style of your fellow colleagues to understand the way they think etc. Also your action can be accordingly managed. This as I see it was one of the biggest learning points from my point of view. Overall the games and the bonding that came about from the games etc were great. I look forward to having sessions like these on a periodic basis. This way everybody understands the others viewpoint better and the company overall gains on account of the oneness in goals envisioned by all.

Thanks & Best Regards Venu Menon Sales Manager Online Distribution Ltd.

Dear Nigel, The team building training was really great. It was planned, organized, delivered and received well. It up to the managers now to understand the team better and get the best out of them by the spirit of team work. Wish you all the best. Regards, K. Ganesan, RCDD Marketing Manager Online Distribution Ltd.

Dear Nigel, The training was beneficial and have unpacked some of hidden traits that were subdued for a period of time. Thanks and Best Regards, Dharmesh Lakhani Swift Freight International

Dear Mr.Nigel and Mr.Colin, Wish this e-mail receives you well. It was a pleasure to be trained by both of you. The Certified Sales Professional training programme has definately refined our sales skills. Thanks for all your guidance. The experience will always be cherished. Looking forward to the results of our training and the exams. Thanks and Best Regards, Pooja UT Sell Real Estate Broker

Dear Nigel, Kindly accept my sincere thanks for one of the most valuable four days in my career life , that was very

professional , to the point ,and most important it was not boring at all at any stage I enjoyed every minute. Thank you again and wish you all success. Regards, Mohamed R. Hegazi Director of Sales Damac Properties Co. LLC

Dear Nigel, It was a great pleasure to attend your training course with Colin. I learned a great deal and have already began applying the tools that you've taught us. I have spread the news about your training, so be prepared to get a few more trainees! Cheers, Sara Hoodicoff Sales Consultant, Open Sales Better Homes LLC

Dear Nigel, It is always a pleasure to see you. I would never forget my mother, my father and none of my teachers. I still remember first day I went to school (primary school) the place where I was too much afraid of. I can still feel her kiss (my teacher) on my face and her happiness when I had done my homework; just I have to close my eyes for a second…….. I still remember everything and I won’t forget. After we finished that four days course and we left the class I was very sad, I just wanted to cry like a little child, tear where in my eyes…… I didn’t just learn sales & real estate profession from you. I learned experience. This Thursday when I saw you & Colin’s happiness it reminds me my primary school when I had my homework done. Times passes & seconds won’t wait for us. And I carry all of my experience and memorial with myself along with each and every second. You weight too much on this bag at my back. Always a simple word says most meaningful sentences: Thanks for everything. Your beloved student,

Vali Habtoor Homes