Executive Program in Sales Strategy & Leadership
Signature Program
Executive Program in Sales Strategy & Leadership
The Executive Program in Sales Strategy & Leadership is a high-impact learning journey designed for CEO, senior and middle managers, and entrepreneurs seeking to master modern sales strategy and strengthen their leadership impact. Drawing on proven frameworks, case studies, and best practices from billion-size corporations to agile start-ups, this program equips participants with the skills to design, implement, and lead successful sales strategies in competitive and fast-changing markets.Program Structure:The program is divided into 16 sections, each lasting approximately 1.5–2 hours. Sessions can be delivered in multiple formats:Online: 8 weeks, with 2 live online sessions per week, allowing participants to integrate learning with their daily business challenges.Intensive: 2 full days of immersive learning followed by structured online follow-ups.Mixed: Depending on location, the program can combine in-person workshops with virtual sessions for maximum flexibility.
Price: Full Programme — Corporate: €8,000Full Programme — Individual: €800Single Lecture Purchase: €600 per lecture (corporate rate)
Full Course Agenda
Section 1. Logic and algorithm for building a sales strategy
Intro
Section 2. A brief overview of the strategic analysis tools and concepts used in MBA programs and in this course
● Main steps of strategic analysis● Level of Competition in the Industry, Porter’s 5 forces● McKinsey Matrix● Value chain● Integration – vertical, horizontal, forward, backward● PESTLE analysis● Other concepts
Section 3. Which channels to focus on?
● Understanding the role of the sales channel for the consumer. Shopping mission. Implications for the sales strategy● Benchmarking of sales concentration by channel vs an industry● Prioritisations of sales channels. McKinsey matrix
Section 4. How to cover sales channels most efficiently
● RTM, Sales Generation Model, Distribution Model. Definitions● Identification of Key Sales Drivers● Factors determining the Sales Generation Model in the channel● Examples of Sales Generation Models:● FMCG classics - channels and products● Specialised sales channels● Know how products and specialised sales channels● Diapers case, on the range of choices of sales generating models for high-margin products
Section 5. Selection of Distribution Model
1. Selection of Distribution Model:
Direct supply contracts or sales through intermediaries/distributors
Van-selling vs Pre-selling
Wholesaling (types and role of wholesalers, proper price positioning of wholesalers, validation of the effectiveness of the wholesaling model using Nielsen data and internal data)
2. The 'Van-selling' case study, on the Van-selling business model as a factor of success and failureSection 6. Selecting distributors
● Distributor classification. Types of distributorsDistributor Profile:
Quick check list (quality of the portfolio of brands, Diversification in Capital intensive industries, property structure, etc.)
Screening questionnaires - strategic and operational● Strategic segmentation of distributors● Diapers. Distribution strategy● "Passportisation", about the distribution business model as a success factor in specialised sales channels (B2B2C)Section 7. Distributor management
● Analysing the distributor's value chain● What do we buy from distributor● Building meaningful system of KPIs and Trade Conditions per type of distributor● Financial and commercial transparency of the distributor● Managing operational efficiency of the distribution model:
=> Benchmarking of distributors
=> Economic threshold of coverage
=> ROI, Macro risk Management
=> Levers for managing operational efficiency
=> Pricing policy by sales channels, management of each sales channel's share in total distributors
=> Minimising "in-transit" investments in tradeSection 8. Distributor pool management
● Why consolidate distributors and how to manage the process? ● Consolidation limits - criteria and calculation● Tools for managing negotiating power and strategic resilience:
Value Chain Decomposition/Functional Backups
Territorial backups
Direct sales● Contraindications for consolidation of distributors● Consolidation case, on achieving 10% growth through distributor consolidation● Omnichannelisation and development of the distributor for the futureSection 9. Strategic segmentation of key customers
● Set of tools for analysis and prioritization● Prioritisation of key customers. McKinsey matrix
McKinsey matrix content creation
Assembly of ‘Attractiveness’ axis
Assembly of ‘Ability to win’ axisSection 10. Building a Customer Strategy
● Algorithm for building a strategy for a client● Customer segmentation● Customer portfolio framework● Resource allocation menu● Understanding business model of a channel/customer● Implications for suppliers● Formulating a strategic proposal for a customer ● Strategy alignment matrix
Section 11. Managing of key customers
● Classification of trade investments (performance related, non-performance related, contractual , discretionary)● Management of the content and structure of trading conditions● Examples of leaving the dead zone. Narratives● Analysis of examples of trading conditions. Red flags.● Contract efficiency factor● Key account management tools:
=>Strategy alignment matrix
=>Customer Plan
=>Customer Contribution Statement
=>Supplier's Positioning in the CustomerSection 12. Annual negotiations. A retailer's perspective
1. Basic provisions=>Key types of negotiations=>Tactics, vocabulary, social signals2. Key check points=>Market related parameters=>Profit related parameters=>Capital related parameters=>Resource allocation check3. Preparation=> Suppliers mapping/positioning=> Annual investment plan
Section 13. Annual negotiations. A supplier's perspective
1. Preparation to negotiations, both perspectives
2. Key supplier check points:
=> Capital employed balance check
=> Profitability of the client (Customer Contribution Statement)
=> Viability of assortment per SKU (profitability vs end-to-end capital intensity)
3. Portfolio efficiency and cost of complexity
4. Private labels
5. Anti-consolidation case study, on strategy and distribution business model in an environment of severe shortage of working capitalSection 14. Pricing in sales channels
1. Pricing in sales channels
2. Challenges of adhering to effective price positioning and how to solve them; the ROI trap
3. Hard revaluations, tools, instruments, examples of calculationsSection 15. Export strategy
1. Business localisation as the ultimate goal of the export strategy for strategic markets
2. Supporting tactical export roles
3. Internationalisation Strategies by Grant
4. Grant's typology of industries in terms of predisposition to internationalisation strategies
5. Stages of internationalisation, Uppsala Model
6. The role of marketing and sales functions in internationalisation strategy
7. Theory of comparative country advantage
8. Private Label case, on the role of PM as a tool in business localisation strategySection 16. Process building. Formation of sales structure
1. Annual planning cycle
2. Monthly planning cycle
3. Sales & Marketing Contract, Dash Board Control
4. Formation of optimal sales structure across channels
5. Defining key KPIs
6. Bonus structure and incentive schemes
Learning Outcomes
By the end of this program, participants will be able to:
● Develop independent, conceptual, and strategic thinking — enabling them to design alternative strategic scenarios and translate knowledge into actionable business solutions.
● Save significant resources by optimizing distribution business models in each sales channel, negotiation tactics, and strategic approaches to client management.
● Design robust, data-driven sales strategies aligned with market realities.
● Evaluate and optimize distribution models to drive growth and resilience.
● Lead negotiations with confidence, applying a strategic approach to client management and leveraging insights from both supplier and retailer perspectives.
● Manage key accounts and customer portfolios based on mutually beneficial strategic plans.
● Implement export strategies and internationalization models effectively.
● Build and lead high-performance sales teams, processes, and organizational structures.
FEATURES
Why do you need the course?
Develop a clear sales strategy by prioritizing effectively
Understand and implement distribution models that drive sales growth
Master key account management to strengthen relationships with major clients
Enhance your negotiation skills from both retailer and supplier perspectives
Expand into new markets with a strategic export approach
Optimize pricing and sales processes to boost profitability
Program Dimensions & Scope
Industries & Product Groups
Beverages, Dairy Products, Distribution, Hygiene, Household, Meat & Poultry, Medicine, Pet Care, Processed Food, Professional Coffee Machines, Retail Sales, Tobacco Products and more
Sales Channels
B2B, B2B2C, Beauty Salons, Coffee Shops, Fast Foods, Food Courts, Food Delivery, Government Institutions, HORECA, Hospitals & Clinics, Internet Sales, Kid Shops, Kiosks, Offices, Open Markets, Petrol Stations, Pharmacies, Post Office, Retail Chains, Specialized Channels and more
Route-to-Market
Direct Sales (pre-selling, van-selling, expert sales, teleselling, combinations), Distributors, Logistics Service Providers, Wholesalers (active and passive), Traders, Specialized Distributors, Aggregators, and more.
Whether you're a CEO, founder, or sales leader, this course opens your mind to independent strategic thinking and delivers actionable insights you can apply immediately.