Duration
Two days of core training, inside a three to six month engagement.
Supplying a large OEM demands discipline and patience. It also means new-business behaviours may not have been needed for years.
Selling Excellently™, our ten-module B2B sales method, for OEM-dependent engineering, component and technology businesses. Onsite across Chennai, or live online. English and Tamil.
Or call +91 88062 88042
Our Tamil Nadu clients include ELGi, Iatome Electric and Banaraswala Wiremesh.
Selling Excellently™ is our method for complex B2B selling: ten modules covering the full arc of a deal, from creating opportunities through to closing and holding the account. Here it is weighted to prospecting, qualification and value construction where concentration is the finding.
Two days of core training, inside a three to six month engagement.
Onsite across Chennai, live online, or blended.
English and Tamil, through a certified trainer on our Tamil Nadu bench.
Typically 12 to 20.
A certified Selling Excellently™ trainer.
New customers won alongside the large accounts you already serve.
Less dependence on three to five customers.
New-business selling done as a regular part of the week, not an aspiration.
Three to five customers account for most of your revenue and everyone knows it.
Your relationships sit at purchase and quality level and nowhere above.
Price is set in an annual cost-down negotiation your team has learned to absorb.
New business arrives when a customer approaches you, not the other way round.
Your OEM is localising elsewhere or moving to a new platform and there is no second engine.
Chennai was a port and administrative city first, then a heavy engineering one, with the Integral Coach Factory established in 1955 and Ashok Leyland and TVS building a vehicle and component base. Ford and Hyundai arriving from the mid 1990s created the auto belt around Sriperumbudur and Oragadam, and Tidel Park’s opening in 2000 anchored the IT services economy.
Today the city combines auto and components, engineering and capital goods, electronics manufacturing with Foxconn and Nokia among the anchors, one of India’s largest IT services bases, and 162 global capability centres.
A large share of the city’s B2B companies supply someone larger, which makes revenue concentration a common commercial reality.
Serving a large OEM well requires exactly the capabilities your team has built: responsiveness, documentation, discipline, patience. That competence is real and it is why you still have the account.
It also removes the occasion to practise most of what new business requires. You do not qualify, because the customer states the requirement. You do not establish value, because terms were set years ago and are revised downwards annually. Stakeholder mapping is unnecessary when the same three people have been there for a decade.
Then growth, a lost platform or a new segment requires new business, and the mechanism was never built. That is a consequence of the business model, not a lack of hunger.
What share of this year’s revenue came from a customer you did not already have two years ago?
Revenue concentration analysis, stakeholder mapping on your largest accounts.
Sales Diagnostics →Selling Excellently™, weighted to prospecting and value construction.
Sales Training →Changing what the weekly review asks about, so new business has somewhere to be accountable.
Manager Coaching →Live coaching and AI-based practice, so a prospecting conversation is rehearsed before a real target.
Reinforcement →
Revenue from accounts not held two years ago.
First meetings held with companies you do not currently supply.
Stakeholders met above the purchase function in your largest accounts.
Quantified value cases built before a price negotiation.
Cost-down or discount conceded against your opening position.
Qualified opportunities generated.
Baselined before the programme begins. Targets agreed in writing.
Something appears on a calendar. Somebody books a first meeting with a company you do not currently supply, and the following week’s review asks how it went. That one recurring question is what converts new business from an aspiration everyone agrees with into an activity somebody is accountable for.
These are Tamil Nadu engagements rather than Chennai ones, and we would rather say so than imply a Chennai client list we have not yet built.
Straight answers, including the ones where we tell you to buy elsewhere.
Possibly not, and the diagnosis will say so. If the constraint is a commercial dependency, the honest finding may be that you need a different account strategy before you need a programme.
Yes, and in component businesses we usually recommend it. The engineer the customer trusts most is often not on the sales team.
Partly. The concentration problem belongs to supply businesses. For a Chennai technology team the usual finding is the reverse: plenty of activity and weak qualification.
Yes to both. Delivery in Tamil runs through a certified trainer on our Tamil Nadu bench, and onsite delivery in Chennai runs from the same base.
In your three largest accounts, who have you met above the purchase function?
Who in your team is measured on first meetings with companies you do not already supply?
If those are uncomfortable to answer, twenty minutes on the phone is a reasonable place to start. If the gap is not capability, we will say so.
Book a 20-Minute Diagnostic CallYou tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales training in Chennai for engineering, component and technology suppliers whose revenue depends on a handful of large customers. We help your team win new business alongside the accounts you already serve, in English or Tamil.
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