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    Capstone Sales

    Become invaluable to your crucial clients

    Master working with teams and executives and negotiating contracts. Large and crucial accounts require two teams: one from the selling company and one from the buying company. Successful team relationships require a variety of high-level skills: mutual goal setting, coordination of activities, sustaining relationship balance, business acumen, shared planning sessions, executive endorsement, and mutual gain negotiation strategies.

    Who benefits?

    • Sales executives dealing with large and crucial accounts
    • National account team members
    • Salespeople working with decision-making executives
    • Salespeople responsible for large and complex client negotiations

    Walk away knowing how to:


    Build your business acumen

    • Understand what drives key account decisions
    • Know what the key accounts want from you
    • Research your clients’ most critical goals

    Optimize your national account sales team

    • Attract the best people
    • Understand the politics that impact client decisions
    • Increase team motivation, integration, accountability and performance

    Sell to executives

    • Measure your company’s readiness to implement an executive sales campaign
    • Identify the unique sales profile needed for executive selling
    • Discover three ways to get an executive meeting
    • Develop a high-impact conceptual message

    Negotiate large contracts

    • Uncover strategies to win clients for life
    • Increase your confidence
    • Decide never to yield to pressure tactics again

    Day One: Morning

    • Business acumen for sales people
    • Learn how executives view their own company and industry
    • Research key client goals and industry trends
    • Learn the executive five financial measures

    Day One: Afternoon

    • Improving national account team performance
    • Move from “selling” to “mutual planning” with national accounts
    • Get the best people on the team
    • Coordinate complex communications
    • Hone team motivation and focus

    Day Two: Selling to client executives or your own

    • Assessing company and sales talent readiness for an executive selling campaign
    • Getting the meeting
    • Develop and delivering a high-level conceptual message
    • Moving to action and implementation

    Day Three: Negotiating large annual sales contracts

    • Learn the philosophy of successful negotiators
    • Understand the strength of your position
    • Prepare and practice the five-step negotiation process
    • Recognize and overcome pressure tactics

    Tony Nagle

    Tony Nagle is president of A.G. Nagle Company (AGN), a training and development firm specializing in negotiation and sales strategies. Known nationally as a negotiations expert, he has trained people from industries ranging from manufacturing to banking to telecommunications. Tony is a graduate of Hobart College in Geneva, New York. Prior to starting his own company, Mr. Nagle was in sales and marketing with Owens-Corning Fiberglas and a national accounts manager for Wilson Learning.

    Chuck West

    Chuck West is the program director of Sales, Sales Management, and Advanced Management programs for the Wisconsin School of Business Executive Education. Prior to joining the university faculty, West was a frequent guest lecturer and member of the school’s ad hoc faculty. He was honored for 20 years of “Outstanding Contribution in Management Development” by the university and holds the top rating on the national speakers lists of the American Marketing Association.

    Jim Woodrum

    Jim Woodrum is associate dean of the Enterprise MBA program at the Wisconsin School of Business. Prior to this, he served as the program director for the Advanced Management courses at Wisconsin Executive Education for 2.5 years. Woodrum teaches courses on business acumen, strategy and talent management.

    Prior to joining the university, Woodrum spent more than 20 years with Hewitt Associates, an international human resources consulting and outsourcing firm.

    He earned a B.S. in finance from Millikin University as well as an MBA in finance and industrial relations from the Kellogg Graduate School of Management at Northwestern University.