Consultants and EPC contractors set the criteria before suppliers are invited. Arrive after that and you are a compliance response.
Selling Excellently™, our ten-module B2B sales method, for consultant-led and project-driven sales cycles. Diagnosed first, customised, reinforced after. Onsite or live online, across India and the Gulf.
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TechnipFMC · Technology provider to the energy industries · India
The Indian team faced growing competition and was handling clients inconsistently. We built a framework for assigning realistic value to opportunities, so the pipeline reflected what was genuinely in play, then trained the team on converting what survived that test.
The closure ratio also multiplied several times. We do not quote it as a percentage, because the starting ratio was low and a large percentage on a small base misleads more than it informs.
Revenue attributed by the client. Our current approach agrees the measures and the baseline in writing before anything is delivered.
Selling Excellently™ is our method for complex B2B selling: ten modules covering the full arc of a deal, from creating opportunities through to closing and holding the account. For engineered and project sales the diagnosis most often weights four:
Which projects are in design, who the consultant is, when the specification will be written.
What you get: you hear about projects while they are still being designed, not when the tender arrives.
The conversation that shapes criteria happens before procurement is involved.
What you get: criteria that include your solution instead of quietly excluding it.
Capital against operating cost, energy, maintenance, downtime and spares over the asset’s life.
What you get: a way to win on lifetime cost when you cannot win on capital price.
Answering the concern behind the question, and knowing when a technical objection is a commercial one.
What you get: fewer deals lost at evaluation to concerns nobody answered properly.
Built around your products, your project cycle and live opportunities before a session is designed.
Two days of core training, inside a three to six month engagement.
Onsite, live online, or blended.
English, with Hindi, Gujarati and Tamil through certified trainers.
Typically 12 to 20, maximum agreed during scoping.
Project and technical sales teams, application engineers, bid and proposal teams, sales managers.
A certified Selling Excellently™ trainer.
A consultant or EPC contractor writes the specification you respond to.
You reach project engineering and procurement, rarely the plant owner or operations head.
Your technical response is compliant, thorough and indistinguishable from three others.
Deals stall in technical evaluation and nobody in sales management can say why.
Your commissioning and service record is better, and never enters the commercial argument.
Performance criteria, tolerances and sometimes the preferred configuration are set before the enquiry is formal. Each choice includes you or quietly excludes you. You can write a flawless response and still lose, because you are answering a question someone else defined.
Question On your last five enquiries, who wrote the specification, and had anyone spoken to them?
The consultant protects their professional judgement. The EPC contractor protects schedule and margin. The plant owner lives with the equipment for a decade and is consulted last. Each is buying something different.
Question In your last project win, who decided, and who did your team spend the most time with?
A concern is raised that nobody addresses, an alternative looks adequate on paper, the decision drifts. Months later the CRM says price. It usually was not price.
Question Where in the cycle do your opportunities actually go quiet?
Interviews, win and loss review, and where your team enters the project cycle.
Sales DiagnosticsSelling Excellently™, weighted to the specifier and the life-cycle case.
Sales Training ProgrammeProjects entered before the specification, and technical evaluation win rate, baselined at diagnosis.
How We WorkYou can engage any phase on its own.
Projects identified before the specification stage.
Specifier and consultant relationships opened.
Whether the plant owner or operations head was reached.
Life-cycle cost cases presented, rather than compliance responses submitted.
Technical evaluation win rate.
Scope and discount conceded in negotiation.
Project and sales cycle length.
Baselined before the programme begins. Targets and review points agreed in writing.
This training helped me identify the areas of improvement required in my BD team. I am sure the techniques we learned are going to help us achieve our goals in a better way.
The two days build the method. The clinics then work it into live projects month by month, which is how it reaches a decision that happens next year rather than fading before it.
Directly. The work is reaching the specifier and the owner earlier, and giving your EPC contact a case they can carry. Most teams treat the contractor as the customer rather than as one of three parties.
No. Your buyer is an engineer who will check your numbers, so the case is built from real operating data rather than marketing language. That is why we train engineers and salespeople together.
Manufacturing weights decision-maker access and cost of ownership. This weights project mapping, reaching the specifier before the specification exists, and surviving technical evaluation.
Yes. Most engagements begin with the diagnosis, which produces written findings and sometimes concludes that training is not the constraint.
You tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales training for process and engineering companies whose deals are decided when consultants and EPC contractors write the specification. We train your team to get in before the enquiry exists, reach the specifier, and win on life-cycle cost when they cannot win on capital price.
If any of the questions on this page were uncomfortable to answer, twenty minutes on the phone is a reasonable place to start. If the gap is not capability, we will say so.
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