IQ Level 3 Certificate in Principles of Selling (SQI) … IQ Level 3 Certificate in Principles of Selling (SQI) (QCF) has been developed in association with SQI and is a qualification

Quality Management System 601/4827/5 Specification

Page 1 of 54 IQB/0.2/334 | Version 1.0 | 26/03/2015 | Author SQI

IQ Level 3 Certificate in Principles of Selling (SQI) (QCF)

Specification

Regulation Number: 601/4827/5



Contents Page

Sales Qualifications Institute ............................................................................................................................................... 3

Industry Qualifications ......................................................................................................................................................... 3

Association of Professional Sales ....................................................................................................................................... 3

Introduction ......................................................................................................................................................................... 3

Version number ................................................................................................................................................................... 3

About this Qualification (Description, Objectives, Aims, Purpose) ...................................................................................... 4

Structure (Credit, Rules of Combination, Guided Learning Hours) ..................................................................................... 4

Delivery ............................................................................................................................................................................... 5

Assessment ......................................................................................................................................................................... 5

Age range and Geographical Coverage .............................................................................................................................. 5

Learner entry requirements ................................................................................................................................................. 5

Tutor requirements .............................................................................................................................................................. 5

Unit 1: Understanding legal, regulatory and ethical requirements in sales or marketing F/502/8206 .................................. 6

Unit 1 Guidance on Delivery and Assessment .................................................................................................................... 8

Unit 2: Understanding the sales environment J/502/8207 ................................................................................................... 9

Unit 2 Guidance on Delivery and Assessment .................................................................................................................. 11

Unit 3 Principles of personal responsibilities and how to develop and evaluate own performance at work D/601/7644 ... 12


Unit 4 Understanding sales techniques and processes J/502/8210 .................................................................................. 16


Unit 5: Principles of presentations and demonstrations in sales L/502/8211 .................................................................... 21


Unit 6: Principles of selling at trade fairs and exhibitions A/502/8219 ............................................................................... 24


Unit 7: Understanding sales targets L/502/8208 ............................................................................................................... 28


Unit 8: Understanding business awareness in sales R/502/8209 ..................................................................................... 32


Unit 9 Customer service in sales J/502/8224 .................................................................................................................... 35


Unit 10 Principles of online selling Y/502/8227 ................................................................................................................. 40

Unit 10 Guidance on Delivery and Assessment ................................................................................................................ 43

Unit11: Competitor analysis in the sales environment M/502/8234 ................................................................................... 44


Unit 12: Understanding customers’ creditworthiness for sales purposes H/502/8232....................................................... 47


Unit13: Understanding the relationship between sales and marketing F/502/8223 .......................................................... 50


Resources ......................................................................................................................................................................... 54



Sales Qualifications Institute

The Sales Qualifications Institute (SQI) is a professional sales qualifications body committed to the professionalisation of all members of the sales force, both in the UK and Internationally. It supports all those who work at every level of the sales function and ensures they have access to relevant career progression opportunities through learning, development and recognition. SQI is an Awarding Organisation partner of Industry Qualifications, a nationally regulated awarding organisation, and is dedicated to professional sales development. It also combines its awarding organisation activities with a nationally recognised sales membership body, the Sales Leadership Alliance. In this way it ensures nationally recognised sales profession opportunities through nationally regulated development, national recognition and dedicated support. Further information can be found on the SQI web-site www.thesqi.org Industry Qualifications

IQ is an awarding organisation, approved by the UK’s national regulator of qualifications Ofqual and by the Scottish regulator SQA Accreditation. It works with SQI, an awarding organisation partner, to provide the sales profession with the objective of achieving the highest levels of assessment integrity, customer service and sector engagement. Further information can be found on the IQ web-site www.industryqualifications.org.uk Association of Professional Sales The APS is an internationally recognised sales membership body, run and created by sales professionals for the sales profession. APS activities include professional membership, developing standards and ethics for the profession and ensuring appropriate recognition and rewards for its members. APS has members from all areas of the sales force and being enrolled on an IQ SQI qualification entitles learners to a year’s free student membership of the Association of Professional Sales. Further information can be found on the APS web-site www.associationofprofessionalsales.com Introduction

This IQ SQI specification is intended for trainers, centres and learners. General information regarding centre approval, qualification approval, assessment, registration, certification, quality assurance requirements, reasonable adjustments, special consideration, appeal procedures, etc are available from the SQI or IQ websites. This document should be read in conjunction with the SQI or IQ Centre guide available from the appropriate website. Website: www.thesqi.org) Enquiries: [email protected] Version number Please ensure that you have the latest and most up to date version of documents. Please check the website for the most up to date version. To check which version you have please see the footer which will give you the version number.

http://www.thesqi.org/

http://www.industryqualifications.com/

http://www.associationofprofessionalsales.com/

http://www.thesqi.org/



About this Qualification (Description, Objectives, Aims, Purpose)

The IQ Level 3 Certificate in Principles of Selling (SQI) (QCF) has been developed in association with SQI and is a qualification aimed at individuals who intend to develop and gain formal recognition of their knowledge and understanding of working as a salesperson. The qualification is suitable for individuals working, or with access to work, in a variety of selling and sales representative roles, with selling to clients, customers and businesses as a major component. By achieving the qualification learners will cover the knowledge and understanding essentials of selling and sales representation at this level. In the mandatory units learners will cover; understanding legal, regulatory and ethical requirements, the sales environment, sales techniques and processes and personal responsibilities and evaluating own performance at work. There are a range of understanding optional units allowing learners scope to choose those areas most relevant to them, including but not limited to: sales targets, business awareness in sales, presentations and demonstrations, selling at trade fairs and exhibitions, customer service in sales, online selling, customer creditworthiness, competitor analysis in sales and the relationship between sales and marketing. Objectives of the qualification include: preparing learners to progress to a qualification in the same subject area but at a higher level or requiring more specific knowledge, achieving relevant skills and understanding, meeting relevant programmes of learning, preparing learners for employment and supporting a role in the workplace. The qualification is the knowledge based component of the Advanced Apprenticeship in Sales and Telesales. A statement of purpose is available on the website. Sector 15.4 Marketing and Sales. Structure (Credit, Rules of Combination, Guided Learning Hours) To achieve this qualification, learners must complete a minimum of 16 credits: 12 credits from the Mandatory Group, 4 credits from Optional Group A - with at least 2 of these credits being at level 3.

Unit Level Credit Guided Learning Hours

Mandatory Group

1 Understanding legal, regulatory and ethical requirements in sales or marketing F/502/8206

2 2 15

2 Understanding the sales environment J/502/8207 3 2 15

3 Principles of personal responsibilities and how to develop and evaluate own performance at work D/601/7644

3 4 32

4 Understanding sales techniques and processes J/502/8210 3 4 30

Optional Group A

5 Principles of presentations and demonstrations in sales L/502/8211 2 2 15

6 Principles of selling at trade fairs and exhibitions A/502/8219 2 2 18

7 Understanding sales targets L/502/8208 2 2 13

8 Understanding business awareness in sales R/502/8209 2 2 11

9 Customer service in sales J/502/8224 2 3 25

10 Principles of online selling Y/502/8227 3 3 24



11 Competitor analysis in the sales environment M/502/8234 3 2 20

12 Understanding customers’ creditworthiness for sales purposes H/502/8232

3 2 16

13 Understanding the relationship between sales and marketing F/502/8223

3 3 21

Delivery Guided learning hours are 119-141. It is the responsibility of training centres to decide the appropriate course duration, based on their learners’ ability and level of existing knowledge. It is possible, therefore, that the number of Guided Learning Hours can vary from one training centre to another according to learners' needs. Guided learning hours are all times when a member of provider staff is present to give specific guidance towards the learning aim being studied on the programme. This definition includes lectures, tutorials, and supervised study. It does not include hours where supervision or assistance is of a general nature and is not specific to the study of the learners. Assessment All units in this qualification are assessed by vocationally related assignment and/or portfolio (internally set and marked and quality assured by IQ SQI). An Achievement Record for this qualification which includes the forms necessary to map and claim knowledge and competence is available to download from the SQI or IQ websites on request. All assessment criteria of the selected units must be met and mapped and the location of the evidence must be indicated in the achievement record. This qualification is not graded, successful learners achieve a pass. Age range and Geographical Coverage This qualification is approved for learners 16 plus in England, Wales and Northern Ireland. Learner entry requirements There are no formal entry requirements. However, learners should be able to work at level 2 or above and be proficient in the use of English Language. Progression Learners who achieve this qualification can progress to further apprenticeship qualifications including the IQ Level 3 NVQ Diploma in Sales (SQI) (QCF). They can also progress to the IQ Level 3 Diploma in Sales (SQI) (QCF). Tutor requirements

All trainers delivering this qualification must be sector competent and/or experienced and possess relevant knowledge up to at least the level of this qualification. A training qualification or training experience is also desirable.

Centre Requirements

Centres must be approved by IQ SQI in order to offer this qualification.



Unit 1: Understanding legal, regulatory and ethical requirements in sales or marketing F/502/8206 Guided Learning Hours: Unit Level: Unit Credit:

15 2 2

Unit grid: Learning outcomes/Assessment Criteria/Content

Learning Outcome - The learner will: Assessment Criteria - The learner can: Indicative Contents:

1. Understand an organisation’s procedures for dealing with legal, regulatory and ethical requirements relating to sales or marketing

1.1 Describe an organisation’s procedures for raising legal, regulatory and ethical concerns

Organisation’s procedures: Understand how these appear, where and the responsibility of the individual to learn them and adopt best practices. Use key stakeholders from relevant departments e.g. written policy, staff handbook, manager, HR manager, legal department etc.

1.2 Explain the scope of legal, regulatory and ethical requirements in sales or marketing

Legal scope: Understand these in context of own business as well as the wider sales/business environment e.g. areas covered by laws, industry codes of conduct, industry regulations etc.

1.3 Explain how the legal, regulatory and ethical requirements relate to the business of selling or marketing

Relating to selling: Understand this in the context of own business and the wider sales and marketing community; covering: Unfair Contract Terms Act 1977, Consumer Protection Act 1987, Consumer Credit Act 1974, Fair Trading Act 1973, Trade Descriptions Act 1968, Data Protection Act 1998, Sale of Goods Act 1979, Weights and Measures Act 1985, Bribery Act 2010, Sunday Trading Act 1994, buyers' terms and conditions, trading standards, product labeling and packaging, returns and refunds, warranties and complaints etc.

1.4 Describe internal and external sources of information on legal, regulatory and ethical requirements

Sources of information: These could be across internal stakeholders, industry bodies and any applicable regulatory body e.g. external: Internet, business link, consumer groups and citizen’s advice; internal: code of conduct, staff handbook, helpline, human resources, legal department, company policies and procedures etc.

1.5 Explain how an “ethical approach” affects organisations in the sales or marketing environment

Ethical approach: Ethical benefits including generating sales, attracting investment, customer loyalty, motivation, enhancing trust, boosting revenue, saving money etc.

https://rits.ofqual.gov.uk/Units/AssessmentCriteria/Details/1778812




1.6 Explain the importance of contract law in sales Contract law: Understand the implications of security as well as the softer values around management of expectation, setting service level agreements and KPI’s. Protection and consequences of contracts.

2. Understand the legal, regulatory and ethical limits of the sales or marketing role

2.1 Explain the legal, regulatory and ethical requirements relevant to the role

Legal relevance: Look at the internal business environment as well as the wider specifics of working in a client facing environment e.g. Unfair Contract Terms Act 1977, Consumer Protection Act 1987, Consumer Credit Act 1974, Fair Trading Act 1973, Trade Descriptions Act 1968, Data Protection Act 1998, Sale of Goods Act 1979, Weights and Measures Act 1985, Bribery Act 2010, Sunday Trading Act 1994, buyers' terms and conditions, trading standards, product labeling and packaging, returns and refunds, warranties and complaints etc.

2.2 Describe the potential consequences of not complying with legal, regulatory or ethical requirements

Consequences of not complying: Look at the regulatory and legal implications as well as damages to reputation (individual and company) impact on business gained e.g. customer, fines, imprisonment, reputation, loss of business, going into liquidation, gifts, bribes etc.

2.3 Explain the importance of working within the limits of the role, responsibilities and authority

Working within limits: Understand the consequences of working outside remit, how this effects colleagues and team, confusion caused and impact on customers e.g. consequences of exceeding authority levels for self and company giving incorrect information on products, price, timescales etc.

2.4 Explain the process for reporting legal, regulatory and ethical concerns

Reporting concerns: Understand what this is, how it is reported and to whom e.g. timescales, information required, processes, forms etc.

2.5

Explain the importance of clarity of communication with the customer to ensure common understanding of agreements and expectations

Customer communication: Understand the value of managing expectation, setting SLA’s or KPI’s to help demonstrate value through the account as well as clarity in communication of desired goals (misunderstanding of what is agreed can lead to loss of trust, reputation and business) etc.








Unit 1 Guidance on Delivery and Assessment

Delivery This unit is about the legal, regulatory and ethical requirements in sales/marketing and includes; understanding the procedures that organisations’ have for dealing with the requirements and understanding the legal, regulatory and ethical limits of the sales/marketing role. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio

Question and answer test (written)

Multiple choice questions

Question and answer verbal (ensure records are kept)

Other Links This unit is based upon the NOS for sales and telesales.



Unit 2: Understanding the sales environment J/502/8207 Guided Learning Hours: Unit Level: Unit Credit:

15 2 3



1. Understand customer groups in the sales environment

1.1 Describe the motivations and behaviours of different customer groups

Motivations and behaviours: Understand the individual’s needs and wants (Maslow’s hierarchy of needs) how these fit into the strategy and how the group dynamic is affected by individual and organisation strategic aims. The DMU and influences motivating the customer group.

1.2 Explain the use of a customer segmentation strategy

Segmentation strategy: Understand the value of segmenting, how this looks in the organisation (e.g. look at case studies such as Google). Methods of segmentation and the importance of determining distinctive segments that are viable.

1.3 Describe how to develop profiles for customer groups

Profiles: Understand the possible demographics, how this effects buying behaviour as well as DISC theories and how this understanding effects the sales process. Use of demographic variables (e.g. age, gender, geographical location), psychographics (why they buy), buying behaviours (how often etc.) and attitudes.

1.4 Explain how to use information about customer groups to enhance sales performance

Using information: Understand what information is required and where it can be obtained; enhance and use bespoke value propositions to move the business forward; targeting of high value customer groups, meeting their specific needs, focusing marketing efforts, optimisation of profit margins etc.

2. Understand sales communication techniques

2.1 Explain the characteristics of effective communication in a sales environment

Effective communication: Look at the values of verbal and non-verbal communication skills, building rapport and using great questions and listening skills. the importance of explaining jargon, technical terms or abbreviations to customers etc.

2.2 Describe how to adapt communication techniques to meet the information needs of the target

Adapting communication: Understand the importance of tailoring propositions and also parts of the proposition that are of value to the target







audience (colleagues and customers) customer, as well as presentation style etc.

2.3 Explain the importance of confirming the audience’s understanding of what has been communicated

Confirming understanding: Understand the importance of giving customers the opportunity to feedback, clarify and confirm understanding, providing opportunities to correct any inaccuracies/misinterpretations etc.

2.4 Explain how to recognise “buying signals” Recognising signals: Look at verbal and non-verbal communication e.g. nodding, leaning forward; verbal: e.g. agreement, questions on price and delivery, voice turn, future based questions that indicate what the business will look like etc.

3. Understand time management in the sales environment

3.1 Explain the impact of effective time management on sales performance, profitability and the achievement of business objectives

Time management: Understand the importance of what accounts to spend time on (whilst building pipeline); understand qualification criteria to effectively target and resource key clients; effective territory planning e.g. new accounts, maximising value from current accounts etc.

3.2 Explain how to resolve conflicting priorities to ensure optimum efficiency

Prioritising: Understand the concept of ‘urgent’ and ‘important’ in prioritising key tasks in busy periods, the importance of saying ‘no’, balancing organisation and account needs etc.

3.3 Explain the use of delegation in managing time and achieving efficiency objectives

Delegation: Understand the concepts of trade off and delegation of appropriate tasks to ensure management of workload is at most effective e.g. identifying low priority tasks that can be delegated, trading off tasks with other team members or negotiating tasks with line managers.







Delivery This unit is about understanding the sales environment including; customer groups in the sales environment, sales communication techniques and time management in the sales environment. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 3 Principles of personal responsibilities and how to develop and evaluate own performance at work D/601/7644 Guided Learning Hours: Unit Level: Unit Credit:

32 3 4



1. Understand the employment rights and responsibilities of the employee and employer and their purpose

1.1 Identify the main points of contracts of employment and their purpose

Main points of contract: Understand key documents such as contract and job description as well as additional information that may be held in staff handbooks or intranet sites e.g. job description, hours of work, pay, holidays, sickness and sick pay, pensions, discipline and grievance procedures, termination etc.

1.2 Outline the main points of legislation affecting employers and employees and their purpose, including anti-discrimination and entitlement legislation

Main points of legislation: Understand key legislation e.g. Health and Safety at Work Act 1974, Employment Relations Act 2004, Equality Act 2010 etc.

1.3 Identify where to find information on employment rights and responsibilities both internally and externally

Employment rights: Understand internal documentation such as staff handbook, HR and intranet sites, external resources such as trade bodies, trade press and applicable journals or references.

1.4 Explain the purpose and functions of representative bodies that support employees

Representative bodies: Look at values of information, content and thought leadership delivered as well as the ‘add on’ benefits of networking to gain support e.g. offering advice, support and conflict resolution. Employer training staff to understand their responsibilities etc.

1.5 Explain employer and employee responsibilities for equality and diversity in a business environment

Equality and diversity: Understand the need to comply with internal policies and legal environment e.g. complying with organisational policies and procedures relating to equality and diversity and reporting any issues.

1.6 Explain the benefits of making sure equality and diversity procedures are followed in a business environment

Equality and diversity benefits: Understand the importance of maximising human capital, extending skills base as well as drawing on multiple ideas, strategies and experiences to drive progress.






2. Understand the purpose of health, safety and security procedures in a business environment

2.1 Explain employer and employee responsibilities for health, safety and security in a business environment

Health and Safety: Understand the obligations of both parties to ensure a safe environment and compliance with policies; employer: having health and safety policies and procedures in place, training staff etc.; employee: complying with organisational policies and procedures, taking due care of own and others safety at all times, reporting any defective equipment etc.

2.2 Explain the purpose of following health, safety and security procedures in a business environment

Health and safety purpose: Understand the regulatory risks such as legal cases, as well as the softer benefits of a safe and productive environment, minimising risks, decrease in lost days etc.

3. Understand how to manage own work 3.1 Explain the reasons for planning and prioritising own work

Planning and prioritising: Understand the importance of hitting deadlines and targets and how planning can assist to achieve set goals and objectives e.g. managing own role/responsibilities (completing tasks, meeting deadlines), meeting organisation and customer expectations, managing important/urgent tasks, delegating, dealing with interruptions etc.

3.2 Identify ways of planning and prioritising own work Methods: Look at action plans, task lists as well as technology to assist in planning work e.g. KPIs and targets; project management.

3.3 Explain the purpose of keeping other people informed about progress

Keeping people informed: Understand the importance of meeting customer expectations and how this helps to build strong relationships both internally and externally; allowing for contingency planning for under/over performance, monitoring and appraisal etc.

3.4 Describe methods of dealing with pressure in a business environment

Dealing with pressure: Understand the importance of planning and communication to mitigate any pressure situations. Also understand the importance of work life balance or management support to deal with pressure situations e.g. time management: planning, prioritising, delegating, use of mentoring etc.

4. Understand how to evaluate and improve

own performance in a business environment

4.1 Explain the purpose of continuously evaluating and improving own performance in a business environment

Purpose of evaluation: Understand how this adds to the strategy of the business as a whole, your own personal brand, positive affect on sales performance e.g. identify strengths, areas for improvement, any skills gaps, improve motivation and career progression opportunities etc.

4.2 Describe ways of evaluating and improving own performance in a business environment

Methods: Understand ways of gathering feedback, as well as own SWOT analysis to look for ways to improve performance and leverage, coaching and mentoring advice to move forward e.g. appraisals, skills gap analysis, 360 feedback, CPD (continuous personal development) etc.




4.3 Explain the purpose of encouraging and accepting feedback from others

Purpose of feedback: Understand the importance of understanding strengths and weaknesses for development needs as well as building relationships within the business. To develop confidence in own abilities, identify areas for improvement, build on current skills, identify training needs etc.

4.4 Explain different types of career pathways and roles available

Career pathways: Understand the values of the available roles and how they can assist and add value in different parts of the business - looking at potential career paths e.g. progression through education/training courses, gaining responsibilities, promotion to higher roles, transferring to different roles/ departments etc.

5. Understand the types of problems that

may occur with own work and how to deal

with them

5.1 Describe the types of problems that may occur with own work

Problems at work: Understand the basic functional problems that may exist such as system failure, against wider problems of staffing, human capital or more discriminatory or legal issues e.g. complaints, disagreements, conflicts of interest, poor leadership/communication, role/responsibilities unclear, unrealistic expectations, bullying, lack of training etc.

5.2 Explain ways of dealing with problems that may occur with own work

Dealing with problems: Understand the importance of identifying potential problems, internal policies for dealing with problems, the potential support (internal and external) for dealing with problems e.g. setting realistic targets/time limits, identifying training needs, mentoring, improving negotiating and communication skills etc.

5.3 Explain how and when to refer problems to relevant colleagues

Referring to colleagues: Understand the internal policies for dealing with problems and when to refer (escalate), know limits of own authority, understand the importance of sharing issues with the right people etc.

6. Understand the decision making process 6.1 Explain key stages in the decision- making process Decision making process: Understand the importance of clarifying the issue in hand, the need to look at potential options, any systems in place to set out selection criteria against aims of decision, gathering information, evaluating options, making decisions, evaluating consequences of decision taken etc.

6.2 Explain the purpose of not exceeding own limits of authority in making decisions

Limits of authority: Understand the internal processes that exist, as well as the wider external factors that affect the decision - when dealing with authority in the decision making process e.g. cost implications, complying with organisational procedures, managing customer expectations etc.






Delivery This unit is about personal responsibilities and how to develop and evaluate performance at work. It includes understanding employment rights, the purpose of health and safety, managing your work and how to evaluate and improve your work, the types of problems that may occur at work and understanding the decision making process. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 4 Understanding sales techniques and processes J/502/8210 Guided Learning Hours: Unit Level: Unit Credit:

30 3 4



1. Understand buyer behaviour in sales situations

1.1 Explain the different roles within buyer decision-making processes

Roles: Understand common or internal terminology such as gatekeeper, influencer and decision maker; understand the importance of having multiple contacts within an account, the decision-making unit (DMU), financiers, users, influencers, buyers, initiators, deciders, gatekeepers etc.

1.2 Describe the influences on buyer decision-making processes

Influences: Understand the different commercial and/or personal influences that effect individuals within the decision making process e.g. sourcing suppliers (preferred suppliers, business relationships); price and value, payment terms, delivery timescales etc.

1.3 Describe the impact of the buyer decision-making processes on sales techniques

Impact: Understand the importance of addressing and tailoring value propositions against the commercial and personal needs of the individuals in the decision making unit e.g. communication, presentation strategies, sales meeting attendees, responding to different needs, negotiation variables etc.

1.4 Explain different methods of contacting customers, influencers and decision-makers at different stages of the buyer decision-making process

Methods: Look at F2F, over the telephone or the use of different media/technology depending on the stage of the decision making process/sales cycle e.g. off and on site meetings, emails, mailing brochures, samples etc.

1.5 Explain the basis on which solutions are designed to meet the needs of buyers

Designing solutions: Understand the key attributes of the product/service and how they solve problems and needs of buyers e.g. identifying needs/wants of the decision making unit and presenting solutions showing how these are met for each of them.

1.6 Explain the concept and use of the value chain Value chain: Understand how the pre and post sales activities and the resources supporting the sale add value to the customer through the sales





cycle and beyond e.g. inbound and outbound logistics, follow up and after sales service etc.

2. Understand pricing for sales promotions 2.1 Describe the characteristics and uses of different types of price-based promotions (including incentives and discounts)

Price promotions: Understand where and why these are used, how they can assist the sales organisation and individual performance e.g. limited period, targeted product, immediate increase in sales volumes, creating awareness, launching new products, end of line, incentives, increase customer spending etc.

2.2 Describe competitors’ strategies to respond to price changes and price-based promotions

Response strategies: Understand what these are and when used, as well as looking at measures that can be put in place to mitigate and prevent price wars e.g. price reductions, other financial incentives, added value, favourable payment terms etc.

2.3 Describe how to develop a proposal for price-based promotions

Proposals: Look at SMART (specific, measurable, achievable, realistic and timed) objectives for any promotion, with good research and rationale, as well as expected revenue figures and cost, plus any long term benefits such as gaining market share. Also researching opportunities and competitor activity, product cycle, past promotions, contingency planning etc.

2.4 Explain the basis for calculating affordability and profitability of price-based promotions

Affordability and profitability: Understand costs involved including operations, marketing and any other costs that are lost in the price reduction e.g. product availability, marketing budget, pricing policy, promotion costs etc.

2.5 Explain the design and use of methods of measuring and evaluating the success of price-based promotions

Measuring success: Look at information, financial reports and statistics from internal technologies (CRM) to understand success in the short, medium and long term; understand how the goals fit into the overall strategy of the business e.g. financial statistics (graphs on sales volumes, profitability, redemption statistics on coupons, repeat sales etc.) and non-financial (customer surveys, product awareness, new enquiries, hits on web site etc.).

2.6 Explain how to use sales opportunities resulting from price-based promotions for higher volume and value sales

Sales opportunities: Understand the additional business that can be obtained from increase in volume sales achieved by price reduction e.g. following up on customers, opportunities to increase volumes/ frequency of purchasing, cross-selling, up-selling opportunities, new leads etc.

3. Understand the implementation of sales 3.1 Explain the importance of preparing for sales Sale preparation: Ensure required resources and environment are





plans activities (face to face and telephone) conducive to sales activity, appreciate value of research and ‘assumed’ propositions that can help add value to different targeted markets e.g. showing professionalism, efficient time management, increasing sales etc.

3.2 Describe how to identify the customer’s/prospect’s current situation, wants and needs

Wants and needs: Understand how research compliments good questioning and listening skills. What type of questions need to be asked to ensure that the proposition fits into the overall strategy of the business or individuals objectives e.g. questioning techniques (open, funneling etc.), past order records, researching websites for new products, accounts, competitor activity etc.

3.3 Explain how to identify the nature of competitor behaviour that may affect the outcome of the sales activity

Competitor behavior: Understand where to look for competitor activity, how to evaluate the validity of this information and the possible impact on sales activity e.g. promotions, changes in terms and conditions, rebranding, expanding portfolio of products, product upgrades etc.

3.4 Explain how the benefits of the product and/or service meet the customer’s wants and needs

Benefits: Understand ‘matching’ as well as the need to be specific with the value proposition and how different benefits value different customers or verticals e.g. matched to identified needs for each individual organisation.

3.5 Describe how to identify follow-up actions designed to address the strength of the prospect and the level of their interest

Follow up actions: Understand the need to prioritise appropriate time to prospects depending on interest levels, use techniques to test and ask for actions from customers to understand commitment levels e.g. high value and high interest, more personal and regular contact, methods of communication, completion of proposals etc.

4. Understand negotiation techniques in sales situations

4.1 Explain the importance of preparing for negotiations Negotiation preparation: Understand negotiation variables, where walk away points are and points that can be negotiated e.g. LIM (like, intend, must), tradable concessions, levels of authority etc.

4.2 Describe how to identify issues that prevent customers from agreeing to the sale

Barrier issues: Understand barriers such as misinterpretations or misunderstandings that hold up sales e.g. questions not answered satisfactorily, levels of authority etc.

4.3 Describe how to handle objections Handling objections: Use theory’s including ‘Feel, Felt, Found’ - to understand objections and how to deal with them e.g. listening and questioning skills, probing for clarification, using paraphrasing, restating values etc.






4.4 Explain the use of testimonials and evidence of the product’s and/or service’s strengths in making a sale

Testimonials and evidence: Understand the value of testimonials in progressing sales, giving customers confidence (and helping the customer to sell internally), using successful case studies – ‘you never got fired for buying IBM’ e.g. inspiring trust/ confidence and useful tools to convince customers to buy.

4.5 Explain the use of the negotiating plan when making a sale

Negotiating plan: Understand the importance of variables and scope of negotiation, using the plan to trade-off variables e.g. scoping own authority and responsibility, availability of tradable concessions, knowing when to say no etc.

4.6 Describe the impact of the limits of authority in negotiating agreements and deals

Authority limits: Understand the importance of obtaining consensus and agreement in the meeting, as well as protecting the business from bad deals or non-profitable deals e.g. stalled negotiations, having to refer to a higher authority, inability to close sales etc.




Delivery This unit is about understanding sales techniques and processes and includes: understanding buyer behaviour, understanding pricing for promotions, the implementation of sales plans and negotiating techniques. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 5: Principles of presentations and demonstrations in sales L/502/8211 Guided Learning Hours: Unit Level: Unit Credit:

15 2 2



1. Understand how to prepare for a sales presentation or demonstration

1.1 Describe how organisational sales strategies, plans and activities are relevant to the presentation/demonstration

Sales strategies: Understand the importance of recognising the strategy, plan and activities of the customer when presenting solutions back to them. How solutions presented that are complimentary to these goals assist in moving forward the sale etc.

1.2 Describe how the presentation/demonstration is intended to help meet sales targets

Presentation: Understand the importance of presentations/demonstrations in assisting the sale and contributing to sales targets etc.

1.3 Describe the features and benefits of the products and/or services to be promoted

Features and benefits: Understand the differences as well as how these need to be positioned against the customers’ objectives. Understand further how the benefits for one customer may be different to another.

1.4 Explain how to set up the venue and equipment to be used for the presentation/demonstration

Set up: Understand the importance of where people sit, the location of visual aids and that of a presenter. What the interaction between individuals in the meeting should look like, how active they should be and how this contributes to the end goal of the presentation/demonstration.

2. Understand how to deliver a sales

presentation or demonstration

2.1 Explain how to identify an audience’s wants, needs and likely interests

Wants and needs: Understand the importance of pre-presentation research and questioning to understand the needs or potential needs of the audience to ensure that individuals have expectations delivered.

2.2 Explain how to deliver a presentation/demonstration in a way that meets an audience’s information needs and captures and retains their attention

Presentation delivery: Look at techniques to maintain engagement, personalisation and involvement. Ensure relevance to all parties, addressing individual’s needs and expectations.

2.3 Explain the importance of anticipating and meeting problems, constraints and objections

Anticipating objections: Understand the importance and benefit of pre-empting problems, constraints and objections, how to bring them out of the meeting, why this is useful and how to deal with them when they are





on the table etc.

2.4 Explain why it is important to provide an audience with opportunities to raise questions and objections

Raising questions: Understand the best time to do this, how to set up the meeting to allow time for these questions, what value they add to the business and how they assist with the sale e.g. pre-empting an objection by identifying a particular product/service benefit etc.

2.5 Explain how gaining commitment contributes to the achievement of a sale

Gaining commitment: Understand what commitment is required, when to position commitment as an expectation/objective of the meeting and why this can contribute to moving the sale forward etc.

3. Understand the role of evaluating

sales presentations/demonstrations

3.1 Describe how the effectiveness of sales presentations/demonstrations is evaluated

Evaluation: Look at SMART (specific, measurable, achievable, realistic and timed) objectives of the presentation, as well as ensuring that the objectives of presentations are always to contribute to moving the sale forward.

3.2 Explain how evaluative information is used to contribute to enhanced sales performance

Information contribution: Understand the importance of examining positive and negative outcomes of the meeting, encouraging where things were positive and how to deliver more, as well as improving any negative aspects.




Delivery This unit is about presentations and demonstrations in sales and includes: preparing for a sales presentation/demonstration, delivering a sales presentation/demonstration and evaluating presentations/demonstrations. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 6: Principles of selling at trade fairs and exhibitions A/502/8219 Guided Learning Hours: Unit Level: Unit Credit:

18 2 2



1. Understand the basis for deciding whether to participate in trade fairs and exhibitions

1.1 Explain the purpose of exhibitions and trade fairs Purpose: Understand the objectives and goals in terms of generating leads, visibility, networking, the value of face to face contact etc.; giving buyers the opportunity to see/test and find out information on a range of products relevant to their sector from competitive organizations; giving sellers the opportunity to showcase their brand, products, features and benefits and meet with buyers and take orders; comparisons with competitors etc.

1.2 Describe how an organisation’s sales plans and targets relate to a trade fair or exhibition

Plans and targets: Understand how the sales plan establishes key segments or markets that are looking to be targeted and how the trade fair can act as a direct action for these segments. Opportunities to enter new markets will be identified in sales plans.

1.3 Explain how the cost of participation is weighed against the likely sales that may be achieved

Participation costs: Understand the complete costs of trade fairs including time and opportunity cost against the amount of leads or opportunities needed to be generated e.g. all exhibition costs calculated and taken from sales revenue generated, profit percentage achieved etc.

2. Understand how to prepare for trade fairs and exhibitions

2.1 Describe the resources needed for participation Resources: Understand the need for a professional presence, demonstrable material or literature for stand, the potential need for demonstrations and what human resource is needed and the costs involved for dressing a stand and transportation. Further appreciate the need for pre and post show marketing and follow-up e.g. human resources, marketing (literature, consumables, stand displays), price lists, sufficient stock, testimonials/case studies, transport, audio/visual equipment, refreshments, accommodation etc.





2.2 Describe how targets are set for exhibitions and trade fairs Setting targets: Understand any historical data, previous contacts or contracts won, visitor numbers expected to attend and the ability to have access to a percentage of the visitors. Look at trade show material to have an understanding of the type of visitors that would attend e.g. historic data, costs plus, profit percentage, number of contacts, sales, individual/team targets etc.

2.3 Explain how actual and potential customers are informed of forthcoming events

Invitations: Understand the importance of generating pre show activity in the different forms of electronic, direct mail or social media activity alerting to the businesses presence e.g. mail shots, emails, trade journals, websites, newsletters and social media (LinkedIn, Twitter, Facebook etc.).

2.4 Explain how to identify opportunities for collaborative selling with other exhibitors

Opportunities: Identify the key businesses that this activity will work for against the sales plan – understand the nature of the agreement and how this can assist in such ‘complement’ selling as well as cross and up selling.

2.5 Explain the importance of identifying potential competitors and threats to sales from other exhibitors

Potential competitors: Understand where competitors are and how to compete against them from a ‘presence’ point of view such as demonstrating key differentiators e.g. ensuring best stand location in relation to competitors, standing displays, trained/sufficient staff present etc.

3. Understand techniques for selling at trade fairs and exhibitions

3.1 Describe how displays are arranged and presented to attract potential customers

Displays: Understand popular locations and why i.e. the pros and cons of being near an entrance, by a coffee station, toilet or by a major exhibitor. Also location in relation to flow and use of visual/ audio technology etc.

3.2 Describe techniques for engaging potential customers’ attention quickly

Getting attention: Look at verbal and non-verbal communication, asking good qualifying questions, attracting with live demonstrations or compelling content, looking at name tags, offering free samples etc.

3.3 Explain how sales lead information is identified, captured and followed up

Sales leads: Understand how it is collected, any technology to feed into CRM and qualifying out. Understand any mechanism for automatically sending follow up information or any post-show follow-up that needs to take place. Exchanging business cards, forms for relevant details, prize draws etc.




3.4 Explain how to adapt sales techniques to suit the environment of trade fairs and exhibitions

Adapting sales techniques: Understand the importance of qualifying quickly, getting correct contact data and ensuring/committing to next steps e.g. qualifying questions, identifying needs, agreeing follow up contact, having strategies to move on non- prospects etc.

3.5 Explain the importance of post-event follow up with potential customers

Post event follow up: Understand the importance of follow up to ensure that business is closed and completed. How the show relies on follow up and that this should be sought when qualifying at the show e.g. getting sales from qualified leads, meeting event sales targets, building trust and confidence with potential customers, opportunities for cross/up selling, extending the data base for future promotions etc.




Unit 6 Guidance on Delivery and Assessment Delivery This unit is about understanding selling at trade fairs and exhibitions. It includes the basis for deciding to participate, how to prepare for such events and understanding techniques for selling at trade fairs and exhibitions. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 7: Understanding sales targets L/502/8208 Guided Learning Hours: Unit Level: Unit Credit:

13 2 2



1. Understand how sales targets are calculated

1.1 Describe the process for forecasting sales and setting sales targets

Process: Understand stakeholders that are involved, the internal conversations with the sales team and how different individuals look at different factors to set targets e.g. collecting and using information to develop a sales forecast based on past/present data and using forecasts based on value/volume measures to develop sales targets.

1.2 Describe the factors that affect the setting of sales targets Factors: Look at historical data, patterns in sales history and market environment. Understand resources, both human and financial, that may have a positive or negative impact on the forecast; data, trends, costs, product development, inflation, competition, business needs etc.

1.3 Explain the volume and value of the sales required to meet target figures

Sales volume and value: Understand how many sales need to take place of different values (based on average order value) how many key accounts you need to close and what make up of products need to be sold to make target e.g. total volume and value of sales required to meet organisational sales targets, product ranges, net and gross profit margins etc.

1.4 Explain the pricing structure for products and/or services to meet sales targets

Pricing structure: Understand how pricing pressure can have an effect on targets, likewise how price increases can also bring targets closer depending on the sales team’s ability to close at higher prices e.g. market pricing, competitive pricing, product life cycle, discounts etc.

1.5 Describe a formula for calculating sales values over a period of time

Sales value calculations: Sales revenue minus direct and indirect costs – understand what the organisation uses and validate the calculation e.g. actual sales, VAT, for a certain period minus direct/ indirect costs etc.





2. Understand the use of sales targets 2.1 Explain the importance of sales targets for performance purposes

Targets and performance: Understand the importance of them being achievable and agreed with the sales professional, the threat of targets being too distant and how they are broken down to be achieved e.g. achievable but stretching targets motivates individuals and teams to achieve; monitoring the effectiveness of each individual, identifying under-performance and addressing it, implementing contingency plans, rewarding over-achievement etc.

2.2 Explain how past sales targets can inform the setting of future targets

Future target setting: Understand where the previous sales targets have come from, the product mix and the differing market environment that may have an effect on the forecast e.g. past sales targets under/over achieved, trends, customer groups, area size, location etc.

3. Understand how to collect sales-

related data

3.1 Describe the potential sources of sales-related data Sources of data: Understand historical pipeline data, financial accounts, performances in similar market environments, stock audits, competitors information, trade associations/journals etc.

3.2 Explain the data collection methods for obtaining quantitative and qualitative information

Collection methods: Understand the differences and the value of qualitative and quantitative data sources e.g. qualitative (information on quality e.g. surveys, questionnaires, focus groups etc.) and quantitative (information on quantity e.g. financial reports, audits etc.).

3.3 Describe how data can be used to support sales activities Supporting data: Understand the importance of data and how it can have a positive effect in supporting sales activity – leads generated, meetings attended etc.; customer expectations, competitor activity, sales by product, customer groups, monitoring targets, contingency planning, marketing effectiveness etc.

4. Understand how to evaluate sales

performance

4.1 Describe how to monitor sales performance against targets Monitoring performance: Understand the importance of sales technology to monitor sales performance; sales positioning against targets, budgets, last year’s performance, colleagues, market (all help to create a view of success); Excel or other monitoring software etc.

4.2 Explain how to evaluate performance against targets Evaluating performance: Understand the performance of closed business against pipeline activity, how to read this data and understand where risks and opportunities lie e.g. achievement, under-achievement, exceeding targets, sale values, product mix, new and existing customers etc.





4.3 Describe the factors that can cause variances of performance from target

Factors: Understand the impact of sales environment on the target, possible changes or variance on human and financial resource on the target, the importance of the individuals own environment and the personal effects on the sales target, sales trends, market conditions, product and service developments, abilities of individuals, political or economic change, marketing campaigns, competitor activity etc.

4.4 Describe the actions to be taken if sales targets are not met

Actions: Understand the immediate needs around coaching and mentoring or re-distributing resources; medium term strategies around training or longer term needs such as adding resources or re-forecasting; reviewing sales targets, pipeline management, marketing campaigns etc.




Delivery This unit is about understanding sales targets. It includes how sales targets are calculated, the use of sales targets, collecting sales related data and evaluating sales performance. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 8: Understanding business awareness in sales R/502/8209 Guided Learning Hours: Unit Level: Unit Credit:

11 2 2



1. Understand business issues in the sales environment

1.1 Describe different approaches to business awareness in different types of organisations

Business awareness: Understand internal and external factors such as staff, financials, resource internally, political/market environment, business and sector awareness, competitors, cycle of financial year, growth, cost effectiveness etc.

1.2 Describe the relationship of the sales function with other business functions in an organisation

Sales function relationship: Relationships with key business functions such as marketing, impact of other functions e.g. HR/training and operational or financial functions.

2. Understand the importance of business news in the sales environment

2.1 Describe how news items affect business New items: Understand optimism in the political environment and how this effects the behaviour of internal human capital and buying behaviour of customers e.g. economic, political, legal, environmental, social effects on sales performance/budgets etc.

2.2 Describe who should receive sales-related business news in an organisation

Sales related news: Understand the different stakeholder options and how the information would be transferred back to the sales team e.g. directors, sales teams, managers in finance, HR, production, distribution, administration, processing etc.

2.3 Describe internal and external sources of information on business news

Sources: Internal: intranet and business related publications/media, newsletters, briefings, colleagues, memos, reports etc.; external: FT/Dow Jones, political news, TV, newspapers, trade journals, sector bodies, professional organisations, networking events etc.

3. Understand the use of networking in sales

3.1 Describe the purpose of networking Networking: Understand the immediate value of direct relationships, gathering information, making additional contact, identifying opportunities etc.







3.2 Explain the advantages and disadvantages of different types of networking

Advantages and disadvantages: Understand planned events that can be vetted for attendee’s and subject matter that can be effectively targeted and appropriately positioned; informal events that may have different people but a more relaxed approach to making introductions e.g. planned events (qualified attendees, efficient use of time, more opportunities to meet prospects etc.) and unplanned events (no common interests, inefficient use of time, less opportunities to identify prospects etc.).

3.3 Explain how to use networks to build business awareness

Using networks: Look at the importance of building relationships with key stakeholders, gathering information and sharing information for mutual benefit of the group.

3.4 Explain the importance of mutual benefits and integrity in business conducted through networking

Mutual benefits: Understand the value of giving and receiving information, making referrals, passing on information rather than taking and not giving e.g. aiming for win-win situations, importance of trust and confidentiality etc.






Delivery This unit is about understanding business awareness in sales. It includes business issues in a sales environment, business news in sales and the use of networking. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 9 Customer service in sales J/502/8224 Guided Learning Hours: Unit Level: Unit Credit:

25 2 3



1. Understand how to build long term relationships with customers

1.1 Describe customers’ needs, wants and expectations Needs, wants and expectations: Understand how these can differ depending on relationship; covering: pure financials, reliability, consistency, service, terms and conditions, quality, close relationships for ongoing building etc.

1.2 Explain the importance of balancing customers’ needs with organisational sales strategies and resource requirements

Balancing: Understand the importance of delivering on expectations, managing customers against ability to deliver internally, being sympathetic to the internal capability e.g. account management, contact methods, value of client to organisation etc.

1.3 Describe the basis on which relationships with customers are managed

Relationship basis: Communication, delivery, how/when these are not achieved the issues that can occur, against the value of consistent performance e.g. trust, customer service, communication etc.

1.4 Explain the importance of negotiating mutually beneficial sales solutions

Mutual benefits: Understand win/win solutions and how these have a positive impact on the relationship moving forward e.g. satisfying the customer in a commercially viable and mutual way etc.

1.5 Explain the role of customer feedback in enhancing relationships and profitability

Customer feedback: Understand how this can help identify issues and help to resolve them, an ongoing ability to address needs, cross and up sell opportunities, identifying good practice, areas for improvement etc.

1.6 Describe the importance of customers’ experiences in developing long term relationships

Customer experience: Understand the importance of openness in the relationship and how this can become a conduit to develop a key account management style relationship e.g. building trust and loyalty and becoming the preferred supplier.






2. Understand approaches to managing customer accounts

2.1 Describe the role of key customer teams Role: Support of sales effort, expertise and the ability to manage and achieve buy-in on sales targets and customer retention e.g. collaboration, support, achieving/exceeding targets, delivering excellent customer service etc.

2.2 Explain how to develop customer care programmes Customer care: Look at existing and case study policies and initiatives to imbed programmes into business e.g. policies and procedures with defined standards for the organisation.

2.3 Explain the role of IT in managing customer accounts

Role of IT: Look at the importance of data protection, being able to display useful information to key stakeholders, the role of information contributing to organisation strategy e.g. data protection, historical and updated information and analysis for accounts and senior management etc.

2.4 Explain the importance of effective communication channels to support customer relationships

Communication channel: Understand the importance of buy-in and contribution of key stakeholders in ensuring that customer relationships are maintained, the role of the sales professional in effectively communicating strategy, process and issues to the stakeholder teams and ensuring a process covering the whole customer experience.

3. Understand the importance of customer loyalty

3.1 Explain the relationship between customer loyalty and sales performance

Customer loyalty: Understand the benefits and issues around loyalty, how relationships can gain/increase business and contribute towards sales targets e.g. repeat sales, referrals, increased sales opportunities etc.

3.2 Describe the factors affecting the attraction and retention of customer loyalty

Factors: Understand the importance of communication, delivering on agreed plans, appreciating the issues caused by disconnect in business process, poor customer service or accounting structures outside of the immediate sales remit, where issues can arise e.g. trust, quality, value for money, good communication, feedback, loyalty reward programmes etc.

3.3 Describe the advantages and disadvantages of different methods of enhancing customer loyalty

Advantages and disadvantages: Look at the advantages of increased relationships and increased sales performance against cost, additional work load, multiple communication processes etc.; advantages: retention, increased sales, advocacy etc.; disadvantages: costs, copied by competitors, complacency over time etc.





3.4 Explain the importance of reviewing customers’ experiences as a means of improving the service offer

Reviewing experiences: Understand the importance of continual improvement, seeking feedback from customers and the customer’s customer - to increase relationship and increase business performance e.g. what works well, what needs changing/ improving, remaining competitive etc.

4. Understand the importance of the brand

and organisational reputation

4.1 Describe the way in which customers’ perceptions of organisations and their products and/or services influence buying decisions

Customer perceptions: Positive and negative; understand the importance of brand loyalty, trust having done business before, perceptions of pricing and value against reality e.g. brand reputation, quality, value for money etc. and influence on the frequency of purchase and loyalty.

4.2 Explain the link between customers’ previous experiences and their future likely buying intentions

Customer intentions: Understand the positives and negatives of Customer Lifetime Value, how this helps build relationships, sales and referrals against the ability to secure market share in a loyal market environment e.g. positives (repeat business, extra sales, loyalty, referrals etc.) and negatives (loss of sales to competitors, repeat business difficulties/ costs, negative word of mouth etc.).

4.3 Explain how the presentation of products and/or services affects the perception of organisations

Product presentation: Understand the importance of brand consistency, professionalism and aligned thinking from messages and presentations; understand the importance of tailored communications measured with alignment of company values and messaging e.g. consistency of brand, professionalism, product knowledge, trust, meeting relevant needs etc.

5. Understand how to meet the customers’

after sales service needs

5.1 Explain how to ascertain customers’ likely after sales needs

Ascertaining after sales needs: Understand the importance of questioning and active listening, bringing particular issues forward to address post sale and to act as a selling point of covering customer needs e.g. use of questioning, probing and paraphrasing skills, identifying additional and bespoke requirements etc.

5.2 Describe how to balance customers’ needs with those of an organisation

Balancing needs: Understand key factors like authorisation factors, the importance of understanding stakeholder needs and maintaining profitable relationships, whilst also delivering against customer needs e.g. negotiation skills, aiming for win-win situations, tradable areas, limits of authority etc.

5.3 Explain the importance of fulfilling commitments made to customers in accordance with organisational quality, customer service standards and legislative requirements

Importance of commitments: Understand these policies/legislation to ensure customer commitments are in line with organisational capability and the positive outcomes that arise from delivering against them e.g. trust, satisfaction, loyalty etc.



5.4 Explain the importance of keeping sales records up to date

Sales records: Understand the importance of communicating with customers professionally and having continuity benefits when other parts of the organisation are communicating with customers e.g. changes in contacts, contact details, finance procedures, purchase history, bespoke requirements, professionalism, customer satisfaction, forecasting, targets etc.

5.5 Explain the purpose of reviewing the quality and effectiveness of after sales service provision against customer feedback

Quality and effectiveness: Understand the importance of addressing immediate customer needs, updating internal policies and procedures and investment in training should there be negative connotations. Also view positive feedback as an opportunity to upsell and gain testimonials that contribute to sales propositions e.g. improving customer satisfaction, updating procedures, identifying training needs etc.

5.6 Describe how and when to negotiate alternatives, discounts and special offers in order to maintain the customer’s loyalty

Alternative offers: Understand the best place for conversations of this nature to take place, the risks involved and where the opportunity of ongoing business relationships sit. Understand the environment in which these negotiations are taking place and ensure commitment is gained on both sides e.g. at negotiation stage and after agreements to secure higher value purchase, to upsell/cross-sell, improve value to customers, maintain required margin/profit etc.




Delivery This unit is about customer in sales. It includes understanding how to build long term relationships, approaches to managing accounts, the importance of customer loyalty, organisation brand and reputation and meeting customers’ after sales needs. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 10 Principles of online selling Y/502/8227 Guided Learning Hours: Unit Level: Unit Credit:

24 3 3



1. Understand how to plan online selling 1.1 Describe the characteristics of online selling Characteristics: Understand the sort of products that are sold, how they are sold, where and how the transactions are made e.g. selling goods/services over Internet, websites, marketing, product specifications, terms and conditions, returns/faulty goods policies, data collection, online payment systems etc.

1.2 Describe how online selling fits into an overall sales and marketing strategy

Online fit: Understand the sort of products/services that are sold online, the value of selling overseas, making smaller transactions that need less human interaction, accessing new markets complimentary to traditional sales, opportunities for additional sales, 24-7 sales opportunities, access to international markets etc.

1.3 Explain the requirements of multiple media to be used

Media requirements: Look at the overall package to suitably communicate value to the potential customer including photos, videos, sound, software etc.

1.4 Explain the strengths and limitations of different types of software used for online selling

Types of software: Understand speed, integration, efficiency of communication against reliability, cost and maintenance; strengths (speed, efficiency, convenience etc.) versus limitations (costs, maintenance, compatibility with other applications, security etc.).

1.5 Describe the use of click-through tracking and cookies as a means of contributing to enhanced sales performance

Tracking and cookies: Understand the importance of the customer journey, when drop off occurs, where customers have come from and re-communicating messages to deliver pipeline improvements e.g. conversion tracking, identifying users etc.





1.6 Explain how to deal with “un-deliverables” and other systems failures

Un-deliverables: Understand the internal IT issues that may be causing un-deliverables against people moving on, retiring email data, compliance with data protection e.g. unopened emails, converting to spam, revising message content, maintenance, replacement, servers, technical support etc.

2. Understand implementation issues in online selling

2.1 Explain the criteria for acquiring targets lists and databases

Acquiring lists: Understand the importance of quality, vetted data and how it contributes towards successful campaigns over ‘loose’ data and volume that is not vetted e.g. buying data, enquiries, customers, members subject to data protection etc.

2.2 Explain the way in which media are selected to optimise sales

Media and selection: Look at social and online as ways in which leads are generated and pushed organically towards purchasing environments e.g. effectiveness, cost, access to customers etc.

2.3 Describe the way in which sales/marketing messages are developed to engage customers

Developing messages: Understand segmentation, tailored messages to communities, tailored messages against particular products or services e.g. ensuring messages are targeted, segmented, customer related etc.

2.4 Describe the media through which sales/marketing messages are communicated to reach potential customers

Media: Online and social media and understand the relationship between them and the purchasing environment e.g. Facebook, Twitter, LinkedIn etc.

3. Understand evaluation processes for online selling

3.1 Explain how the success of online selling is measured

Measures of success: Look at ‘click through rates’, cost per click, conversion rates and goal setting.

3.2 Explain the importance of cleansing data and the consequences of not doing so

Cleansing data: Understand the importance of data protection and how robust policies can help to clean and ensure well targeted campaigns to customers e.g. contacting intended targets only etc.

3.3 Explain the value of customer feedback from online selling in improving future activities

Value of feedback: Understand how this can improve customer retention and also alert to faults effecting sales. Look at opportunities for feedback to improve sales propositions as well as improving service.








Delivery This unit is about the principles of online selling. It includes how to plan online selling, the implication issues involved and evaluation processes for online selling. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit11: Competitor analysis in the sales environment M/502/8234 Guided Learning Hours: Unit Level: Unit Credit:

20 3 2



1. Understand the use of sales-related information

1.1 Describe how sales-related information is used to enhance sales performance (markets, volume, mix and value)

Sales related information: Understand the value of having accurate data to inform decisions around sales activity and resources and putting the right propositions to the right people at the right time e.g. market awareness, trends, competitor activity, demand, marketing mix etc.

1.2 Explain the benefits and risks of using different sources of sales-related information

Benefits and risks: Understand the relevance of information, editorial angles used and accuracy of information when making decisions; benefits (cross referencing, validations, balanced views, competitive advantage etc.) and risks (inadequate relevancy, currency, validity etc.).

2. Understand the collection and storage

requirements of sales-related

information

2.1 Describe the advantages and disadvantages of different systems to gather sales-related information

Systems and requirements: Understand the use of the system, web-based, offline, speed, efficiency, cost, reliability and integration into other business processes; advantages (speed, efficiency, integration etc.) and disadvantages (costs, data protection, viruses etc.).

2.2 Explain the importance of safe, secure and accessible data storage

Safe data storage: Understand the legislative environment internally and externally and the value of safe and secure data storage to the sales function and effort e.g. complying with The Data Protection Act 1998, other relevant legislation, database protection, efficiency etc.

2.3 Explain the importance of ensuring the currency and accuracy of sales-related information

Currency and accuracy: Understand legal requirements as well as internal procedural requirements, where financials are obtained and their need to be accurate for stakeholders e.g. data mining, satisfying legal requirements, making appropriate decisions, efficiency etc.

2.4 Explain how to validate the sales-related information collected

Validating information: This could be at data collection point, cross-checking, customer questionnaires, updates when making contact etc.





3. Understand the use of tools and

methods for analysing quantitative and

qualitative sales-related information

3.1 Explain the use, strengths and limitations of different analytical software packages

Software packages: Understand the relevance of their analytical use against the costs and reliability of the package, question the value of making decisions and the accuracy of output e.g. analysis, reporting, meeting regulatory requirements etc.; strengths/limitations: efficiency, costs, restricted formats etc.

3.2 Explain the differences between primary and secondary data

Data differences: Understand the values of different types of data to the end user e.g. primary data is collected first hand by a researcher and normally through surveys, questionnaires, focus groups, interviews etc.; secondary data has already been collected e.g. books, journals, census data, articles, databases etc.

3.3 Describe the criteria against which competitor information is analysed and evaluated

Criteria: Understand the key areas of competitor information required, costs, messaging, financial performance, portfolio mix e.g. marketing mix, location, size etc.

3.4 Explain how to identify trends in sales- and competitor-related information

Trends: Look at external and internal data sources and the value of having independent organisations cross examining the data.

3.5 Describe the formats for presenting the analysis of sales-related information

Formats: Look at different communication sources, spreadsheets, CRM, presentations and graphs.

4. Understand how the results of competitor analysis are used

4.1 Explain the findings of competitor analysis on sales potential and performance

Competitor findings: Understand how activity can adversely or positively affect sales performance and pipeline.

4.2 Describe the impact of competitor activity on sales activities and plans

Impact: Understand how this information feeds into the sales plan developing marketing messaging, product portfolio, operational capability, sales propositions, targets and pipeline; customer loyalty, turnover, profit, pricing etc.

4.3 Explain the use of competitor information in the formulation of sales proposals

Information and proposals: Understand and react to competition where needed, ensure differentiators are clearly defined e.g. adjusting to meet/exceed competitor offering etc.

4.4 Explain who needs to know about competitor activity and why

Who needs to know: Understand key stakeholders and correct communication channels for sharing information e.g. departments that may need to adjust plans and forecasts (finance, HR, sales, marketing etc.).




Delivery This unit is about competitor analysis in the sales environment. It includes the use of sales related information, collection and storage requirements, the use of tools and methods for analysing sales related information and understanding how the results of competitor analysis are used. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit 12: Understanding customers’ creditworthiness for sales purposes H/502/8232 Guided Learning Hours: Unit Level: Unit Credit:

16 3 2



1. Understand the process of assessing customers’ creditworthiness

1.1 Explain the legal and regulatory requirements relevant to obtaining finance for customers

Legal and regulatory requirements: Understand the key organisations and legislation that exist within own operating environment. Relevant laws and their affects e.g. The Consumer Credit Act 1974, Consumer Protection Act 1987, Data Protection Act 1998; regulatory bodies e.g. Financial Services Authority (FSA).

1.2 Explain the basis for calculating customers’ borrowing needs

Customer borrowing calculation: Understand this in terms of risk and credit, consider own internal policies and procedures e.g. risks basis, credit scoring etc.

1.3 Explain the features and requirements of different sources of finance (e.g. hire purchase, bank loans, leasing)

Sources of finance: Understand the rates, penalties, finance options and how they are communicated to clients e.g. interest rates, guarantees, payback periods, penalties etc.

1.4 Describe the information needed to be able to carry out credit searches

Credit search information: Understand the organisation or personal details needed and what and how they will be used for credit searches.

1.5 Explain the process for setting credit limits on customers Setting credit limits: Understand what these are internally and how they should be communicated to the customer e.g. organisational policies, references, credit history, financial statements etc.

1.6 Describe the requirements of financial checks through banks, credit rating agencies and supplier references

Financial checks: Understand what these are and how they are communicated to the customer e.g. relevant legal and regulatory requirements.

1.7 Explain the actions to be taken if credit searches’ findings are negative

Negative actions: Understand how these are communicated to customer, right to reply (if they have this right), present alternative arrangements to finance e.g. opportunities for customer disputing findings, offering cash payment options etc.




1.8 Explain where to refer customers for financial assessment and/or advice

Customer referral: Such as financial advisors, credit agencies or government advice bureaus, understand company policy for sharing this information e.g. Citizens Advice Bureau, credit reference agencies, independent financial advisors etc.

2. Understand how customers’ ongoing credit status is monitored

2.1 Explain the importance of formal agreements with customers

Formal agreements: Understand the importance of these in terms of setting out requirements, contracts as legally binding documents, avoiding disputes and protecting parties involved etc.

2.2 Describe the different criteria customers’ accounts are monitored against

Monitoring criteria: Understand the areas that feed into this covering stability of organisation, financial history and directors involved e.g. industry/organisation standards, historic information, stability, directors’ history etc.

2.3 Explain the actions to be taken with regard to changes in credit limits, spending patterns and the status of customer accounts

Customer account changes: Understand the need to monitor constantly, look for trends/fluctuations that need to be addressed and how the organisation currently addresses these e.g. ongoing monitoring/trend spotting and making adjustments if required.




Unit 12 Guidance on Delivery and Assessment Delivery This unit is about understanding customers’ creditworthiness for sales purposes. It includes the process of assessing customer credit and how that ongoing credit is monitored and relevant actions depending on any changes. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Unit13: Understanding the relationship between sales and marketing F/502/8223 Guided Learning Hours: Unit Level: Unit Credit:

21 3 3



1. Understand the impact of different organisational structures on sales and marketing functions

1.1 Describe the features of different organisational structures Features: Understand the role in which each department takes responsibility for revenue generation (e.g. how marketing support sales or sales feeds back to marketing), how this may differ for different products, services and organisations e.g. by function (arranging the business according to what each section or department does), by product/activity (organising according to the different products made), by area (geographical/regional structures) etc.

1.2 Explain the effect of different organisational structures on sales and marketing functions and their performance

Different organisational structures: Understand the lines of responsibility, ownership and the feed-back of information to stakeholders in the business to make decisions (and where they are made) e.g. level of expertise, control, finance available, decision making, support etc.

2. Understand the interface between sales and marketing functions

2.1 Explain the role and responsibilities of sales personnel Sales roles: Understand the different roles, but also the different nature of the different names of these roles and how they differ in organisational structures e.g. sales directors, key account managers, sales managers, sales executives etc.

2.2 Explain the role and responsibilities of marketing personnel Marketing roles: Understand the different roles and how they feed into the structure, look at complimentary marketing roles such as internal communications or brand management e.g. marketing directors, marketing communications managers, marketing managers, assistant marketing managers, brand managers, product managers etc.

2.3 Describe areas of synergy between the sales and marketing functions

Synergy: Understand how this sits in raising awareness, generating leads, aligned messaging, financial responsibility e.g. satisfying customers, running promotions, targeting customer groups, creating interest in buyers etc.





2.4 Describe the benefits of collaborative working to the performance of an organisation

Collaborative working: Understand what this means, that communications are aligned for increase performance, that customers are contacted and feed into plans and external messages from markets are exchanged to improve propositions e.g. higher sales, meeting the needs of customers, relevant and targeted promotions etc.

2.5 Explain potential causes of friction between the sales and marketing functions

Friction: Understand how lack of clarity of roles within processes, mixed messaging and lack of communication can cause friction between parties e.g. poor communication, lack of understanding of each other’s roles, disagreeing on importance of activities etc.

2.6 Describe mutually acceptable solutions to identified sources of friction

Solutions: Understand that strategy, responsibilities, clarity of process and good communication can be solutions to problems and issues e.g. agreeing on objectives and procedures etc.

3. Understand the impact of sales and marketing on product development processes

3.1 Describe the product development process Product development: Understand who conducts this and feeds it in, understand the process of customer interaction, building business cases, financial sense checking and product and market testing e.g. customer needs, research, business cases, financial analysis, feasibility, prototypes, market testing etc.

3.2 Explain the role of sales and marketing in the product development process

Sales, marketing and the development process: Identify who does what and the sales process; understanding target markets, customer requirements and appetite; marketing input in terms of promotion, proposition, branding etc. e.g. identifying needs, target groups, distribution channels, packaging, merchandising, promotions, pricing etc.

3.3 Explain the market features and trends relating to a product or service

Features and trends: Understand where these sit in terms of product life cycle, financial forecasting, competition, demand, price, trends in buyer behaviour etc.

3.4 Describe the characteristics and benefits of a product or service

Facts and benefits: Understand the specification of the product and how it solves a problem or need created by the client.

3.5 Explain the wants and needs of an organisation’s customer base

Customer wants and needs: Understand how these can differ depending on the client e.g. cost, value for money, reliability, complexity, quality, service etc.




3.6 Describe how to prepare a business case for a product or service

Business case: Understand the need for costs/forecasting costs, demand for products/potential return, the need to understand the market environment, the potential time needed to deliver to market and return financials e.g. research, marketing mix, market testing, forecasting, financial analysis etc.

3.7 Describe how to forecast sales of a product or service Forecasting sales: Understand historical data, market conditions, human capital and propositions that already exist e.g. trends, product offering, customer base, marketing/sales budgets etc.

3.8 Explain the importance and use of customer feedback in relation to product development

Customer feedback and product development: Understand the complexities of the product/service to meet exact requirements, to feedback on operational issues/delivery, gain confidence in the end result and preparation for purchase e.g. identifying trends, needs/demand, characteristics required, performance and pricing.




Unit 13 Guidance on Delivery and Assessment Delivery This unit is about understanding the relationship between sales and marketing. It includes the impact of different organisational structures on sales and marketing functions and the interface between sales and marketing. Learners also look at the impact of sales and marketing in the product development process. Assessment All learning outcomes in this unit must be assessed using methods appropriate to the assessment of knowledge, understanding and competence, consequently, they can be assessed using a variety of assessment methods including:

Assignment

Portfolio







Resources

Training Resources

Centres may use their own, or published learner support materials in delivering the qualification. Whatever support materials centres choose to use, they should ensure that their delivery methodology adequately prepares the learner for assessment. IQ SQI endorses published training resources and learner support materials by submitting the materials to a rigorous and robust quality assurance process, thus ensuring such materials are relevant, valid and appropriately support the qualification. Resources and Useful websites Health and Safety Executive www.hse.gov.uk CfA (Council for Administration) http://www.cfa.uk.com/sectors/business-and-administration.html Business and Administration Sector Equalities and Human Rights Commissions http://www.equalityhumanrights.com

http://www.hse.gov.uk/

http://www.cfa.uk.com/sectors/business-and-administration.html

http://www.equalityhumanrights.com/

Documents

IQ Level 3 Certificate in Principles of Selling (SQI) … IQ Level 3 Certificate in Principles of Selling (SQI) (QCF) has been developed in association with SQI and is a qualification